nfpa 1710 implementation guide - california professional

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NFPA 1710 Implementation Guide

Second Printing

Copyright © 2002 by the International Association of Fire Fighters.® This publication is protected by copyright. No part of itmay be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise without written permission from the International Association of Fire Fighters.

Over the coming months, fire chiefs and fire fighters—and the government officials who oversee localfire and EMS departments—have an unprecedented opportunity to implement meaningful changes toimprove the efficiency, effectiveness, and delivery of emergency services to the citizens they serve.

The new NFPA 1710 Standard on Fire Department Deployment and Operations, passed last year afteryears of research and deliberations, was a watershed event for the fire service and for citizens acrossNorth America. NFPA 1710 is the result of the same time-proven consensus process used to developother NFPA fire safety standards and the National Electrical Code, the National Sprinkler Code, andthe National Building Code.

The International Association of Fire Fighters and the International Association of Fire Chiefs jointlydeveloped this NFPA 1710 Implementation Guide to assist labor and management in working togetherto take fire and emergency services to a higher level in their communities.

NFPA 1710 establishes a quantifiable method of measuring the quality of your fire department—andin our business quality is defined by our ability to save lives and property. It sets adequate andappropriate guidelines for staffing, response times, and other factors vital to the performance of a fireand EMS department’s duties. And in those communities that implement this new internationalstandard, NFPA 1710 will surely save lives of citizens and fire fighters.

There are fire departments across our two nations that already meet or exceed the performancerequirements set by NFPA 1710, but many fall short. For many departments, the road to compliancewill be a long one. In some cases, it will require increases in budget over time; in others, it will requirea change in philosophy. Nonetheless, it is the responsibility of every career fire department to striveto reach the goals outlined in NFPA 1710.

Every fire service leader and every local government official should enthusiastically supportimplementation of NFPA 1710. The benefits of NFPA 1710 compliance, including reduced propertyloss, far outweigh the arguments of those critics who suggest that the benchmarks in NFPA 1710 areunattainable or too costly for their community.

The goal of this implementation guide is to give fire chiefs, fire fighter locals, and city officials theknowledge, the data, the tools, and a step-by-step process to evaluate their fire and EMS departmentsand work toward compliance with NFPA 1710.

It is our hope that this guide will help fire departments, large and small, across North America to growwith their communities and provide the level of fire and EMS protection that our citizens expect anddeserve.

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Section 1. Defining the NFPA 1710 Standard . . . . .1-1Standards and the NFPA . . . . . . . . . . . . . . . . . . .1-1

The Difference between a Standard and a Code . . . 1-1

How Standards Are Established . . . . . . . . . . . . . . . . 1-1Who Is Involved . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2Why We Need Standards . . . . . . . . . . . . . . . . . . . . . . 1-2

Why NFPA Created 1710 . . . . . . . . . . . . . . . . . . . . . . 1-2Standard 1720 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

What the Standard Says . . . . . . . . . . . . . . . . . . . . . . . 1-3

Fire Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3

EMS Operations . . . . . . . . . . . . . . . . . . . . . . . . . . .1-6

Special Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-8

Wildland Operations . . . . . . . . . . . . . . . . . . . . . . . 1-8

Airport Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-9

Marine Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-9

Liability Associated with Failing to Meet a Standard . . . . . . . . . . . . . . . . . . . . . . . . 1-9

Section 1 Tables and Figures

Figure 1-1. Initial Full-alarm assignment CapabilityDeployed within Eight Minutes (480 seconds) . . . . 1-6

Section 2. Understanding the Process: From

Organizational Statements to Reports . . . . . . . . . .2-1Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-1

Developing the Organizational Statement . . . . .2-1

Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . . . .2-1

Measuring Performance . . . . . . . . . . . . . . . . . . . .2-2

Evaluating and Submitting Reports . . . . . . . . . .2-2

Managing the System . . . . . . . . . . . . . . . . . . . . . . . . .2-2

Task: Developing an Organizational Statement . . . .2-2

Traditional Mission Statements . . . . . . . . . . . . . .2-3

Organizational Statement Objectives . . . . . . . . .2-3

Task: Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . .2-3

Task: Measuring Performance . . . . . . . . . . . . . . . . .2-7

Meeting Service Delivery Objectives . . . . . . . . .2-7

Support Systems . . . . . . . . . . . . . . . . . . . . . . . . . .2-7

Task: Evaluating and Submitting Reports . . . . . . . .2-8

Task: Managing the System . . . . . . . . . . . . . . . . . . . .2-8

Expanded Information . . . . . . . . . . . . . . . . . . . . . . .2-10

Organizational Statement Outline . . . . . . . . . . .2-10

Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . . .2-10

Measuring Performance . . . . . . . . . . . . . . . . . . .2-12

Evaluating and Reporting . . . . . . . . . . . . . . . . .2-15


Figure 2-1. System Safeguard Cycle . . . . . . . . . .2-2

Table 2-1. Sample Fire Department Data CollectionForm Completion Key . . . . . . . . . . . . . . . . . . . . .2-4

Table 2-2. Criteria for Emergency ResponseSystem Performance Measures . . . . . . . . . . . . .2-15

Section 3. Analyzing Staffing, Deployment

and Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-1

Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-1

Task: Analyze Staffing . . . . . . . . . . . . . . . . . . . . . . . . 3-1

On-Duty Staffing . . . . . . . . . . . . . . . . . . . . . . . . . .3-2

Staffing: Company Units and Supervision . . . . .3-4

Staffing: Supervisory Chief Officers . . . . . . . . . .3-4

Staffing: Engine Companies . . . . . . . . . . . . . . . . . 3-5

Staffing: Ladder Companies . . . . . . . . . . . . . . . . .3-5

Staffing: Other Companies . . . . . . . . . . . . . . . . . .3-6

Staffing: Quint Apparatus Companies . . . . . . . .3-7

Staffing: EMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-7

Staffing: EMS (ALS Deployment) . . . . . . . . . . . .3-8

Staffing: Airport Rescue and Fire-Fighting Services . . . . . . . . . . . . . . . . . . . .3-11

Staffing: Marine Rescue and Fire-Fighting (MRFF) Services . . . . . . . . . . . . .3-11

Staffing: Wildland Fire Suppression Services . . . . . . . . . . . . . . . . . . . . .3-12

Task: Analyzing Deployment . . . . . . . . . . . . . . . . . .3-13

Deployment: Initial Arriving Company . . . . . . . . . .3-13

Deployment: Initial Full-Alarm Assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14

Deployment: Additional Alarm Assignments . . . . . . . . . . . . . . . . . . . . . . 3-16

Deployment: BLS EMS Service Delivery . . . . . .3-18

Deployment: ALS EMS Service Delivery . . . . . .3-20

Special Operations: Organization and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . .3-22

Airport Rescue and Fire-Fighting Services: Organization and Resources . . . . . . .3-24

Marine Rescue and Fire-Fighting (MRFF) Services: Organization and Resources . . . . . . . .3-26

Wildland Fire Suppression Services: Organization, Resources, and Deployment . . . .3-27

Task: Analyzing Times . . . . . . . . . . . . . . . . . . . . . . .3-29

Defining Response Time . . . . . . . . . . . . . . . . . . 3-29

Expanded Information . . . . . . . . . . . . . . . . . . . . . . .3-30

TABLE OF CONTENTS

Cardiac Arrest Survival Model . . . . . . . . . . . . . .3-30


Figure 3-1. Company Definition . . . . . . . . . . . . . .3-5

Figure 3-2. ALS Response Coverage: Based on Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10

Figure 3-3.Cardiac Arrest Survival Rate . . . . . .3-10

Figure 3-4. Initial Arriving Company . . . . . . . . . 3-14

Figure 3-5. Fireground Staffing Compliance . . 3-17

Figure 3-6. EMS Service Delivery Compliance 3-22

Figure 3-7. ALS Response Assignment . . . . . . . 3-23

Figure 3-8. Hazardous Materials Response . . . .3-24

Figure 3-9. Emergency Response Time Intervals: Fire Suppression . . . . . . . . . . . 3-29

Figure 3-10. Emergency Response Time Intervals: Emergency Medical . . . . . . . . .3-30

Figure 3-11. Cardiac Arrest Survival Calculator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-31

Section 4. Strategic Planning and Proposing

Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

Proposing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

The Proposal Process . . . . . . . . . . . . . . . . . . . . . . 4-1

Writing the Document . . . . . . . . . . . . . . . . . . . . .4-1

The Presentation . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2

Task: Developing Models for Your Proposal . . . . . . 4-4

City A Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4

A Six-Step Process . . . . . . . . . . . . . . . . . . . . . . . . 4-5

Step 1. Collect Data . . . . . . . . . . . . . . . . . . . . . . . 4-5

Step 2. Calculate the Staffing Factor . . . . . . . . . 4-6

Step 3. Calculate the Marginal PersonnelRequirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8

Step 4. Assess Wage and Benefit Costs . . . . . . . 4-8

Step 5. Assess Equipment Costs . . . . . . . . . . . . . 4-9

Step 6. Summarize the Results . . . . . . . . . . . . . . 4-9

Results of a Systematic Evaluation of the City A Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9

City B Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10

A Seven-Step Process . . . . . . . . . . . . . . . . . . . . .4-10

Step 1. Collect Data . . . . . . . . . . . . . . . . . . . . . . .4-11

Step 2. Calculate the Staffing Factor . . . . . . . . 4-11

Step 3. Calculate the Marginal PersonnelRequirements . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11

Step 4. Assess Wage and Benefit Costs . . . . . . 4-14

Step 5. Assess Vehicle and Equipment Costs . . 4-15

Step 6. Determine Revenue for Transport . . . . 4-15

Step 7. Summarize the Results . . . . . . . . . . . . . 4-16

Results of a Systematic Evaluation of City BScenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-17

Using the Accreditation Process . . . . . . . . . . . . . . .4-17


Table 4-1. City A Operational Resources . . . . . . .4-7

Table 4-2. City B Operational Resources . . . . . 4-12

Figure 4-1. City A Staffing Factor Worksheet . .4-19

Figure 4-2. City A Marginal Personnel Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-21

Figure 4-3. City A Wages Worksheet . . . . . . . . .4-23

Figure 4-4. City A Training and Protective GearWorksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-25

Figure 4-5. City A Summary Worksheet . . . . . .4-27

Figure 4-6. City B Staffing Factor Worksheet . .4-29

Figure 4-7. City B Marginal PersonnelRequirements Worksheet . . . . . . . . . . . . . . . . . .4-31

Figure 4-8. City B Wages Worksheet . . . . . . . . .4-33

Figure 4-9. City B Vehicle and Equipment CostWorksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-35

Figure 4-10. Revenue Projection Based on TotalPayor Mix for Ambulance Services (including Medicare data from Figures 4-12, 4-13 and 4-14) . . . . . . . . . . . . . . . .4-37

Figure 4-11. City B Revenue Projection Total Payor Mix Notes . . . . . . . . . . . . . . . . . . . . .4-39

Figure 4-12. City B Revenue Projection Variables Based on the Medicare Fee Schedule for Ambulance Services . . . . . . . . . . .4-41

Figure 4-13. City B Revenue Calculations Based on the Medicare Fee Schedule forAmbulance Services . . . . . . . . . . . . . . . . . . . . . .4-43

Figure 4-14, City B Revenue ProjectionCalculations Based on the Medicare Fee Schedule for Ambulance Services, Continued . . . . . . . . . . . . . . . . . . . . . . .4-45

Figure 4-15, City B Revenue ProjectionMedicare Fee Schedule Notes for Figures 4-13 and 4-14 . . . . . . . . . . . . . . . . . . . . . .4-47

Figure 4-16, City B Budgetary Impact SummaryBased on Cost Sheets and Revenue ProjectionsIncluded in Figures 4-7 through 4-13 . . . . . . . . .4-49

Section 5. Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-1

Endorsements by Stakeholder . . . . . . . . . . . . . . . . . .5-1

Responding to Questions . . . . . . . . . . . . . . . . . . . . . .5-9

1710 Undermines Local Democracy . . . . . . . . . .5-9

1710 Has No Scientific Basis . . . . . . . . . . . . . . . .5-9

1710 Undermines Public Safety . . . . . . . . . . . . . .5-9

1710 Jeopardizes Public Safety . . . . . . . . . . . . .5-10

1710 Is Too Costly . . . . . . . . . . . . . . . . . . . . . . . .5-10

Current Staffing and Equipment Are Adequate . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-10

1710 Is Unnecessary Because of Modern Building and Fire Codes . . . . . . . . . . . . . . . . . . .5-10

1710 Unnecessarily Duplicates Other FireDepartment Standards . . . . . . . . . . . . . . . . . . . .5-11

Current Standards are Adequate . . . . . . . . . . . .5-11

‘Equivalent’ Standards Are Adequate . . . . . . . . .5-11

Sample Fact Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12

Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12

Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12

Benefits of Compliance . . . . . . . . . . . . . . . . . . . .5-12

Organizational Statement Example, City C FireDepartment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-15

Model Quadrennial Report, Example of City C Fire Department . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-23

I. Services Provided . . . . . . . . . . . . . . . . . . . . . . .5-23

II. Fire Department Accomplishments . . . . . . .5-23

III. Incident Response Statistics for Fiscal Years _____: . . . . . . . . . . . . . . . . . . . . . . . .5-24

IV. Incident Response Data By Company . . . . .5-31

V. Training Reports . . . . . . . . . . . . . . . . . . . . . . .5-31

VI. Future Department Goals . . . . . . . . . . . . . . .5-32

Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-33


Figure 5-1. City C Fire Incidents Four-MinuteCoverage Area: First Due Company . . . . . . . . . .5-25

Figure 5-2. City C Fire Incidents DeploymentAssessment Eight-Minute Coverage Area: Full-Alarm Assignment . . . . . . . . . . . . . . . . . . . . . . . .5-26

Figure 5-3. City C Staffing Assessment Eight-Minute Coverage Area: 15 Fire Fighters on Scene . . . . . . . . . . . . . . . . . . . . . . . .5-27

Figure 5-4. City C EMS Response AssessmentFour-Minute Coverage Area: EMS Incidents . . .5-28

Figure 5-5. City C ALS Response AssessmentEight-Minute Coverage Area: EMS Incidents . .5-29

Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . .A-1

Glossary of Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . .B-1

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In this section we explain details about the standards-setting process, andoffer details about the 1710 standard.

Standards and the NFPAThe National Fire Protection Association (NFPA) is an internationalorganization of more than 75,000 individuals and more than 80 nationaltrade and professional organizations. NFPA’s mission is to reduce theworldwide burden of fire and other hazards on the quality of life bydeveloping and advocating scientifically based consensus codes andstandards, research, training and education.

NFPA develops, publishes and disseminates timely consensus codes andstandards intended to minimize the possibility and effects of fire andother risks. More than 300 NFPA codes and standards are used around theworld. NFPA documents are developed by more than 225 NFPA TechnicalCommittees, each representing a balance of affected interests.

NFPA codes and standards, developed under the approved process of theAmerican National Standards Institute (ANSI), are widely used as a basisof legislation and regulation at all levels of government. In some way,virtually every building, process, service, design and installation isaffected by codes and standards developed through NFPA’s process.

The Difference between a Standard and a CodeNFPA defines a standard as follows: A document, the main text of whichcontains only mandatory provisions using the word “shall” to indicaterequirements and which is in a form generally suitable for mandatoryreference by another standard or code or for adoption into law.Nonmandatory provisions shall be located in an appendix, footnote orfine print, and are not to be considered a part of the requirements of astandard.

NFPA defines a code as follows: An extensive compilation of provisionscovering broad subject matter or that is suitable for adoption into lawindependently of other codes and standards.

The decision whether to designate a standard as a code is based on suchfactors as the size and scope of the document, its intended use and formof adoption and the presence of substantial enforcement andadministrative provisions.

How Standards Are EstablishedProposals for new standards or revisions to existing ones involve a reviewof the proposed project through a consensus-based public review process.It begins with assignment of the proposed standard to a technicalcommittee. NFPA requires that the committee’s membership reflect “abalanced representation of affected interests.” To avoid conflict or

DEFINING THE NFPA 1710 STANDARD

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duplication of effort, a single interest may not berepresented by more than one-third of the committee.

Next, the committee develops a draft document that isdistributed for comment through NFPA News, the U.S.Federal Register, ANSI and relevant national andinternational trade journals—asking interested persons tosubmit specific proposals to be included in the document.Interested parties have approximately 24 weeks to respondto this Call for Proposals.

After reviewing and acting on all comments, the committeeissues a Report on Proposals (ROP), which is publishedonly if two-thirds of all committee members approve thereport for publication. Interested parties have 60 days tocomment on it. The committee considers and acts on thesecomments and produces its next document, a Report onComments (ROC), if it receives the same two-thirds vote bycommittee members.

At the next NFPA meeting, the proposal is debated. In themeeting the amendment process has strict limitations. Themembership may vote to recommend approval,amendment, return a portion of the report to thecommittee or return the entire report to the committee.Appeals may be considered on any unresolved issues (aprocess that may take two years). If there are no appeals,the final code or standard may be issued within 20 days ofthe meeting at which the membership votes to approve theproposal.

Who Is InvolvedAt the time of the final vote on NFPA 1710, the TechnicalCommittee contained representatives from seven differentclasses of NFPA members, including Consumers,Enforcers, Labor, Manufacturers, Research/Testing, SpecialExperts and Users. No more than one-third of the votingmembers of the Committee represented one of theseinterests, as explicitly required by NFPA rules. Thefollowing is a breakdown of the membership:

• Consumers (City Managers), 2, 6%

• Enforcers (Fire Chiefs, including 3 representatives fromthe International Association of Fire Chiefs, or IAFC), 10, 32%

• Labor (Union representatives, including 3 from theIAFF), 7, 23%

• Manufacturers (Trade Group organizations), 2, 6%

• Research/Testing, 1, 3%

• Special Experts, 4, 13%

• Users, 5, 16%

Why We Need StandardsFire growth and behavior are scientifically measurable, asare the expected outcomes associated with untreatedcardiac arrest, and the specific resource requirements tocontrol fires and to prevent deaths. Despite these facts,many communities approach fire/rescue organization anddeployment as if it were all art and no science—andabstract art, at that.

Why NFPA Created 1710NFPA members encouraged passage of 1710 to improvepublic safety. More specifically, this standard responds toNFPA’s goal of improving the methods of fire protectionand prevention and establishing “proper safeguards againstloss of life and property due to fire.”

Although the organization and deployment of fire andrescue services are potentially the most important factorsin safeguarding against the loss of life and property due tofire, this is the first time that NFPA has issued a standardestablishing comprehensive minimum criteria to ensuresafe and effective fire and emergency medical response bycareer fire departments. It represents the culmination ofmore than a decade of work by the NFPA StandardsCouncil, its technical committees and its membership. Theresult is a comprehensive, uniform and practical standardgoverning fire and rescue service deployment by career firedepartments throughout North America.

NFPA 1710 Standard is important because it applies thedocumented and proven science of fire behavior andemergency medicine to the basic resource requirements foreffective fire and emergency service deployment. Thisapplication allows a community to determine if theresources allocated for the different types of fires,emergencies, medical calls and other incidents aresufficient to effectively control the incident and protectlives and property.

NFPA 1710 Standard sets forth in concise terms therecommended resource requirements for fires, emergenciesand other incidents. It requires the emergency responseorganization to evaluate its performance and report it tothe authority having jurisdiction. This common sense,science-based formula categorically disproves the fallacy of

the “something is better thannothing” model, which results inunnecessary risk for the public andfor responders. The approachembodied in NFPA 1710 will makecommunities and fire fighters saferand responders more effective andefficient.

The standard defines the minimumacceptable requirements for howfire, EMS and special operations areorganized and deployed indepartments that are substantiallycareer. If there are no volunteers, theorganization is obviously career.Even if there are volunteers presentto supplement the career staff, thedepartment is still substantiallycareer.

The minimum requirements addressthese organizations’ objectives aswell as their functions. Notsurprisingly, the standardemphasizes three key areas of asuccessful operation:

• Service delivery

• Capabilities

• Resources

The standard sets forth the minimumcriteria related to the effectivenessand the efficiency of public entitiesthat provide fire suppression,emergency medical service andspecial operations. Both efficiencyand effectiveness are specificallyrelated to protecting two groups: thepublic and fire departmentemployees.

NFPA 1710 Standard creates acommon template for evaluatingperformance. The OrganizationalStatement of the Standard specifiesthe minimum information requiredconcerning what the organizationdoes, how it is structured and whatstaffing is required to achieve its

objectives.

Unfortunately, many emergencyresponse organizations assumeresponsibility to provide additionalservices without ensuring that theyhave the resources to accomplishthe additional objectives. Thechapter in the standard that coversthis topic requires the authorityhaving jurisdiction to specify thelevel of service, the number ofpersonnel required to provide thatlevel of service and the duties thesemembers are expected to perform inorder to succeed.

Service delivery objectives found inthe standard are specificrequirements for deployment,staffing, response times andnecessary support systems. Thesesupport systems include safety andhealth, communications, incidentcommand, pre-incident planning andtraining.

Standard 1720

The organization, operations,communications, dispatch,deployment, response time andtraining of career fire fighters aresubstantively and substantiallydifferent from those of volunteer firefighters. Not only are the frequencyand severity of fire incidents higherin career fire departments, but themajority of career fire departmentsare involved with emergencymedical response as well asspecialized operations, includinghazardous material and specialoperations responses. Theexpectations of performance forcareer fire departments differ fromvolunteer fire departments, and theevaluation of that performance alsodiffers. More is expected of thecareer fire department today and thestandards of performance are higher.

In addition, volunteer firedepartments traditionally rely onsubstantively different methods ofdeployment from careerdepartments—namely, volunteer firedepartments often rely on theirmembers to deploy from home whilecareer departments deploy fromstation houses.

Unlike NFPA 1710, NFPA 1720recognizes the differences inexpected delivery of servicesbetween career and volunteer firedepartments. Accordingly, the natureof volunteer fire services and of thedifferent services they provide makethe deployment and response acommunity decision. The differencesbetween NFPA 1710 & 1720 aredetailed in a comparison chartcontained on the CD that youreceived with this guidebook.

What the Standard SaysThe standard addresses fireoperations in these six specificareas:

• Fire operations

• EMS operations

• Special operations

• Wildland operations

• Airport operations

• Marine operations

Fire Operations

Fire departments must be capable ofestablishing the following functionsat each structural fire:

• Incident command

• Water supply

• Attack lines

• Backup lines

• Search and rescue teams

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• Ventilation teams

• Rapid intervention crews

These benchmark requirements are based on a fireinvolving a 2,000-square-foot detached single-familyoccupancy. Fire departments should deploy additionalresources according to the occupancies and hazards intheir jurisdiction.

The Fire Protection Services Task Analysis

The total number of on-duty personnel is established bymeans of a task analysis that evaluates expected firefighting deployment, using the following factors:

• Life hazards in the jurisdiction

• Safety and efficiency of fire fighters

• Potential property loss

• Nature, configuration, hazards and internal protectionof properties in the response area

• The department’s standard tactics and evolutions,apparatus deployed and expected results

For example, a jurisdiction would need to evaluate alllocations within its response area to determine those thathave tactical hazards such as concentrated fire potential;high frequency incidents; high hazard occupancies suchas schools, hospitals, nursing homes, manufacturingcomplexes, refineries or high-rise buildings; geographicalrestrictions that could result in a delayed responseaffecting the severity and spread of fire occurrence; orother factors that would necessitate additional staffingper company and additional companies for the initialalarm assignment, additional alarm assignments andsimultaneous emergencies. By collecting, analyzing andevaluating this information and data, a department canthen establish total on-duty staffing.

Defining Fire Suppression Company Units

Companies are defined as either engine or truck (ladder)companies or specialized apparatus—such as rescue orsquad companies—depending on the type of apparatusand the fire suppression functions performed staffed withfour personnel. Quints must be deployed as either anengine or a truck company or be staffed with additionalpersonnel to perform multiple engine/truck companytasks.

Regardless of the type of company, each must consist of agroup of trained and equipped fire fighters under the

supervision of an officer who operates and arrives on theemergency scene with one piece of fire apparatus. Thestandard allows for an exception in those instances whenmultiple apparatus are used to make up a company.However, such exceptions require that these multi-piececompanies always be dispatched and arrive together, becontinuously operated together and are managed by asingle company officer. The standard recognizes andclarifies the limited use of such multi-piece companies(see Section 3).

Examples include the following:

• The use of a fire department personnel vehicle if theapparatus lacks adequate seating.

• An engine and a water tanker, such as those used insome suburban and rural response where a watersupply (hydrant or natural water body) is not available.

• An engine and an EMS unit (ambulance or rescue).

• Multiple-piece company assignment, specified in a firedepartment’s response SOPs, such as an enginecompany response with a pumper and a hose wagon.

The Basis for a Four-Person Minimum

The NFPA Technical Committee reviewed numerousstudies, evaluations and stakeholder reports containingempirical data on departmental response and mitigationof fire. These studies clearly demonstrate that for safe,effective and efficient fire suppression, each respondingcompany needs a minimum of four fire fighters.

Numerous studies support the four-person minimum. SeeSection 5 for a detailed bibliography.

Turnout Time

NFPA 1710 Standard says, “The turnout time begins whenunits acknowledge notification of the emergency to thebeginning point of response time.” It further states that,“The fire department shall establish a time objective ofone minute (60 seconds) for turnout time.”

Response Times

The NFPA 1710 standard says, “the fire department shallestablish a time objective of four minutes (240 seconds)or less for the arrival of the first arriving engine companyat a fire suppression incident and/or eight minutes (480seconds) or less for the deployment of the full first alarmassignment at a fire suppression incident.”

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Can the first unit arrive later thanfour minutes if the entire assignmentis on the scene within eight minutes?Technically, the answer is yes;however, the standard’s intent forfire suppression is to have the first-due engine capable of arriving withinits response area consistently withinfour minutes, 90 percent of the time.The “and/or” criterion is intended torecognize the effects ofsimultaneous emergencies, trainingor other occurrences that take oneor more companies out of service,and not to relieve a department of itsresponsibility to plan for overalldeployment of resources by locationto satisfy the four-minute criteria.

Initial Full Alarm Minimum

Requirements

The standard indicates that a firedepartment shall have the capabilityto deploy an initial full-alarmassignment within the eight-minute(480 seconds) response time. Thenumber of people required fallsbetween 15 and 17, depending on ifan aerial is used, and/or if twopumpers are being used to providefor a continuous water supply.

The following is a list of requiredfunctions for the benchmark firedefined in the standard and thenumber of personnel required to bedeployed to perform these functions:

• Incident command shall beestablished outside of the hazardarea for the overall coordinationand direction of the initial full-alarm assignment. A minimum ofone individual shall be dedicatedto this task.

• The supervisory chief officer shallhave a staff aide deployed to themfor purposes of incidentmanagement and accountability at

emergency incidents.

• A safety officer shall be dispatchedto an initial full-alarm assignmentwhen significant risks to firefighters are present and shall bedeployed to all emergencies thatgo beyond an initial full-alarmassignment to ensure that thehealth and safety system isestablished at the emergencyincident. A minimum of oneindividual shall be dedicated tothis task.

• An uninterrupted water supply of aminimum 400 gpm for 30 minutesshall be established. Supply line(s)shall be maintained by an operatorwho shall remain with each fireapparatus supplying the waterflow to ensure uninterrupted waterflow application.

• An effective water flow applicationrate shall be established: 300 gpmfrom two handlines, one of whichshall be an attack line with aminimum of 100 gpm and one ofwhich shall be a back-up line witha minimum of 100 gpm. Attack andbackup lines shall be operated by aminimum of two personnel each toeffectively and safely maintain theline.

• One support person shall beprovided for each attack andbackup line deployed toaccomplish hydrant hookup andassist in line lays, utility controland forcible entry.

• A minimum of one search-and-rescue team shall be part of aninitial full-alarm assignment. Eachsearch-and-rescue team shallconsist of a minimum of twopersonnel.

• A minimum of one ventilationteam shall be part of an initial full-alarm assignment. Each ventilationteam shall consist of a minimum oftwo personnel .

• If an aerial device is used inoperations, one person shallfunction as an aerial operator whoshall remain at the primary controlof the aerial device at all times.

• An IRIC (Initial Rapid InterventionCrew) shall be established thatshall consist of a minimum of twoproperly-equipped and trainedpersonnel. When an incidentescalates beyond the initial full-alarm assignment, or when there issignificant risk to fire fighters dueto the magnitude of the incident,the Incident Commander shallupgrade the IRIC to a full RapidIntervention Crew (RIC) thatconsists of four dedicated, fullyequipped and trained fire fighters.

• The fire department shall have thecapability for additional alarmassignments that can provide formore personnel and servicesincluding the application of waterto the fire; engagement in searchand rescue, forcible entry,ventilation and preservation ofproperty; accountability forpersonnel; and provision ofsupport activities for thosesituations that are beyond thecapability of the initial full-alarmassignment.

Figure 1-1 illustrates an example of the aboverequirements for the response to a fire in which a singleroom and its furnishings and other contents are involved,located in a 2,000-square-foot single-family occupancy,without a basement and without exposures (adjacentbuildings). In an urban environment, with high populationdensity dwellings in close proximity, multifamilyoccupancies, industrial areas and high occupancyinstitutions—including hospitals and schools—the firedepartment’s response capability must be enhanced withadditional apparatus, personnel and resources for theinitial alarm assignment.

EMS Operations

The NFPA 1710 Standard requires all fire departments tohave a basic level of EMS. The standard calls for thedepartment to be capable of responding to emergencymedical incidents at the First Responder Level withAutomatic External Defibrillator (AED). If the departmentchooses to provide EMS at a higher level, the standardsets operational requirements for that service as well.

Fire departments that provide EMS at any level mustestablish in their organizational statements the criteria forthe types of incidents to which they will respond. Theestablished level of EMS provision must be recognized,and the department must allocate the necessary resourcesto adequately provide the services required by the localjurisdiction and expected by the citizens. Necessaryresources include trained personnel, equipment and othersupporting elements.

When EMS beyond the first responder level is provided byan entity other than the fire department, the provider mustadhere to minimum staffing, deployment and responsecriteria recommended by the fire department according tothe requirements in the NFPA 1710 Standard. Theseoperational requirements must be described in both thefire department’s organizational statement and anycontract or other agreement between the jurisdictionalauthority and the EMS agency or private company. TheEMS agency or private ambulance company must adhereto the same performance objectives for staffing,deployment, and response time that a fire department

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Engine

IncidentCommander I.C. Aide

VentilationTeam

Supply PumpOperator

Attack PumpOperator

Back UpHose Crew

AttackHose Crew

AerialOperator

IRICTEAM

Victim Search& Rescue

Team

400 GPM WaterSupply

100 GPM

100 GPM

15 PersonnelRequired

17 Personnel Required IfAerial Device And Supply

Pump Are In Operation

ExampleTotal on scene: 17Incident Command Vehicle: 1 OfficerLadder Apparatus: 1 Officer / 3 FF's (1 FF Assigned to Victim Search & Rescue)Engine: 1 Officer / 3 FF'sEngine: 1 Officer / 3 FF'sEngine: 1 Officer / 3 FF's 1 FF Assigned to Victim Search & Rescue 1 FF Assigned as I.C. Aide 1 Officer / 1 FF Assigned to IRIC

FIGURE 1-1. INITIAL FULL-ALARM ASSIGNMENT CAPABILITY DEPLOYED WITHIN EIGHT MINUTES (480 SECONDS)

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would if providing the servicedirectly. This standard criterion ispart of the overall emergencyresponse system concept.Regardless of the provider, theperformance objectives are the sameand must be met.

Fire departments are permitted toestablish automatic and mutual aidagreements to comply withemergency medical responserequirements.

The standard does not establishpatient care or EMS protocolrequirements. Specific patient carecapabilities associated with eachEMS service level are to bedetermined by the authority havingjurisdiction to approve and licenseEMS providers. This is typically thestate, provincial or local EMS agencyin conjunction with physicianmedical direction/oversight.

There are three levels of EMSprovision recognized in the NFPA1710 Standard:

• First Responder with AED

• Basic Life Support (BLS)

• Advanced Life Support (ALS)

The standard also recognizes EMStransport as a service that the firedepartment may provide.

It is not a requirement that a firedepartment provide all levels of EMSservice beyond First Responder(AED). However, the standardestablishes operational requirementsfor each level that is provided by adepartment. For each level,operational requirements arespecified as follows:

a) First Responder (AED)—A firedepartment must appropriately trainall response personnel at the FirstResponder Level with AED

capability and personnel must arrivewithin a four-minute (240-second)response time to 90 percent of allemergency medical incidents. Thenumber of personnel must besufficient to ensure adequate carecapability and member safety.

b) BLS—A fire department thatprovides BLS beyond the firstresponder level must adhere tostaffing and training requirements asspecified by the state or provinciallicensing agency. The departmentmust also deploy sufficientresources to arrive within a four-minute (240 second) response timeto 90 percent of all emergencymedical incidents.

c) ALS—A fire department thatprovides ALS beyond the firstresponder and BLS level mustadhere to staffing and trainingrequirements as specified by thestate or provincial licensing agency.The department must also deploysufficient resources to arrive withinan eight-minute (480-second)response time to 90 percent of allemergency medical incidents.

Minimum Staffing for BLS and

ALS Emergency Transport Units

The NFPA 1710 standard states thatstaffing and training requirementsfor both BLS and ALS transport unitsare to be determined by the state orprovincial agency responsible forproviding EMS licensing.

Minimum Staffing for ALS

Emergency Responses

The NFPA 1710 standard designatesa staffing level for ALS response thatis different from the requirement forALS transport. The standard requiresthat staffing for ALS emergencymedical responses include aminimum of two members trained at

the ALS level (EMT-Paramedic).Additionally, the standard requiresthat ALS responses include aminimum of two BLS trainedproviders. All response personnelmust arrive within the response timeestablished for ALS delivery.

The different staffing requirementfor ALS responses is based onscientific research, experience andexpert consensus that time-criticalALS calls require more personnelresources on scene for assessmentand initiation of care than thoserequired for BLS level incidents andfor all transport. Additionally, theAmerican Heart Association (AHA)has long-established guidelines forresponse to the most time-criticalincident—cardiac arrest. The AHArecommendations, which werereviewed by the NFPA 1710Technical Committee, are containedin several AHA publications. SeeSection 5 for a completebibliography.

Following scientific researchconducted by cardiologists anduniversities throughout the UnitedStates, AHA guidelines note that, “insystems that have attained survivalrates higher than 20 percent forpatients with ventricular fibrillation(cardiac arrest), the response teamshave a minimum of two AdvancedCardiac Life Support (ACLS)providers plus a minimum of twoBLS personnel at the scene.” Expertsagree that four responders (at leasttwo ALS and two BLS) are theminimum required to provide ACLSto cardiac arrest victims.

The requirement that firstresponder/AED units arrive withinfour minutes (240 seconds) to 90percent of emergency medicalincidents, and the requirement that

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an ALS company arrive within eight minutes (480seconds) to 90 percent of the incidents to which they aredispatched, are based on experience, expert consensusand science. Many studies note the role of time and thedelivery of early defibrillation in patient survival due toheart attacks and cardiac arrest, which are the most time-critical, resource-intensive medical emergency events towhich fire departments respond.

Various study findings and national EMS stakeholderorganization guidelines exist concerning these minimumrequirements. See Section 5 for a complete bibliography.

Quality Management for EMS System Evaluations

The NFPA 1710 standard requires the fire department toestablish a quality management program as a basicfunction of EMS provision. The purpose of the qualitymanagement program is to ensure adequate responsecapability and quality patient care. All quality review ofboth BLS and ALS services must be documented.Additionally, the department must create a mechanism forimmediate communication with the EMS systemsupervisor and the person responsible for physicianoversight (medical director).

Special Operations

The fire department must formally define the types ofspecial operations that it is required or expected toperform in an emergency or other incident. These types ofspecial operations include, but are not limited to,hazardous materials response, confined space response,technical rescue, high-angle rescue and water rescue.Regardless of the fire department’s defined specialoperation capability, all fire fighters who provideemergency response must be trained to the first responderoperations level for both hazardous materials responseand confined space response. Likewise, all firedepartments must define their response capability tonatural disasters, terrorism incidents, and other masscasualty and large-scale emergency events.

When fire departments have established that they willprovide response beyond first responder level forhazardous materials or confined space emergencies, theymust ensure that all members involved in this level ofresponse be trained to the levels specified in the standard.

The fire department must also determine the availabilityof exterior resources—through federal, state, provincial,or local assistance or private contractors—that aredeployed to emergencies and other incidents and theprocedures for initiating such outside response.

The fire department must also limit the level of responseto special operation emergencies to the level for whichthey have staffed, trained and equipped their personnel.Additionally, they must have the capacity to initiate arapid intervention crew during all special operationsresponses.

Wildland Operations

The NFPA 1710 standard recognizes that many, if notmost, fire departments must respond to either wildland orwildland/urban interface fires. Accordingly, the firedepartment must address the service delivery for suchoccurrences. The standard specifies the minimumwildland staffing for defined wildland companies, as wellas engine and truck companies that respond to wildlandor urban interface/wildland emergencies. Likewise, thestandard specifies deployment requirements for awildland Initial Direct Attack.

Much of the basis for such requirements was validatedthrough a scientific and medical study conducted by theLos Angeles County California Fire Department. Thestudy’s purpose was to establish benchmarks fornecessary staffing requirements, wildland tasks anddeployment times for wildland response.

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Airport Operations

The NFPA 1710 standard requiresthat airport fire departments beorganized to ensure that theirresponse capabilities to nonaircraftincidents (nonairframe structuralfires and EMS emergencies) withinthe department’s responsejurisdiction be identical to non-Airport Rescue and Fire Fighting(ARFF) fire department capabilities.

During the development of 1710, theTechnical Committee merged thestandards addressing ARFF activitiesdeveloped by the NFPA, the FAA andthe U.S. Department of Defense, sofor the first time the deployment andstaffing of ARFF capabilities wouldbe addressed. During the publicreview, the NFPA committeeresponsible for developing NFPA403, Standard for Aircraft Rescueand Firefighting Services at Airports,claimed jurisdiction over thedeployment and staffing of ARFFservices. This claim occurred eventhough the NFPA 1710 TechnicalCommittee and others in the fireservice, including the IAFF, theInternational Association of FireChiefs, and the NFPA, recognizedthat NFPA 403 was deficient in these areas.

Marine Operations

The standard recognizes marine firefighting as a specialized firesuppression support function, withthe initial response to an incidentinvolving a vessel in port providedby land-based fire suppressionforces as well as shipboard crewsand sea-based response providedinitially by the shipboard crew. Land-based forces’ staffing anddeployment criteria are recognizedby the standard and require thejurisdiction that responds to suchemergencies to address the resourceallocation to such events; the U.S.Coast Guard or Canadian Guard orother legal authority regulates sea-based crew staffing and deploymentcapability with jurisdiction overnavigable waterways.

Liability Associated with Failing

To Meet a Standard

Many NFPA standards have beenenacted into law at the federal, state,provincial and local levels. Somehave argued that, becausejurisdictions having authority are notrequired to automatically enact aparticular NFPA standard, violationof an NFPA standard does notautomatically give rise to a finding ofliability against a jurisdiction thathas not adopted the standard.Having said that, however, werecognize that courts frequently relyupon NFPA standards to determinethe “industry standard” for fireprotection and safety measures.Judicial reliance on NFPA doctrinesis most frequently found in commonlaw negligence claims. To prevail ina common law negligence claim, theplaintiff must show that thedefendant owed a duty of care to theplaintiff, that the defendant breachedthis duty of care and that this breachwas the cause of the plaintiff’s injury.

The NFPA 1710 standard could befound highly relevant to the questionof whether a jurisdiction hasnegligently failed to provide adequatefire or emergency medical protectionto an individual harmed in a fire ormedical emergency. To prevail insuch a claim, the individual wouldhave to show that the jurisdictionfailed to provide the level of servicerequired by the standard, and thatthis failure was a cause of his or her injury.

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UNDERSTANDING THE PROCESS: FROMORGANIZATIONAL STATEMENTS TO REPORTS

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In this section we begin presenting information that is more detailed andthat will require you to complete specific tasks before and after your localgovernment commits to implement 1710. We present the information firstin an overview, then with additional details to explain the tasks involved.

OverviewTo determine how your existing services compare with those required by1710, you must first review your mission (what the jurisdiction’s leadersand citizens have been told that the fire department will provide). Manyemergency response organizations in the United States and Canadaassume responsibility to provide services without ensuring that they havethe resources required. NFPA 1710 requires the authority havingjurisdiction to specifically enumerate the level of service, the number ofpersonnel required to provide that service and the duties they areexpected to perform to be successful.

Developing the Organizational Statement

Standard 1710 sets forth the minimum information required concerningwhat the organization does, how it is structured and what staffing isrequired to achieve its objectives. Previously such information may havebeen condensed into a Mission or Vision Statement. For departmentsimplementing 1710, the information goes into a new, and more detailed,Organizational Statement. The organizational statement describes theservices the department provides, denotes the structure and resourcesnecessary to complete service objectives, and creates the template forevaluation.

Collecting Data

Writing an organizational statement will reveal the type of data you needto collect in order to evaluate the department for compliance with 1710performance objectives. For a valid comparison of existing and neededresources, you’ll need to collect data, and then compare the dataconcerning your performance with the objectives in 1710. Suchperformance measures are essential to the credibility of any evaluationactivity for emergency response organizations.

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Measuring Performance

Performance measurement, then, is an evaluation andplanning tool leading to improvement and quality. Itallows the organization to reinforce and improve what isworking and repair or replace what is not. Performancemeasures quantify in a logical manner the performanceof the organization according to the objectives in thestandard (e.g., initial response in less than 4 minutes 90%of the time).

Data analysis in performance measurement is theprocess of converting raw data into information andknowledge. This process makes it easier to compare thedepartment’s actual performance with the objectives inthe standard. Once we compare the objectives with theactual performance, we consider the differences anddetermine the predictable consequences of thedifferences and steps necessary to achieve compliance.

Evaluating and Submitting Reports

The results of the analysis of your department’sperformance are then evaluated and reported as requiredby 1710. According to the standard, a department mustperform an annual evaluation of service, based on actualresponse data. Using this data, the department preparesa quadrennial report (every four years) to the authorityhaving jurisdiction regarding department operations,noting compliance or noncompliance with the standard.

Managing the System

With a general understanding of how to comply with1710, the next step is to identify a process for using thedata collected to ensure operational performance in allcomponents of the system. The task of ensuring qualityoperations is easier when you follow this three-phaseprocess for building, enhancing and protecting systemquality:

• Phase 1. Evaluation and Analysis

• Phase 2. Strategic Planning and Proposing

• Phase 3. Implementation

The Evaluation and Analysis phase, as well as theStrategic Planning and Proposing phase are repeatedannually, using data continually collected, withnecessary system changes proposed and implemented asneeded. Figure 2-1 illustrates the three phases.

Task: Developing an OrganizationalStatementAn Organizational Statement differs from a Mission orVision Statement in several ways. To better understandthe differences between the two, let’s first define theterms used when discussing an OrganizationalStatement:

• Compliance with the Standard—The department hasestablished an organizational statement, collects dataon an annual basis, evaluates the departmentsoperational performance based on the data and in lightof the performance requirements in the 1710 standard,and reports on a quadrennial basis whether thedepartment meets the performance objectives in thestandard. If deficiencies exist, the department reportsthe potential consequences and provides a plan forchanges to move toward a goal of meeting theperformance objectives in the future.

• Meeting the Standard Objectives—The departmentachieves the individual performance objectivesregarding staffing, and response times contained in thestandard in line with the department’s responsibilitiesas specified in the organizational statement.

• Performance Evaluation—The departmentsystematically assesses resources used in achievingpredetermined goals, in keeping with service levelprovision described in the organizational statement.

• Measurement—The act of quantifying departmentperformance according to established performanceobjectives in the standard.

FIGURE 2-1. SYSTEM SAFEGUARD CYCLE

Gather Data

Evaluate

Analyze

Plan

Propose

ImplementSystem

SafeguardCycle

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• Report—The act of giving anaccount to others every four yearsregarding the department’sperformance according to theperformance objectivesestablished in the standard.

Traditional Mission Statements

To illustrate why mission statementsare inadequate for departmentsimplementing 1710, consider thesetwo sample missions statements.These simple yet global statementswould be inadequate if used asorganizational statements requiredby Standard 1710.

Mission Statement 1

We the __________Fire Departmentare an organization of dedicatedprofessionals who are committed toserving the community by protectinglife, property, and the environmentthrough prevention, education,emergency medical, and fire service.

We will provide fire protection andemergency service throughout thecity of __________ by adequatelystaffing and training and equippingfire fighters at specific locations within the city.

Mission Statement 2

The mission of the __________Division of Fire is to serve ourcommunity by

• Preventing emergencies througheducation and inspection

• Minimizing injury, death andproperty destruction due to fire,natural disaster and otheremergencies

• Minimizing injury, death andsuffering by providing timely andeffective emergency medicalservices

• This mission is accomplishedthrough the efforts of dedicatedprofessional fire fighters.

Organizational Statement

Objectives

When complying with 1710, thedepartment must develop a new typeof statement detailing the servicesprovided and addressing resourcesallocated—both capital (such asbuildings, apparatus and equipment)and personnel—to provide theservices it outlines.

The organizational statement isintended to accomplish the followingobjectives:

• Describe information about whatservices the department provides

• Denote structure and resourcesnecessary to complete serviceobjectives

• Create the template for evaluation

After establishing its organizationalstatement, each department mustconsider how it meets the servicedelivery objectives the standardrequires in relation to theorganizational statement of servicesto be provided. Service deliveryobjectives in the standard arespecific requirements for these fourcomponents of fire fighting andemergency services:

• Staffing

• Deployment

• Time indicators

• Support systems

See Section 5 for an example of anorganizational statement.

Task: Collecting DataWriting an organizational statementwill reveal the type of data you needto identify the resources required forcompliance.

Methods of data collection inemergency response systems are asunique as the systems themselves.Most fire departments collect dataregarding the number and type ofemergency responses as well asresponse times. Some collect moreperformance-based information suchas dispatch time, time todefibrillation for cardiac calls andemployee injury. In many systems,however, performance relevant dataare either not collected at all or arepoor. Though attempts have beenmade at both state and federallevels, standardized data collectingand reporting in emergency responsesystems have failed to occur.

Examples of organizations that havecreated lists of suggested dataelements appear later in this section.Table 2-1 lists essential dataelements a fire department mustcollect in order to measure andreport on performance objectivescontained in NFPA 1710. See the CDthat accompanies this guide for acopy of the dataset form.

1. ALARM TIME The exact time of day (hour and minute)when the alarm was received by thedispatch facility. The 24-hour clock is usedhere (0001-2400). This is not an elapsedtime.

2. DISPATCH TIME Enter the time (24-hour format) companieswere notified of the alarm.

3. TIME EN ROUTE Enter the time (24-hour format) the firstcompany departed the station or otherpoint of origin.

4. TIME ON-SCENE Enter the time (24-hour format) the firstcompany arrived on the scene.

5. TIME IN-SERVICE Enter the time (24-hour format) the lastcompany returned to service for thisincident. If one company is left behind for“fire watch” for a considerable amount oftime beyond the “in-service” time of othercompanies, record the activities of thiscompany separately in the remarkssection. The 24-hour clock is also usedhere. This is not elapsed time.

6. MUTUAL AID Was mutual aid utilized for this incident?Mutual aid is the reciprocal assistance byemergency services under a prearrangedplan.

7. AUTOMATIC AID Was automatic aid utilized for thisincident? Automatic aid is a plandeveloped between two or more firedepartments for immediate joint responseon first alarms.

8. FIXED PROPERTY USE Enter the use of the fixed property wherethe incident occurred.a. Residentialb. Educationalc. Commercial

For additional examples see the “NFIRS5.0 Reference Guide,” which issupplemented by the “NFIRS CodingQuestions, Version 5.0.”

9. IGNITION FACTOR The condition or situation that allowed theheat source and combustible material tocombine to start a fire. For example, theignition factor can be a deliberate act, amechanical failure, or an act of nature.

10. NATURE OF CALL A statement of the observed condition(s)when the first emergency unit arrived onscene. An investigation may reveal thatthe situation at the scene changed fromthe time the alarm was given to the timethe first emergency unit arrived on scene.a. Fireb. Emergency medicalc. Rescued. HazMate. Other

11. TYPE OF ACTION TAKEN Record the duties performed at theemergency scene by the responding firedepartment personnel to handle theincident.a. Fire Extinguishmentb. Medical Aid/Patient transportc. Rescued. Remove Hazarde. Investigationf. Standby/No serviceg. Other

12. CORRECT STREET ADDRESS

The exact location of the incident, whichmay be a street address or directionsfrom a recognized landmark, or anintersection of two roadways. Do notenter the dispatched address unless thealarm was unfounded and no locationcould be confirmed.

13. ZIP CODE OR POSTAL CODE

Enter the assigned numerical codeassigned by the U.S. Postal Service to alljurisdictions within the United States, or inCanada, the Postal Code assigned byCanada Post. If a patient transport, enterzip code corresponding to the patientpick-up point.

14. CENSUS TRACT Enter the six-digit number assigned by theU.S. Census Bureau in which the incidentoccurred. This number identifies an areaof land within the United States.

15. COUNTY Enter the county the incident occurred in.If a patient transport, enter the countycorresponding to the patient pick-uppoint.

16. DISPATCH ADDRESS Is the address correct? Did thedispatched address differ from the actuallocation of the incident?

TABLE 2-1. SAMPLE FIRE DEPARTMENT DATA COLLECTION FORM COMPLETION KEY

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17. METHOD OF ALARM Enter the method by which the firedepartment or alarm center first becameaware of the incident.a. Telephoneb. Automatic alarmc. Radiod. Other

18. NUMBER OF ALARMS DISPATCHED

Enter the number of alarm assignmentsdispatched to the incident. (e.g., 1 alarm EMSresponse, 5 alarm fire) The definition of alarmis determined at the local level.

19. COMPLEX TYPE Enter the type of structure/complex wherethe incident occurred.a. Single family dwellingb. Multi-family dwellingc. Apartment complex (less than 3 stories)d. Hi-rise apartment complex

(more than 3 stories)e. Industrial complexf. Other

20. MOBILE PROPERTY TYPE Enter the mobile property type involved in theincident, if applicable.a. Passenger vehicleb. Truckc. Traind. Aircrafte. Other

21. NUMBER OF FIRE SERVICE INJURIES

Enter the total number of fire departmentpersonnel injured as a result of this incident.

22. NUMBER OF CIVILIAN INJURIES

Enter the total number of civilians injured as aresult of this incident.

23. NUMBER OF FIRE SERVICE FATALITIES

Enter the total number of fire departmentfatalities related to this incident.

24. NUMBER OF CIVILIAN FATALITIES

Enter the total number of civilian fatalitiesrelated to this incident.

25. AREA OF FIRE ORIGIN If determined, and applicable, enter the areaof fire origin by general location and floornumber. (e.g., Int. 1st floor, corner sides 1 and2)

26. VEHICLE OR EQUIPMENT INVOLVED

Enter the type of vehicle or equipmentprincipally involved in the incident. (e.g.,passenger car, tractor, boat, printing press)

27. FORM OF HEAT OF IGNITION

Indicate conduction, convection, radiation, orother.

28. METHOD OF EXTINGUISHMENT

Indicate water, chemical, product removal, orother means.

29. NUMBER OF STRUCTURE STORIES

Enter the number of fixed property use storiesfor the property principally involved in theincident.

30. CONSTRUCTION TYPE Enter the fixed property use constructiontype. (e.g., wood-frame, fire-resistive)

31. EXT. OF FLAME DAMAGE None, Minimal, Some, Significant, Extreme

32. EXT. OF SMOKE DAMAGE None, Minimal, Some, Significant, Extreme

33. SMOKE DETECTOR PERFORMANCE

Enter the performance of the smokedetector(s) principally involved in theincident.a. Activatedb. Failedc. Other

34. SPRINKLER PERFORMANCE

Enter the performance of the sprinkler systemprincipally involved in the incident.a. Activatedb. Failedc. Other

35. ESTIMATED DOLLAR LOSS Enter the approximate whole dollar amount ofloss related to the incident.

36. NUMBER OF FIRST ALARM ENG.

Enter the number of Engines (Pumpers)initially dispatched for the incident. IncludeQuints as Engines if dispatched as first dueEngine.

37. NUMBER OF FIRST ALARM LAD.

Enter the number of Ladder (Truck) apparatusinitially dispatched for the incident. IncludeQuints as Ladders if dispatched as the firstdue Ladder.

38. NUMBER OF FIRST ALARM RES.

Enter the number of Rescue (Squad)apparatus initially dispatched for the incident.Include patient transport apparatusresponding with cross-trained dual-rolepersonnel.

39. NUMBER OF FIRST ALARM B/CS

Enter the number of Battalion Chief(s) or ShiftCommander(s) initially dispatched for theincident.

40. NUMBER OF PERSONNEL RESPONDING ON ENGINES

Enter the number of personnel that arrived onEngines.

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41. NUMBER OF PERSONNEL RESPONDING ON LADDERS

Enter the number of personnel that arrivedon Ladders.

42. NUMBER OF PERSONNEL RESPONDING ON OTHER APPARATUS

Enter the number of personnel that arrivedon apparatus other than Engines andLadders.

43. FIRST ARRIVING ENG. TIME

Enter the time the first Engine (Pumper)arrived on scene. Include Quints asEngines if dispatched as first due Engine.

44. FIRST ARRIVING LAD. TIME

Enter the time the first Ladder (Truck)arrived on the scene. Include Quints asLadders if dispatched as the first dueLadder.

45. COMPLETE FULL-ALARM ARRIVE TIME

Enter the time when all required full-alarmresources arrived on the scene.

46. FIRE CONTAINED TIME Enter the time the fire was contained,“loss stop.”

47. FIRE UNDER CONTROL TIME

Enter the time the fire was declared undercontrol.

48. DISPATCHED AS Was the EMS incident dispatched as BLSor ALS? If non-EMS incident leave blank.

49. EMS REQUIREMENT Did the EMS incident require BLS or ALScare to be rendered?

50. EMS UNITS RESPONDING List all units responding to the incident.(e.g., E1, E2, L1, R1, B/C1)

51. FIRE REPORT DATE Enter the date the incident report wascompleted.

52. MVA TYPE Enter the type of motorized vehicleinvolved.a. Passenger carb. Truckc. Other

53. INJURY TYPE List all conditions that apply to the patientas a result of the incident.a. Pain (no trauma) b. Bluntc. Disfigured/Fractured. Gunshote. Laceration/Abrasionf. Puncture/Stabg. Soft Tissue Swellingh. Burn

54. CAUSE OF INJURY This is otherwise known as “mechanismof injury.”

55. HYDRAULIC TOOL USED? Check yes or no.

56. HYDRAULIC TOOL ARRIVAL TIME

Time from alarm time to arrival ofemergency vehicle with hydraulic toolcapabilities.

57. TIME EN-ROUTE TO TRANSPORT DESTINATION

Time from departing incident scene toarrival at the appropriate medical facility.

58. TIME ARRIVED AT TRANSPORT DESTINATION

Time patient transporting unit arrived atappropriate medical facility.

59. FIRST RESPONDER (FR) COMPANY

Indicate the name of the department orcompany responding.

60. FR ARRIVAL TIME Time First Responder(s) arrive on scene.

61. NUMBER OF FR EMT-B Number of personnel on scene trained toEMT-Basic level.

62. NUMBER OF FR EMT-I Number of personnel on scene trained toEMT-Intermediate level.

63. NUMBER OF FR EMT-P Number of personnel on scene trained toEMT-Paramedic level.

64. TRANSPORT COMPANY Indicate the name of the department orcompany providing transport services.

65. TRANSPORT ARRIVAL TIME Indicate the time (24-hour format) when

the transport unit arrives at theappropriate medical facility.

66. NUMBER OF TRANSPORT EMT-B

Number of personnel on transport unittrained to the EMT-Basic level.

67. NUMBER OF TRANSPORTEMT-I

Number of personnel on transport unittrained to the EMT-Intermediate level.

68. NUMBER OF TRANSPORT EMT-P

Number of personnel on transport unittrained to the EMT-Paramedic level.

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a. Biteb. Chemical

Exposurec. Drowningd. Drug ingestione. Electrocutionf. Excessive Coldg. Excessive Heath. Falli. Fire/Flamesj. Firearmk. Machineryl. Motor Vehicle

m. Pedestriann. Physical Assaulto. Poison, not drugsp. Radiationq. Sexual Assaultr. Smoke Inhalations. Stabbingt. Sting

(Plant/Animal)u. Waterv. Unknownw. Other

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Task: MeasuringPerformanceMeeting Service Delivery

Objectives

The organizational statementaddresses each component andperformance objective. Here you willfind just a preview of theinformation involved. Section 3offers detailed information on these issues.

Standard 1710 indicates theresources necessary to meet theperformance objectives. The goal isto fulfill the department’scommitment to the community. Thatmay include goals such as providingefficient and effective emergencyresponse, controlling fires beforethey become too large, rescuingtrapped persons and facilitatingtimely intervention to the ill andinjured.

To achieve these goals requires aquick initial response, backed bymultiple units with necessaryresources. Standard 1710 defines theresources in terms of measurableindicators, identified for eachcomponent of fire fighting andemergency service offered.

Measurable Indicators

• Staffing

➤ Four fire fighters per enginecompany

➤ Four fire fighters per truckcompany

➤ Quints staffed as an engineor truck

➤ Chief officer aides➤ All units staffed with

personnel trained to firstresponder/AED level

➤ BLS transport unit staffedand trained at the levelrequired by thestate/provincial licensingagency

➤ ALS transport unit staffedand trained at the levelrequired by thestate/provincial licensingagency

• Deployment (Fire)

➤ Turnout of personnel forresponse within one minute(60 seconds)

➤ Arrival of engine companyin four minutes (240seconds) and/or the fullinitial alarm assignmentwithin eight minutes (480seconds)

➤ Initial full alarm assignmentmeeting eight-minute (480-second) response timeobjective on 90% of allemergency incidents

➤ Initial arriving companycapability to implement anInitial Rapid InterventionCrew (IRIC)

• Deployment (EMS)

➤ Turnout of personnel forresponse within one minute(60 seconds)

➤ First responder/AED level,within four-minute (240-second) response on 90% ofall emergency medicalincidents

➤ ALS response within eightminutes (480 seconds) on90% of all ALS calls

➤ ALS response, two membersat EMT-P level and twomembers at EMT-B levelarriving on scene within theestablished response time

• Time Indicators

➤ Call receipt and processingtime

➤ Turnout time➤ Response time

• Support systems

Support Systems

A support system is a functionallyrelated group of programs within theoverall emergency response system.The programs are interrelated toachieve key results. Standard 1710addresses five support systems andtheir performance objectives in anoverall emergency response system:

• Safety and health

• Communications

• Incident management

• Pre-incident planning

• Training

Taken together, these five systemsensure that emergency respondershave the essential tools, information,standard operating procedures andsafeguards to operate effectively andefficiently.

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Safety and Health

Each organization must have an occupational safety andhealth program meeting the requirements of NFPA 1500,Standard on Fire Department Occupational Safety and

Health Program.

Communications

Each organization must have a communications programcharacterized by

• Reliability

• Promptness

• Standard operating procedures, terminology andprotocols

Departments must also comply with the requirements inNFPA 1221, Standard for the Installation, Maintenance

and Use of Emergency Services Communications

Systems.

Incident Management

Each organization must have in place an incidentmanagement system designed to handle expectedincidents. That system must be in accordance with NFPA1561, Standard on Emergency Services Incident

Management System.

Pre-Incident Planning

Safe and effective operations are grounded in identifyingkey and high hazard targets. The standard requires thatdepartments develop operational requirements to gatherinformation regarding these locations.

Training

Each organization must ensure its members are trainedto execute all responsibilities consistent with itsorganizational statement. This training must beaccomplished using a programmatic approach thatincludes a policy.

Task: Evaluating and Submitting ReportsThe purpose of department evaluation and reporting isto measure and document compliance with the NFPA1710 standard. According to the standard, a departmentmust perform an annual evaluation of service, based onactual response data. Using this data, the departmentmust prepare and submit a written report every fouryears to the authority having jurisdiction regardingdepartment operations. The report must notecompliance or noncompliance with the standard. If adepartment is noncompliant with the standard or fails tomeet its performance objectives, this report mustexplain the deficiencies and their potentialconsequences, and offer suggestions on how it plans tobecome compliant.

See Section 5 for an example of a quadrennial report.

Task: Managing the SystemThe three-phase process for using the data collectedensures operational performance in all components ofthe system:




The phases help answer these questions:

• Where are we now?

• Where should we be?

• How do we get there?

• How do we ensure we remain where we should be?

Phase 1. Evaluation and Analysis

In this phase you determine the value of the system.Begin by asking general questions about the system’svalue, including perceptions of the system by the publicserved:

• Does the overall system appear to provide the servicesas described in the organizational statement?

• How many calls, or responses, does the systemhandle?

• What types of responses are they—fire, hazardousmaterials, EMS or some other type?

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• How many of these calls requirespecial operations?

• How do citizens perceive thesystem? Are there frequentcomplaints or compliments bycitizens or media?

Next, consider the system’s currentand future capabilities:

• Can we respond to unanticipateddemand?

• Do we meet response timecriteria?

• Do we have the proper number ofappropriately trained personnel tomitigate and control theemergency?

• Can we increase the number ofpositive outcomes for fire fightersand citizens?

• Do we collect data and reportcompliance with industrystandards?

• Do we meet performanceobjectives?

Next you divide the system into itsindividual parts for study. In everyemergency response system thereare various components, some ofwhich are critical to the system’ssuccess. You examine three criticalcomponents throughout the nextphase, in light of the department’sorganizational statement andindustry standards:

• Staffing

• Deployment

• Time

Staffing

The staffing component is defined asboth the number of trainedpersonnel and their level of training.For a system to be effective andefficient, a sufficient number ofappropriately trained individualsmust respond to calls for assistance.Standard 1710 stipulates the requirednumber of trained personnel andtheir level of training—for both fireand EMS response—based onscientific data and expert consensus.

Deployment

The deployment component involvesthe sufficient response of staffedresources—vehicles and equipment.Standard 1710 details the industrystandard for adequate deployment.

Time

Standard 1710 defines time segmentsand sets goals for each. There arethree time components defined inStandard 1710 relating to emergencyresponse system performance:

• Call Receipt and ProcessingTime—The interval betweenreceipt of the emergency alarm atthe public safety answering point,and the moment when thedispatcher knows sufficientinformation and applicable unitsare notified of the emergency,defined in NFPA 1221. NFPA 1221specifies that 95% of alarms shallbe answered within 30 seconds,and in no case shall the initial calltaker’s response to an alarmexceed 60 seconds. It goes on tosay that the dispatch of theemergency response agency shallbe made within 60 seconds of thecompleted receipt of anemergency alarm.

• Turnout Time—The intervalbetween acknowledgement ofnotification of the emergency bythe responding unit personnel, andthe beginning point of responsetime.

• Response Time—The time thatbegins when responding units areen route to the emergency incident(wheels rolling), and ends whenresponding units arrive on scene(wheels stopped at the address).

Previously these three timecomponents were collectivelyknown as “response time.” Eachmust be measured and documentedby a department in the quadrennialreport. (Section 5 explains thereporting process.)

Phase 2. Strategic Planning and

Proposing

After evaluating the overall system,assessing each vital component andrevealing any deficiencies, the nextstep is to move the system towardStandard 1710’s performanceobjectives through strategicplanning. This phase involvesidentifying necessary systemcomponent improvements,calculating their costs anddetermining the time required forimplementation.

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Planning for the critical components (staffing,deployment and time) involves reviewing what wasdiscovered in the analysis phase and determining how toimprove conditions. Any improvements are intended tohelp the department meet the performance objectivesset forth in the industry standard for those services thedepartment has said it will offer according to itsorganizational statement.

The next step is proposing the necessary changes. Aproposal details necessary changes in each of the systemcomponents, a timeline for implementation, and a costassessment. (Section 4 explains how to prepare andsubmit a formal proposal.)

Phase 3. Implementation

This phase can be a multi-year process. Implementationdepends on getting the community’s agreement forcompliance with Standard 1710. Therefore, determiningthe implementation method is the same as determiningwhich strategy you will pursue.

In Section 3 we examine in more detail the evaluationand analysis phase.

Expanded Information

Organizational Statement Outline

Following is an outline of a typical organizationalstatement, which you can use as a guide to develop yourdepartment’s own statement.

I. Mission Statement

II. Geographical Boundaries

III. Description of Department Structure

a. Station locationsb. Equipment deployed from each stationc. Minimal staffing per company

i. Fire suppressionii. Rescueiii. EMSiv. Other

d. Support systemsi. Health and safetyii. Incident managementiii. Trainingiv. Communicationsv. Pre-planning

IV. Detailed List and Description of Services Provided

a. Fire suppressionb. Rescuec. EMSd. Hazardous materials responsee. Fire preventionf. Arson investigationg. Public educationh. Other

V. Service Delivery Objectives (for those servicesidentified in the Organizational Statement)

a. Service Delivery Objectives (for thoseservices identified in OrganizationalStatement)Fire suppression

b. EMSc. Dispatchd. Hazardous materials response e. Technical rescue (high-rise, water, confined

space)f. Aircraftg. Wildlandh. Special Operationsi. Disaster

Collecting Data

The National Fire Information Registry System

(NFIRS)

NFIRS is a national database housed at the United StatesNational Fire Academy. The Federal Prevention andControl Act of 1974 (PL 93-498) created the database andauthorized the National Fire Data Center in the UnitedStates Fire Administration to gather and analyzeinformation on the magnitude of the nation’s fireproblem, as well as its detailed characteristics andtrends. The current version, NFIRS 5.0, expands thecollection of data beyond fires to include a full range offire department activity on a national scale. NFIRS dataelements may be viewed atwww.nfirs.fema.gov/rules.htm.

Though these data points are most useful in collectingsystem information, low fire department participationrates for data entry stymies any attempt to establishnational baselines or benchmarks based on the data.Consequently, the database contains EMS relatedelements but is limited to surveillance data aboutindividual incidents.

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Data points include the following:

• Identification

• Number of patients

• Date and time of arrival at apatient

• Provider assessment information

• Patient demographics

• Patient state of consciousness

• Injury or illness type

• Treatment procedures used

• Safety equipment used

• Training level of initial provider

• Highest training level of providerson scene

• Final disposition of the patient

• Patient status following EMStreatment

In Canada, the offices of the firemarshal or fire commissionercompile fire data.

National Highway Traffic and

Safety Administration (NHTSA)

In 1993 NHTSA funded an effort tocreate an EMS Uniform Data Set.The purpose of the data setdevelopment was to reach nationalconsensus in the United Statesregarding EMS data elements anddefinitions within the prehospitalenvironment, so data could be linkedand analyzed with other dataelements obtained from dispatchcenters and emergency departments.It was assumed that in the context offully-linked data files an effectiveEMS information managementsystem could be devised. Uniformdata elements may be found atwww.dot.gov/nhtsa.

International City/County

Management Association (ICMA)

ICMA established its Center forPerformance Measurement (CPM) tohelp cities and counties obtainaccurate, fair and comparable dataabout the quality and efficiency ofservice delivery to their citizens. TheCPM began in 1994 as a consortiumof large cities and urban countieshaving a population of at least200,000. The CPM collects, analyzesand interprets data from localgovernments in four major serviceareas:

• Police services

• Fire services

• Neighborhood services

• Support services

Participating governmentsvoluntarily provide informationaccording to the measures. ICMA isstill working to reach agreement ona common set of data elements anddefinitions. Total comparability ofthe data elements remainsunrealized; therefore, the measuresare considered neither valid norreliable. The data are reported by theparticipating organizations becauseof a belief that such information willhelp improve services among likejurisdictions and accountabilitywhen better service deliverypractices are identified.

For FY 1998, 90 jurisdictionssubmitted data for at least one of theservice areas (58 with populationsgreater than 100,000 and 32 less than100,000). Included in the fire servicecomponent are two measuresconsidered to address EMS systems:

1. Percentage of calls with aresponse time under five minutesfrom dispatch to arrival

2. Percentage of cardiac arrestpatients with a pulse delivered toa medical center

These efforts are inadequate forassessing EMS system performancebecause insufficient numbers ofrepresentative communities reportdata, and the measures reported failto adequately describe EMS services.

Local Fire Departments

Various innovative departments havedeveloped customized data sets forcollecting and reporting on theirspecific system. They include thesefour:

• Columbus, Ohio

• Miami Dade, Fla.

• Phoenix, Ariz.

• Fairfax County, Va.

As previously noted, data collectionand reporting in emergency responsesystems have been primarily forsurveillance purposes. The datacollected have little use beyondreporting demographics, number andtypes of calls handled within thesystem and time to mitigate thosecalls. Aside from determining systemresponse time adequacy, the abilityto use available data to gain detailedknowledge about the system islacking in most jurisdictions. Inother systems, an abundance of datais a problem.

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Emergency response agencies requiring numerousanswers on voluminous forms create a severe burden.Once providers tire of this burden, the quality of the datacollected is likely to deteriorate. Collecting the wrongdata may be as problematic as lacking any data at all.Identifying and defining system quality indicators andcollecting the appropriate data to measure systemperformance according to those indicators are essentialto evaluate the system.

Measuring Performance

Performance Measurement Theory

Valid and reliable measures are integral to efforts toimprove performance and encourage comparability toindustry standards. Although considerable advancementshave been made in measuring performance ofemergency response systems, current efforts fall short ofmeeting the goal. Measurement is a critical tool forimproving quality and for supplying information tostakeholders including citizens.

Robert Kaplan of the Harvard Business School states,“Each organization must create and communicateperformance measures that reflect its unique strategy.”(National Performance Review Book, 1997)Organizations use performance measurement systems todetermine whether they are fulfilling their vision andmeeting their strategic goals. The NPR Book, released in1993 by then-President Clinton and then-Vice PresidentGore, provides criteria for developing performancemeasures:

• Ensure a narrow focus. Measure the critical fewindicators.

• Measure the right thing. Identify and understand whatis to be measured.

• Be a means, not an end. Focus on achieving the visionof the organization, using performance measurementas a tool; focus on the goal rather than on themeasurement.

Performance measures are essential to the credibility ofany modern evaluation activity for emergency responseorganizations. Performance measures are quantitativemeasures used to evaluate and improve outcomes and/orthe structure of the organization and its performance offunctions and processes. Performance measuressupplement and guide the standards-setting process byproviding a more targeted basis for data gathering andreporting.

An important aspect of performance measurement is thefact that the measurements can be updated based onchanges in the system; therefore, continually evaluateyour performance measures for relevance to the system.Both measurements and their priorities may change overtime because of adaptive changes in the system as itresponds to needs of the community served. Success ofperformance measurement seems to be related to asystem of accountability, and can be correlated to itsimplementation and continuous review.

A key part of performance measurement is performancereporting. Guiding principles for development ofintegrated quality measurement and reporting progressinclude the following:

• Evaluate quality at multiple levels of the system.

• Create synergy of improvement efforts throughout thesystem.

• Capture multiple dimensions of quality:

1. Technical Quality—The degree to whichproviders use judgment, skill and availabletechnology to improve service to citizens.

2. Accessibility—The ease with whichemergency response can be achieved in theface of financial, geographical, organizational,cultural and emotional barriers.

3. Acceptability—The degree to whichemergency response satisfies citizens. Thesedimensions might be modified or enhanced toreflect the expected uses of the informationgenerated through quality measurement. Forexample, value might be added as an aspect ofquality relevant to individual citizens orpoliticians to be used in decision making.

• Serve the needs of stakeholders, oversight groups,policymakers, public health representatives andproviders.

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• Address quality of service forvulnerable groups (children andthe elderly).

• Encourage innovation.

• Provide mechanisms for datacollection and reporting.

Existing mechanisms for qualitymeasurement and reporting oftenfail to fully meet the needs of thepotential users of information onquality. To increase the effectivenessand efficiency of measurement,identify core sets of qualitymeasures for each component of theemergency response system forreporting in a standardized way.Design measurement sets to meetthe information need of potentialaudiences and reflect definedobjectives for service delivery.Developing standards for measuringand reporting on a core set ofindicators also allows providers andorganizations to reallocate resourcesas necessary to ensure systemavailability and quality.

Local governments present publicperformance data in various forms,including the annual budget andseparate reports to a mayor or citymanager. Some communities areusing the Internet to make dataavailable to the public. TheGovernment Accounting StandardsBoard (GASB) presents sixcharacteristics of effectiveperformance measurementinformation to be considered inperformance evaluation (2000):

• Develop performance measuresthat are relevant.

• Present data in ways that areunderstandable.

• Present performance measurementdata in a manner that allows forcomparability.

• Present performance measurementdata in a timely manner.

• Provide performancemeasurement data consistentlyfrom period to period.

• Provide performancemeasurement data that arereliable.

Historically, methods of firedepartment evaluation weredeveloped primarily by the insuranceindustry. Today the InsuranceService Office, Inc. (ISO) promotes agrading scale aimed at limitingproperty loss due to fire. Thesegrading scales have been ingrainedinto society and remain a strongpolitical ideal because most electedofficials don’t understand firedepartment operations beyondgetting water to the fire. In Canadathe Insurer’s Advisory Organization,Inc., performs this function.

Many municipalities use the ISOrating system; however, this systemis inadequate for evaluating thecapability of a fire departmentbecause ISO’s focus is reducingproperty loss, rather than improvinglife safety. The ISO rating aloneestablishes unrealistic expectationsabout the overall capability of thelocal fire department. The ISOgrading scales consider the followingcriteria:

• Dispatch capability—Thecapability of the fire department toreceive and process incoming calls

• Resource distribution—Thelocation of stations, apparatus,equipment, and trained personnel

• Water supply—The adequacy ofimmediate water supply

Though these criteria are important,departments must look beyond themand consider the individualcomponents functioning in thesystem. These components (staffing,resource deployment and time) arevital to evaluating the performanceof an emergency response system.NFPA 1710 addresses, in detail, theperformance objectives associatedwith each system component.

Emergency response systemscomprise the personnel, vehicles,equipment and facilities used todeliver assistance to individuals withunanticipated, immediate needs.Emergency calls comprise a series ofactions usually described inchronological order. Key services ofemergency response systems includepublic access through a coordinatedcommunications system, response,on-scene mitigation of theemergency, rescue and/or patientcare, possible patient transport, on-scene overhaul and recovery andtermination of activity. The samesuccession of events must occureach time a caller accesses theemergency response system. Theseevents represent a basic frameworkof processes including call intake,dispatch, turnout, response, on-scene assessment and incidentmitigation. These processes aredelivered from a structureestablished in each local system.Emergency response systemstructures vary by local jurisdiction,with no two structured exactly thesame.

System evaluation usingperformance measurement isessential to assessing overall qualityand effectiveness of an emergencyresponse system. Evaluation mayalso assist in developing andimplementing strategies for

continuous system improvement. Attempts to evaluateemergency response systems have traditionally beenconducted using structural, process and outcome measuresrelated to property loss for fire suppression activity andpatient care for EMS.

For the purpose of developing system performancemeasures, structure is defined as the interrelatedcomponents forming an emergency response system.Process is defined as the repeatable sequence of actionsused throughout interrelated components of a system toproduce something of value (namely, to lower economicimpact of a fire or facilitate good patient outcome). Finally,the definition of outcome includes measures of the degreeof intended system performance. Outcome measuresinclude a measure of citizen satisfaction, and answer thequestion, “Did the components of the system function in anintegrated manner so as to achieve the intended outcome?”

Some research has documented indicators of effectivenessand quality, though not referred to as such. For example,research has shown that a system using rapidly respondingfire fighters with defibrillators as first responders(structure), with paramedic treatment beginning withineight minutes of an alarm (process) results in positiveoutcomes from sudden cardiac arrest (outcome).

Some terms must be defined and understood in thedevelopment of emergency response system performancemeasures. Two critical terms are performance indicatorsand performance measurement.

A performance indicator is a criterion related to the qualityof the program or service that can be measured. Indicators,once identified, must be defined for consistency in use. Aperformance measure is a baseline, standard, norm orcriterion against which one can assess performance in aprogram or service according to the indicators identified. Aperformance indicator answers the question, “How are wedoing?” for a specific issue. Examples include responsetime or EMS defibrillation time. Performance indicators areanalogous to a light on your car’s dashboard. These lightsmay indicate that everything is okay with your car, or theymay indicate trouble.

Performance measurement, then, is an evaluation andplanning tool leading to improvement and quality. It allowsthe organization to reinforce and improve what is workingand repair or replace what is not. Performancemeasurement is a tool that lets the organization trackprogress and direction toward strategic goals andobjectives. Performance measurement is the process of

measuring accomplishments, as well as measuring in-process parameters. A performance measure is acomparative metric focused on a goal, such as the numberof miles per gallon (MPG) your car gets, which all wouldagree should be as high as possible. The best MPG availableis the benchmark. A critical enabler in achieving desiredperformance goals is the ability to measure performance.

According to The Basics of Performance Measurement(Harbour, 1997), performance measurement has three mainpurposes:

1. It describes the effect of current service deliverypractices.

2. It measures the effect of some modification in theservice delivery process.

3. It compares the adequacy of service being delivered toan industry standard.

To measure performance, use indicators of quality andeffectiveness that have been established for a particularsystem.

Measuring emergency response system performance usingappropriate indicators has several benefits:

• Provide continuous measurement of quality within thesystem

• Identify areas of excellence

• Highlight sentinel events

• Verify effectiveness of a corrective action

• Allow comparison to established standards.

When identifying and defining emergency response systemperformance indicators, follow a multi-phased approach.The indicator must be measurable, so data must becollectable. Evaluate the indicator for relevance to systemdesign, quality and effectiveness. Following theidentification and definition of system relevant indicators,develop measures for those indicators. Harbour (1997)provides a useful acronym for developing performancemeasures: SMART, or specific, measurable, action-oriented,relevant and timely. Table 2-2 lists criteria for Emergencyresponse system performance measures.

In addition to performance measurements and indicators,another term relevant to measuring performance of anemergency response system is benchmarking.Benchmarking was originally a surveying term for a pointof reference. Benchmarking is an improvement process

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used to discover and incorporatebest practices into an operation.Benchmarking is the preferredprocess used to identify andunderstand the elements (indicators)of superior performance in aparticular process. Practices aremethods or techniques used toperform a step in a process. Somepractices are clearly better thanothers, but what makes a givenpractice better depends on thecriteria used to evaluate the practice.For example, some practices arebetter when evaluated for costeffectiveness and others are better

when evaluated for patient outcome.

Best practices are those methods ortechniques that result in increasedsystem quality and performancewhen incorporated into youroperation. Once best practices areknown and benchmarks established,you can measure systemperformance relative to the indicatorbenchmarked.

NFPA 1710 Standard is thebenchmark for emergency responsesystems.

Evaluating and Reporting

Annual Evaluation

Your annual evaluation is based onperformance objectives in thestandard, using actual response data.A typical annual evaluation containsdata compiled into the followingcategories:

I. Organizational Statement

II. Organizational structure chart

III. Major departmentaccomplishments: Summary offacts and statistics

IV. Incident response statistics(overall department)

a. Number of calls by typeb. Call processing time

i. Overall fractile time ii. Average call time

c. Turnout time i. Overall fractile timeii. Average call time

d. Response time for first duecompany/BLS responsei. Overall fractile time ii. Average call time

e. Response time for initial full-alarm assignment/ALSresponsei. Overall fractile timeii. Average call time

f. Minimum daily staffing bycompany

g. Total staffing per calli. Fireii. EMSiii. Special operations/high

hazardh. Estimated economic impact of

fire i. Number of patients treated

(EMS)j. Patient outcome statistics for

EMSk. Outcome and economic

impact for other emergencyincidents

V. Incident response data by station/company

VI. Training reports

VII. Future department goals

TABLE 2-2. CRITERIA FOREMERGENCY RESPONSE SYSTEM PERFORMANCEMEASURES COLLECTIONFORM COMPLETION KEY

Performance Measuresshould be:

1. structure, process, andoutcome oriented

2. relevant to quality andeffectiveness of varioussystem components

3. practical

4. based on scientificevidence when possible

5. subject to ongoing review

6. designed for ease in datacollection

7. continuously evaluated forrelevance

8. accompanied by explicitdefinition for consistencyin use and interpretationand application

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Quadrennial Report

The quadrennial report contains four years of datacompiled into the same categories as the annualevaluation. However, the quadrennial report providesadditional information regarding whether thedepartment complies with 1710’s performanceobjectives. This information must be reported accordingto the three basic operational components found in the1710 standard. Just as described in the department’sorganizational statement, these components includestaffing, deployment and time. You assess eachcomponent, reporting them separately in the quadrennialreport.

After completing the detailed assessment andcomparison, the department must explain anydeficiencies between the operational performance of thedepartment and the performance objectives(benchmarks) found in the standard. Following theexplanation, the department must address potentialconsequences from deficiency and offer improvementplans to bring the department’s operational componentinto compliance with the standard.

See Section 3 for more detailed information on theconsequences of deficiency and plans for compliance.

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With an overview in Section 2 of what’s required for compliance, and thethree-phase process for ensuring system quality, your next step is to beginPhase I, analyzing staffing, deployment and time.

OverviewAs explained in Section 2, to ensure quality operations you can follow thisthree-phase process:




The Evaluation and Analysis phase, reviewed in this section, is an annualprocess that used data continually collected, with necessary systemchanges proposed and implemented as needed.

To evaluate your compliance with the 1710 standard you analyze threeaspects of your operation:

• staffing

• deployment

• time

These annual evaluations are necessary to determine if your operationmeets the performance objectives in 1710.

Task: Analyze StaffingThe standard establishes performance objectives for these components offire fighting and emergency services, including the following:

• On-duty staffing

• Company units and supervision

• Supervisory chief officers

• Operating units, engine companies

• Operating units, ladder companies

• Operating units, other companies

• Operating units, quint companies

• EMS response staffing

• EMS transport staffing

• Airport rescue and fire-fighting services

• Special operations

• Marine rescue and fire-fighting services

• Wildland fire suppression services

ANALYZING STAFFING, DEPLOYMENT AND TIME

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In this section you analyze each of these componentsand the services they represent, in light of 1710:

• Standard—The exact language in the standard

• Intent—A plain English translation of the standard

• Evaluation Method—Tool or method used to evaluatethe department in light of the standard

• Plan for Compliance—The departmental changesneeded to comply

On-Duty Staffing

Standard

Section 5.2.1.1

On-duty fire suppression personnel shall be comprised ofthe numbers necessary for fire-fighting performancerelative to the expected fire-fighting conditions. Thesenumbers shall be determined through task analysis thattake the following factors into consideration:

1. Life hazard to the populace protected

2. Provisions of safe, effective and efficient firesuppression operations for the fire fighters

3. Potential property loss

4. Nature, configuration, hazards and internal protectionof the properties involved

5. Types of fireground tactics and evolutions employedas standard procedure, type of apparatus used andresults expected to be obtained at the fire scene

Section 5.2.1.2

On-duty personnel assigned to fire suppression shall beorganized into company units and shall have appropriateapparatus and equipment assigned to such companies.

Section 5.2.2.1 and Subsections

Fire companies whose primary functions are to pumpand deliver water and perform basic fire fighting at fires,including search and rescue, shall be known as enginecompanies. These companies shall be staffed with aminimum of four on-duty personnel. In jurisdictions withtactical hazards, high hazard occupancies, high incidentfrequencies, geographical restrictions, or other pertinentfactors as identified by the authority having jurisdiction,these companies shall be staffed with a minimum of fiveor six on-duty members.


Fire companies whose primary functions are to performthe variety of services associated with truck work, suchas forcible entry, ventilation, search and rescue, utilitycontrol, illumination, overhaul and salvage work, shallbe known as ladder or truck companies. Thesecompanies shall be staffed with a minimum of four on-duty personnel. In jurisdictions with tactical hazards,high hazard occupancies, high incident frequencies,geographical restrictions, or other pertinent factors asidentified by the authority having jurisdiction, thesecompanies shall be staffed with a minimum of five or sixon-duty personnel.


Other types of companies equipped with specializedapparatus and equipment shall be provided to assistengine and ladder companies where deemed necessaryas part of established practice. These companies shall bestaffed with a minimum number of on-duty personnel asrequired by the tactical hazards, high hazardoccupancies, high incident frequencies, geographicalrestrictions, or other pertinent factors as identified bythe authority having jurisdiction.

Section 5.2.2.4

Fire companies that deploy with quint apparatus,designed to operate as either an engine company or aladder company, shall be staffed as specified in (NFPA1710) 5.2.2. If the company is expected to performmultiple roles simultaneously, additional staffing, abovethe levels specified in 5.2.2, shall be provided to ensurethat those operations can be performed safely,effectively and efficiently.


On-duty EMS units shall be staffed with the minimumnumbers of personnel necessary for emergency medicalcare relative to the level of EMS provided by the firedepartment. EMS staffing requirements shall be based onthe minimum levels needed to provide patient care andmember safety. Units that provide emergency medicalcare shall be staffed at a minimum with personnel whoare trained to the first responder/AED level. Units thatprovide BLS transport shall be staffed and trained at thelevel prescribed by the state or provincial agencyresponsible for providing emergency medical serviceslicensing. Units that provide ALS transport shall bestaffed and trained at the level prescribed by the state or

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provincial agency responsible forproviding emergency medicalservices licensing.

Section 5.3.3.4.4

Personnel deployed to ALSemergency responses shall include aminimum of two members trained atthe emergency medicaltechnician–paramedic level and twomembers trained at the emergencymedical technician–basic levelarriving on scene within theestablished response time.

Section 5.5.5.1-5.5.5.3

Airport fire department ARFFcompanies shall be staffed asrequired by NFPA 403, Standard forAircraft Rescue and Fire-FightingServices at Airports. Airport firedepartment companies that deployto structural incidents on airportproperty shall meet the staffingrequirements of (NFPA 1710) 5.2.1.Airport fire department companiesthat deploy to emergency medicalincidents on airport property shallmeet the staffing requirements of(NFPA 1710) 5.3.3.3.

Section 5.6.4

On-duty marine personnel shall becomprised of the numbers necessaryfor safe and effective fire-fightingperformance relative to the expectedMRFF (Marine Rescue and FireFighting) conditions. These numbersshall be determined through taskanalysis as required for types ofmarine vessels and throughadditional task analysis that take thefollowing factors into consideration:

1. Life hazard to the populaceprotected

2. Provisions of safe and effectivefire-fighting performanceconditions for the fire fighters


4. Nature, configuration, hazards andinternal protection of theproperties involved

5. Types of tactics and evolutionsemployed as standard procedure,type of marine vessel used andresults expected to be obtained atthe fire scene

6. Requirements of the regulatoryauthorities having jurisdictionover navigable waters, ports andharbors

On-duty personnel assigned tomarine fire fighting shall beorganized into company units andshall have appropriate vessels andequipment assigned to suchcompanies. Each marine companyshall be led by an officer who shallbe considered a part of the company.

Section 5.7.4 and Subsections

On-duty wildland fire-fightingpersonnel shall be comprised of thenumbers necessary for safe andeffective fire-fighting performancerelative to the expected wildlandfire-fighting conditions. Thesenumbers shall be determinedthrough task analyses that take thefollowing factors into consideration:

1. Life hazard to the populaceprotected

2. Provisions of safe and effectivefire-fighting performanceconditions for the fire fighters

3. The number of trained responsepersonnel available to thedepartment including mutual aidresources


5. Nature, configuration, hazards andinternal protection of theproperties involved

6. Types of wildland tactics andevolutions employed as standardprocedure, type of apparatus usedand results expected to beobtained at the fire scene

7. Topography, vegetation and terrainin the response area(s)

On-duty personnel assigned towildland operations shall beorganized into company units andshall have appropriate apparatus andequipment assigned to suchcompanies. The fire department shallidentify minimum company staffinglevels as necessary to meet thedeployment criteria to ensure that asufficient number of members areassigned, on duty, and available tosafely and effectively respond witheach company. Each company shallbe led by an officer who shall beconsidered a part of the company.Supervisory chief officers shall bedispatched or notified to respond toall full-alarm assignments. Thesupervisory chief officer shall ensurethat the incident managementsystem is established as required in(NFPA 1710) Section 6.2.

Intent

Ensure sufficient fire personnel areon-duty to efficiently and safelycomplete all on-scene taskevolutions.

Evaluation Method

Examine daily staffing levels in lightof the department’s organizationalstatement. For example, if it is themission of a department to providefire suppression, then staffing mustbe set at a minimum to complete allon-scene tasks.

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Plan for Compliance

Develop a plan to achieve and maintain on-duty staffingat sufficient levels by accomplishing the following:

• Detail capital equipment and personnel additionsnecessary to meet 1710 performance objectives

• Determine costs for necessary resource additions,both capital equipment and personnel

• Consider timeframe for implementing necessarychanges

• Consider standard operating procedure (SOP) changesfor staffing and deployment

• Consider personnel training implications

Staffing: Company Units and Supervision

Standard

Section 5.2.1.2

On-duty personnel assigned to fire suppression shall beorganized into company units and shall have appropriateapparatus and equipment assigned to such companies.

Section 5.2.1.2.1

The fire department shall identify minimum companystaffing levels as necessary to meet the deploymentcriteria required in 5.2.3 to ensure that a sufficientnumber of members are assigned, on-duty, and availableto safely and effectively respond with each company.

Section 5.2.1.2.2

Each company shall be led by an officer who shall beconsidered part of the company.

Intent

On-duty personnel must be organized into companyunits assigned to apparatus with a specific function. Forexample, truck companies typically provide buildingaccess, victim search and rescue, ventilation of firegases/smoke and perform overhaul and salvage work.Engine companies typically provide fire suppressionefforts to control fire extension, protect routes of egressfor trapped victims and ultimately extinguish the fire asclose to its origin as possible in addition to conductingsearch and rescue work.

Evaluation Method

Assess for:

1. Presence of company members assigned to equippedresponse apparatus

2. Staffing levels that meet company and initial responserequirements outlined in 5.2.3

3. Presence of company officer for each company

Plan for Compliance

Develop a plan to achieve and maintain on-duty staffingat sufficient levels, and ensure company officers are inplace on each incident by considering the following:


• Determine costs for necessary resource additions,both capital equipment and personnel


• Consider SOP changes for staffing and deployment


Staffing: Supervisory Chief Officers

Standard

Section 5.2.1.2.3

Supervisory chief officers shall be dispatched or notifiedto respond to all full-alarm assignments.

Section 5.2.1.2.4

The supervisory chief officer shall ensure that theincident management system is established as requiredin Section 6.2.

Section 5.2.1.2.5

Supervisory chief officers shall have staff aides deployedto them for purposes of incident management andaccountability at emergency incidents.

Intent

Ensure that an incident management system isimplemented and managed appropriately. Ensure thesupervisory chief officer has an aide available to assistwith effective on-scene management of an incident.

Evaluation Method

Assess dispatch protocols, SOPs andresponse logs. A supervisory chiefofficer must respond to all initialfull-alarm incidents and must have atleast one aide deployed.

Plan for Compliance

Develop SOPs requiring dispatch ofa supervisory chief officer andchief’s aide on all initial full-alarmassignments.

Staffing: Engine Companies

Standard


Fire companies whose primaryfunctions are to pump and deliverwater and perform basic fire fightingat fires, including search and rescue,shall be known as engine companies.These companies shall be staffedwith a minimum of four on-dutypersonnel. In jurisdictions withtactical hazards, high hazardoccupancies, high incidentfrequencies, geographicalrestrictions, or other pertinentfactors as identified by the authorityhaving jurisdiction, these companiesshall be staffed with a minimum offive or six on-duty members.

Intent

Ensure engine companies are staffedbased on minimum levels foremergency operations for safety,effectiveness and efficiency. The1710 standard fire companyperformance objective requires aminimum of four on-duty personnel.A company (see Figure 3-1) alwaysconsists of at least one officer andthree fire fighters who respond onone piece of apparatus.

The 1710 Standard providesfor an exception that allowsdepartments to use amultiple apparatusconfiguration to be acompany for emergencyresponse if “multipleapparatus are assignedthat are dispatched andarrive together,continuously operatetogether and are managedby a single companyofficer.”

The intent of thisexception is that multipleapparatus responding toan emergency incidentoriginate from the samelocation and areconsidered to be a singlecompany (staffed asdefined in Section 5.2.2).The staff on the apparatusis expected to operate as teams soas to be safe, effective andfunctional.

Today some departments maydispatch multiple companies fromdifferent locations and considerthem a company. This does not meetthe performance objectives of thestandard. The optimal performanceobjective outlined in the definition ofa company is to staff four personnelon a single apparatus. Thedepartment should develop areasonable plan to achieve thisobjective.

Evaluation Method

Examine daily engine staffing levels.To meet the performance objectivein the standard, engines must bestaffed with a minimum of four on-duty personnel. In areas withassociated high risks to bothpersonnel and citizens, including

tactical hazards, geographicalrestrictions and so forth, enginesmust be staffed with five or sixpersonnel to meet this objective.

Plan for Compliance

Develop a plan to achieve ormaintain engine company staffing ata minimum of four personnelincluding one officer. Evaluate SOPsand response areas for high-riskareas that may require staffing levelsof five or six personnel, includingone officer.

Staffing: Ladder Companies

Standard


Fire companies whose primaryfunctions are to perform the varietyof services associated with truckwork, such as forcible entry,ventilation, search and rescue, aerialoperations for water delivery and

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FIGURE 3-1. COMPANY DEFINITION

Engine

FFFFFF Officer

Company:A group of members,

under the directsupervision of an officer,operating with one pieceof fire apparatus at thescene of an incident.

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rescue, utility control, illumination, overhaul and salvagework, shall be known as ladder or truck companies.These companies shall be staffed with a minimum offour on-duty personnel. In jurisdictions with tacticalhazards, high hazard occupancies, high incidentfrequencies, geographical restrictions, or other pertinentfactors as identified by the authority having jurisdiction,these companies shall be staffed with a minimum of fiveor six on-duty members.

Intent

Ensure ladder companies are staffed based on minimumlevels for emergency operations for safety, effectivenessand efficiency. The 1710 standard ladder companyperformance objective requires a minimum of four on-duty personnel. A company always consists of at leastone officer and three fire fighters who respond on onepiece of apparatus.

The 1710 Standard provides for an exception that allowsdepartments to use a multiple apparatus configuration tobe a company for emergency response if “multipleapparatus are assigned that are dispatched and arrivetogether, continuously operate together and are managedby a single company officer.”

The intent of this exception is that multiple apparatusresponding to an emergency incident originate from thesame location and are considered to be a singlecompany (staffed as defined in Section 5.2.2). The staffon the apparatus is expected to operate as teams so asto be safe, effective and functional.

Today some departments may dispatch multiplecompanies from different locations and consider them acompany. This does not meet the performance objectivesof the standard. The optimal performance objectiveoutlined in the definition of a company is to staff fourpersonnel on a single apparatus. The department shoulddevelop a reasonable plan to achieve this objective.

Evaluation Method

Assess daily ladder company staffing levels:

1. Staff ladder companies with four personnel includingan officer.

2. Evaluate SOPs to determine the ability for laddercompanies to achieve on-scene tasks.

3. In areas with associated high risks to both personneland citizens (such as tactical hazards or geographical

restrictions), staff ladder companies with five or sixpersonnel.

Plan for Compliance

Develop a plan to achieve and maintain ladder companystaffing at a minimum of four personnel, including oneofficer, or in high-risk areas, five or six personnel,including one officer.

Staffing: Other Companies

Standard


Other types of companies equipped with specializedapparatus and equipment shall be provided to assistengine and ladder companies where deemed necessaryas part of established practice. These companies shall bestaffed with a minimum number of on-duty personnel asrequired by the tactical hazards, high hazardoccupancies, high incident frequencies, geographicalrestrictions, or other pertinent factors as identified bythe authority having jurisdiction.

Intent

Ensure companies supporting engine and/or laddercompany operations are staffed based on minimumlevels for emergency operations for safety, effectivenessand efficiency. The 1710 standard fire companyperformance objective requires at least one officer.

The 1710 Standard provides for an exception that allowsdepartments to use a multiple apparatus configuration tobe a company for emergency response if “multipleapparatus are assigned that are dispatched and arrivetogether, continuously operate together and are managedby a single company officer.”

The intent of this exception is that multiple apparatusresponding to an emergency incident originate from thesame location and are considered to be a singlecompany (staffed as defined in Section 5.2.2). The staffon the apparatus is expected to operate as teams so asto be safe, effective and functional.

Today some departments may dispatch multiplecompanies from different locations and consider them acompany. This does not meet the performance objectivesof the standard. The optimal performance objectiveoutlined in the definition of a company is to staff fourpersonnel on a single apparatus. The department shoulddevelop a reasonable plan to achieve this objective.

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Evaluation Method

Assess staffing levels for companiessupporting engine or laddercompany operations. Include anofficer and a minimum of fourpersonnel to safely support engineand ladder operations as describedin Section 5.2.2.3.

Plan for Compliance

Develop a plan to achieve andmaintain all company staffing at aminimum of four personnel,including one officer, or in high-riskareas, five or six personnel,including one officer.

Staffing: Quint Apparatus

Companies

Standard

Section 5.2.2.4

Fire companies that deploy withquint apparatus, designed to operateas either an engine company or aladder company, shall be staffed asspecified in 5.2.2. If the company isexpected to perform multiple rolessimultaneously, additional staffing,above the levels specified in 5.2.2,shall be provided to ensure thatthose operations can be performedsafely, effectively and efficiently.

Intent

Ensure that quint apparatuscompanies are staffed based onminimum levels for emergencyoperations for safety, effectivenessand efficiency, and that they areoperated as either an engine or aladder company. The 1710 standardfire company performance objectiverequires at least one officer.

The 1710 Standard provides for anexception that allows departmentsto use a multiple apparatusconfiguration to be a company foremergency response if “multiple

apparatus are assigned that aredispatched and arrive together,continuously operate together andare managed by a single companyofficer.”

The intent of this exception is thatmultiple apparatus responding to anemergency incident originate fromthe same location and areconsidered to be a single company(staffed as defined in Section 5.2.2).The staff on the apparatus isexpected to operate as teams so asto be safe, effective and functional.

Today some departments maydispatch multiple companies fromdifferent locations and considerthem a company. This does not meetthe performance objectives of thestandard. The optimal performanceobjective outlined in the definition ofa company is to staff four personnelon a single apparatus. Thedepartment should develop areasonable plan to achieve thisobjective.

The 1710 standard quint companyperformance objective requires thatif the quint company is expected toperform multiple roles, meaningboth engine and truck worksimultaneously, then additionalpersonnel are required toaccomplish on-scene tasks.

Evaluation Method

Assess staffing levels for quintcompanies:

1. Maintain and include a minimumof four personnel including anofficer.

2. If the quint companies areexpected to perform multiple roles(for example, truck and engineduties), staff them with greaterthan four personnel.

3. If the company is expected toperform multiple rolessimultaneously, additional staffing,above the levels specified in 5.2.2,shall be provided to ensure thatthose operations can beperformed safely, effectively andefficiently.

Plan for Compliance

Develop a plan to achieve andmaintain quint company staffing at aminimum of four personnel,including one officer, or five to eightpersonnel including one officer if thecompany is expected to performmultiple roles. Implement SOPs forthe functioning of quints.

Staffing: EMS

Standard


On-duty EMS units shall be staffedwith the minimum numbers ofpersonnel necessary for emergencymedical care relative to the level ofEMS delivery provided by the firedepartment. EMS staffingrequirements shall be based on theminimum levels needed to providepatient care and member safety.Units that provide emergencymedical care shall be staffed at aminimum with personnel that aretrained to the first responder/AEDlevel. Units that provide BLStransport shall be staffed and trainedat the level prescribed by the state orprovincial agency responsible forproviding emergency medicalservices licensing. Units that provideALS transport shall be staffed andtrained at the level prescribed by thestate or provincial agencyresponsible for providing emergencymedical services licensing.

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Intent

Ensure responding EMS units are staffed based onminimum levels of appropriately trained personnelneeded to provide patient care at a level selected by thedepartment while providing for member safety. Unitsthat respond to provide emergency medical care must bestaffed at a minimum with personnel trained to the firstresponder/AED level. If the department chooses toprovide EMS at a higher level (BLS or ALS), then unitsthat respond to deliver BLS care must be staffed andtrained at levels prescribed by the state or provincialgovernment licensing agency responsible for emergencymedical services. Units that respond to deliver ALS caremust provide two paramedics and two EMTs on scene.The standard does not require that the two paramedicsarrive on the same vehicle. Units that provide BLS orALS transport must be staffed and trained at levelsprescribed by the state or provincial government agencyresponsible for providing emergency medical serviceslicensing.

Evaluation Method

Assess daily staffing and personnel training levels. At aminimum, staff fire department apparatus withpersonnel trained to the first responder/AED level, withan AED and BLS supplies available on the apparatus.Based on licensing agency requirements and the level ofpatient care provision selected by the department, allEMS apparatus should be staffed with appropriatelytrained personnel.

The performance objectives of this section are met ifthese conditions exist:

1. All fire department companies expected to respond insupport of EMS incidents are staffed and equipped at aminimum for first responder/AED care

2. All fire department companies expected to provideALS are deployed so they arrive within an eight-minute (480-second) response time for 90% of all suchincidents (5.3.3.4.3)

3. All BLS and ALS units required for appropriatedeployment of EMS response services, both responseand transport services (5.3.3.4), are staffed with BLSor ALS personnel respectively, to provide services setforth in the department’s organizational statement.Appropriate deployment for ALS responses includesthe capability to deploy a minimum of two memberstrained as emergency medical technician—paramediclevel and two members trained at emergency medicaltechnician—basic level within eight minutes (480seconds) (5.3.3.4.4).

Plan for Compliance

Develop a plan to achieve and maintain EMS staffing atlevels appropriate on all fire department apparatus.Maintain personnel training at levels commensurate withthe EMS service level provided by the department.Maintain adequate numbers of trained personnel toavoid reducing EMS service levels.

Staffing: EMS (ALS Deployment)

Standard

Section 5.3.3.4.4

Personnel deployed to ALS emergency responses shallinclude a minimum of two members trained at theemergency medical technician-paramedic level and twomembers trained at the emergency medical technician-basic level arriving on scene within the establishedresponse time.

Intent

Ensure adequate personnel with appropriate training areavailable on the scene of ALS emergencies withinestablished time frames. Staffing objectives are twomembers trained at the emergency medical technician-paramedic level and two members trained at theemergency medical technician-basic level. These staffingpatterns ensure efficient and effective on-sceneoperations as evidenced and supported by the AmericanHeart Association and the National Institutes of Health.Cardiac emergencies are the most time-critical event inemergency medicine and still the number one publichealth problem in North America. Ensuring theemergency response system supplies the necessaryresources for these events also guarantees the efficiencyand effectiveness on less-resource-intensive calls.

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Evaluation Method

Assess daily staffing and personneltraining levels. Examine dispatcharchives or CAD data to identifyresponse times for both the BLSinitial responders within fourminutes (240 seconds) 90% of thetime and ALS personnel within eightminutes (480 seconds) 90% of thetime. Based on data collected orarchived, you may identify thosecases when a total of fourpersonnel—two BLS and two ALS—were available on scene.

There are at least three evaluationmethods you can use for assessingcompliance with this requirement:

• CAD data review

• Computer modeling

• A blend of both historical data andcomputer modeling

CAD Data Review (Assessing ActualResponses)

Response times for ALS units, asrecorded by the CAD system, can besorted based on response times. Byidentifying those emergencyincidents with response times fewerthan eight minutes (480 seconds)and expressing this group as apercentage of the total number ofEMS capable unit response times,you can evaluate compliance withthis requirement. If less than 90% ofall emergency incidents received anALS unit within eight minutes (480seconds) response time, thisrequirement is unmet.

Computer Modeling (AssessingProjected Capability)

By using a geographic informationsystem (GIS), you can modelresponse capabilities in the absenceof actual CAD data. Although thetools or software used to model

deployment may vary, several keycomponents are universal:

• Identifying and inputtingreasonable and prudent travelspeeds for every road segment tobe traveled

• Identifying and inputting unitlocations

• Inputting an eight-minute (480-second) response timeperformance objective

With this information, a GIS systemcan identify those roads covered byfire department ALS responderswithin eight minutes (480 seconds),based on reasonable and prudentroad speeds and other factors.

This method alone assesses roadstructure coverage by projecting apercentage of road segments thatmay be reached within thedesignated time frame. This measureis a proxy for addresses that may bereached within the same time limits.This measure is also a projection ofresponse capabilities rather than ofactual responses.

A basic alternative to a GIScomputer model is an actual drivingassessment of coverage areas. Havea vehicle travel at reasonable andprudent speed from each station,along each travel route available tothat station. Mark a map with eightminute (480 second) travel limitsbased on roads actually traveledwithin this time requirement. Bycombining a map of incidentlocations with a map showing eightminute (480 second) coverage areas,you may identify those areascurrently receiving ALS responderswithin the required time frame. Byexpressing those incidents fallingwithin eight minute (480 second)coverage areas as a percentage of

the total number of incidents, youcan evaluate compliance withSection 5.3.3.4.3.

Combination of CAD Data andComputer Modeling

By assessing a blend of actual CADdata in conjunction with computer-modeled projected responsecapabilities, you can develop a betterassessment of appropriatedeployment. By using a GIS systemto graphically represent the areacovered by the authority havingjurisdiction, and to project roadstructure coverage meetingperformance objectives found in thisstandard, you may superimposeactual incident locations on a map.

Furthermore, you can identify bothwhere response times have beenappropriate in the past and wherethey may fail to meet performanceobjectives in the future. Identifyincidents with appropriate responsetimes differently from incidents forwhich response times failed to meetperformance objectives. Clearly labelprojected road structure coverageareas with respect to the responsetime parameters used.

Incidents with inadequate responsetimes that fall outside projectedcoverage areas need eitheradditional resources deployed tocover those areas or currentresources redeployed in an attemptto better cover incidents in thoseareas.

The advantage of this combinationapproach is the ability to modelproposed changes on a computer inadvance of actual deploymentchanges, ensuring that any changeswill allow the department to meetperformance objectives.

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Cardiac Arrest Survival Model

One example of how this combination approach worksis a cardiac arrest survival predictive model, based onthe research of Dr. M.S. Eisenberg. The formula usescardiac arrest response data to model waves ofpredicted patient survival geographically, based on thepoint of origin and response capability of the advancedlife support response vehicles.

See Expanded Information, page 3-30.

Figures 3-2 and 3-3 graphically demonstrate the impacton cardiac arrest survival rates made by responsecapabilities of a single ALS unit. Figure 3-2 shows theroad structure covered by units arriving on the scenewithin 4 to 12 minutes of station departure. In this model26.3 % of all road structures can be covered within fourminutes of station departure. Using the formula above, a25.3% survival rate can be predicted for the areascovered by fire department first responders and a singleALS unit, both arriving within four minutes of stationdeparture (see Figure 3-3). By contrast, a four-minute

response time for first responders coupled with a 15-minute response time for a single ALS unit correlates toa 2.2% cardiac arrest survival rate, related solely to thedelay of ALS in areas remote from the ALS unit’s station.

All career fire departments must analyze EMS responsetimes, using dispatch logs, computer modeling systemsor other evaluative methodology. Whether the standardperformance objective can be met depends on theresources available to and deployed from the firedepartment. If resources originating from currentstations are the cause of extended response times, thenconsider the need for additional stations, strategicallylocated to reduce ALS unit response times to eightminutes (480 seconds) or less. If apparatus from currentstations are not available to respond and arrive withineight minutes (480 seconds) of station departure, thenconsider additional units.

FIGURE 3-3. CARDIAC ARREST SURVIVAL RATE

FIGURE 3-2. ALS RESPONSE COVERAGE BASEDON RESPONSE TIME

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Plan for Compliance

Develop a plan to achieve andmaintain EMS first responder andBLS/ALS unit staffing at levelsappropriate to ensure efficient,effective and safe EMS operations.Maintain personnel training at levelsnecessary for the EMS serviceprovided by the department.Maintain adequate numbers oftrained personnel to avoid reducingEMS service levels as a result ofpersonnel shortages. To accomplishthese plans, consider the followingissues:

•cost of necessary systemenhancements, including personneland capital equipment, to meetEMS performance objectives

• EMS training for all firedepartment members, includingcontinuing education components

• timeframe for acquisition andimplementation of resourceenhancements

Staffing: Airport Rescue and

Fire-Fighting Services

Standard


Airport fire department ARFFcompanies shall be staffed asrequired by NFPA 403, Standard forAircraft Rescue and Fire-FightingServices at Airports. Airport firecompanies that deploy to structuralincidents on airport property shallmeet the staffing requirements of5.2.1. Airport fire companies thatdeploy to emergency medicalincidents on airport property shallmeet the staffing requirements of5.3.3.3.

Intent

Ensure sufficient fire personnel areon-duty to allow for safe fire fighterperformance on the fireground,based on a task analysis, and toensure efficient, appropriate staffavailable to provide safe andeffective EMS services.

Evaluation Method

Staff airport fire department ARFFcompanies as required by NFPA 403,Standard for Aircraft Rescue andFire Fighting Services at Airports.Base the evaluation of ARFFoperations on requirements found inthis standard. Airport firedepartment companies that respondto structural incidents must meet thestaffing requirements found insection 5.2.1 of NFPA 1710. Airportfire department companies thatrespond to EMS incidents must meetthe staffing requirements found inSection 5.3.3.3. This section specifiestransport staffing levels andresponse levels as established inSection 5.3 of NFPA 1710, or asrequired by the state or provincialagency responsible for providingemergency medical services. Large-scale incidents must also include asupervisory chief officer (NFPA1710, Section 5.2.3.2.2), aide, and asafety officer (NFPA 1710, Section6.1).

Plan for Compliance

Develop a plan to achieve andmaintain on-duty staffing atsufficient levels to meet staffingrequirements referenced inapplicable portions of NFPA 1710,Sections 5.2 and 5.3, by taking thefollowing actions:

• Detail capital equipment andpersonnel additions necessary tomeet 1710 performance objectives

• Cost-out necessary resourceadditions, both capital equipmentand personnel

• Consider timeframe forimplementing necessary changes

• Consider SOP changes for staffingand deployment

• Consider personnel trainingimplications

Staffing: Marine Rescue and

Fire-Fighting (MRFF) Services

Standard


On-duty marine personnel shall becomprised of the numbers necessaryfor safe and effective fire-fightingperformance relative to the expectedMRFF conditions. These numbersshall be determined through taskanalysis as required for types ofmarine vessels and throughadditional task analysis that take thefollowing factors into consideration:(1) life hazard to the populaceprotected, (2) provisions of safe andeffective fire-fighting performanceconditions for the fire fighters, (3)potential property loss, (4) nature,configuration, hazards and internalprotection of the propertiesinvolved, (5) types of tactics andevolutions employed as standardprocedure, type of marine vesselused and results expected to beobtained at the fire scene, (6)requirements of the regulatoryauthorities having jurisdiction overnavigable waters, ports and harbors.On-duty personnel assigned tomarine fire fighting shall beorganized into company units andshall have appropriate vessels andequipment assigned to suchcompanies. Each marine companyshall be led by an officer who shallbe considered part of the company.

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Intent

Ensure sufficient marine personnel are on-duty to allowfor safe fire fighter performance in expected MRFF fire-fighting conditions, based on a task analysis.

Evaluation Method

Because the numbers of marine personnel aredetermined through task analysis, evaluation of staffingcan be undertaken only with an understanding of thosetasks in which the MRFF plan to engage. For example, ifa marine fire fighting operation requires an exteriorapplication of extinguishing agent, fewer personnel maybe required than for a shipboard direct attack. At aminimum, on-duty personnel assigned to marine firefighting must be organized into company units.Evaluation for the presence or absence of company unitswith an associated company officer is one measure forcomplying with Section 5.6.4.2.

Plan for Compliance

Develop a plan to achieve and maintain on-duty staffingat levels sufficient to meet the staffing needs identifiedby a MRFF task analysis. Include the deployment oforganized companies supervised by company officers.Take the following actions:


• Cost-out necessary resource additions, both capitalequipment and personnel




Staffing: Wildland Fire Suppression Services

Standard


On-duty wildland fire-fighting personnel shall becomprised of the numbers necessary for safe andeffective fire-fighting performance relative to theexpected wildland fire-fighting conditions. On-dutypersonnel assigned to wildland operations shall beorganized into company units and shall have appropriateapparatus and equipment assigned to such companies.

Each company shall be led by an officer who shall beconsidered a part of the company. Supervisory chiefofficers shall be dispatched or notified to respond to allfull-alarm assignments. The supervisory chief officershall ensure that the incident management system isestablished as required in Section 6.2.

Intent

Ensure sufficient wildland fire-fighting personnel are on-duty to allow for safe fire fighting performance relativeto the expected wildland fire fighting conditions.

Evaluation Method

Because the numbers of wildland fire fighting personnelare determined through task analysis, any evaluation ofstaffing must be completed by considering these factors:

1. Life hazard to the populace protected

2. Provision of safe and effective fire-fightingperformance conditions for the fire fighters

3. The number of trained response personnel available tothe department including mutual aid services


5. Nature, configuration, hazards and internal protectionof the properties involved

6. Types of wildland tactics and evolutions employed asstandard procedure

7. Type of apparatus used

8. Topography, vegetation and terrain in the responseareas.

A supervisory chief officer must respond to all full alarmwildland fire fighting efforts.

Plan for Compliance

Develop a plan to achieve and maintain on-duty staffingat sufficient levels to meet the staffing needs identifiedby a wildland fire fighting task analysis, to include thedeployment of organized companies supervised bycompany officers.

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Task: AnalyzingDeploymentIn the next part of Phase 1 youreview the deployment component,which involves the sufficientresponse of staffed resources—vehicles and equipment.

Deployment: Initial Arriving

Company

Standard

Section 5.2.3.1 and subsection

The fire department’s firesuppression resources shall bedeployed to provide for the arrival ofan engine company within a four-minute response time and/or theinitial full-alarm assignment withinan eight-minute (480-second)response time to 90 percent of theincidents as established in Chapter 4(of NFPA 1710). Personnel assignedto the initial arriving company shallhave the capability to implement aninitial rapid intervention crew(IRIC).

Intent

Ensure the initial arriving company(see Figure 3-4) arrives on the scenewith adequate staffing to safely andeffectively begin immediatefireground operations while fires arestill at a manageable stage. Allow theinitial company to provide criticalinterventions including protection ofegress points and exposures and toeffect quick victim rescue until theremainder of the initial full-alarmassignment arrives.

Evaluation Method(s)

This performance objective statesthat the initial arriving companyshould arrive at 90% of all incidentswithin four minutes (240 seconds) ofdeparting the assigned station. Thisis the actual company response time.

There are at least three evaluationmethods you can use for assessingcompliance with this performanceobjective:

• CAD data review




Response times for initial arrivingcompanies, as recorded by the CADsystem, can be sorted based onresponse times. By identifying thoseemergency incidents with companyresponse times fewer than fourminutes (240 seconds) andexpressing this group as apercentage of the total number ofemergency responses, you canevaluate compliance with thisperformance objective. If less than90% of all emergency incidentsreceived an initial arriving companywithin a four minute (240 second)response time, this performanceobjective is unmet.


By using a geographic informationsystem (GIS), you can modelresponse capabilities in the absenceof actual CAD data. Although thesoftware used to model deploymentmay vary, several key componentsare universal:


• Identifying and inputting companylocations

• Inputting an eight-minute (480-second) response time restriction

With this information, a GIS systemcan identify those roads covered byat least one fire company within fourminutes (240 seconds), based onreasonable and prudent road speedsor other factors.


A basic alternative to a GIScomputer model is an actual drivingassessment of coverage areas. Havea vehicle travel at reasonable andprudent speed from each station,along each travel route available tothat station. Mark a map with fourminute (240 second) travel limitsbased on roads actually traveledwithin this time performanceobjective. By combining a map ofincident locations with a mapshowing four minute (240 second)coverage areas, you may identifythose areas currently receiving firecompanies within the required timeframe. By expressing those incidentsfalling within four minute (240second) coverage areas as apercentage of the total number ofincidents, you can evaluatecompliance with NFPA 1710, Section5.2.3.1.

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Combination of CAD Data and Computer Modeling

The best assessment of appropriate deployment can bedeveloped by combining actual CAD data with computermodeled projected response capabilities. By using a GISsystem to graphically represent the area covered by theauthority having jurisdiction and to project roadstructure coverage meeting performance objectivesfound in this standard, you may superimpose actualincident locations on a map identifying both whereresponse times have been appropriate in the past andwhere they may fail to meet performance objectives inthe future. Incidents with appropriate response timesmay be identified differently from incidents for whichresponse times failed to meet performance objectives.

Clearly label projected road structure coverage areas inrespect to the response time parameters used. Incidentsidentified as having inadequate response times that falloutside projected coverage areas indicate a need foreither additional resources to be deployed to cover thoseareas or current resources redeployed.

The advantage of this combination approach is theability to model proposed changes on the computer inadvance of actual deployment changes. This approachalso ensures that any new changes will allow thedepartment to meet performance objectives.

Plan for Compliance

Develop a plan to achieve and maintain on-duty staffingand company deployment at sufficient levels so thatcompanies responding on an initial alarm arrive on thescene within four minutes (240 seconds) for 90% of allsuch emergency incidents.

Deployment: Initial Full-Alarm Assignment

Standard

Section 5.2.3.2.1

The fire department shall have the capability to deployan initial full-alarm assignment with an eight-minuteresponse time to 90 percent of the incidents as

established in Chapter 4 (NFPA 1710).

Intent

Ensure companies arrive on the sceneas part of an initial full-alarmassignment within eight minutes (480seconds), and with adequate staffingand equipment to safely, efficiently andeffectively manage the fire incident.


This performance objective states thatthe initial full-alarm assignment shallarrive at 90% of all incidents withineight minutes (480 seconds) ofdeparture from assigned stations.Examine daily company staffing anddeployment. Examine dispatcharchives or CAD data to identify arrivaltimes for initial full-alarm assignments

(all assigned units on the scene in fewer than eightminutes (480 seconds) 90% of the time). Based on datacollected and archived, you may identify those incidentswhen an initial full-alarm assignment was on the scenewithin the performance objective time frame.

There are at least three evaluation methods you can usefor assessing compliance with this requirement:

• CAD data review


• A blend of both historical data and computer modeling

FIGURE 3-4. INITIAL ARRIVING COMPANY

Engine

FFFFFF Officer

Company:A group of members,

under the directsupervision of an officer,operating with one pieceof fire apparatus at thescene of an incident.

4 Minutes

90% of allincidents

3-15


Response times for a combination ofrequired companies, an initial full-alarm assignment, as recorded bythe CAD system can be sorted basedon the time of the first companydeparture to the arrival of the lastrequired company.

On-scene operations for an initialfull-alarm assignment require theapparatus, equipment and personnelsufficient to do the following:

a. establish incident commandoutside of the hazard area

b. establish an uninterrupted watersupply, 400 gpm for 30 minutes

c. establish of an effective waterflow application rate from twohandlines, each with a minimumcapacity of 100 gpm, and operatedby a minimum of two personneleach

d. provide one support person foreach line

e. assign a minimum of one victimsearch and rescue team consistingof two members

f. assign a minimum of oneventilation team consisting of twopersonnel

g. if an aerial device is used inoperations, provide one person tomaintain primary control of theaerial device at all times

h. establish an IRIC consisting of aminimum of two properlyequipped and trained personnel

By identifying those incidents withinitial full-alarm assignmentresponse times fewer than eightminutes (480 seconds) andexpressing this group as apercentage of the total number ofinitial arriving company arrivaltimes, you can evaluate compliancewith this performance objective. Ifless than 90% of all incidentsreceived a full-alarm assignment onscene within a four minute (240second) response time, thisperformance objective is unmet.Additionally, if the number ofpersonnel arriving with thesecompanies is inadequate to completeall the tasks identified, thisperformance objective is unmet.




• Identifying and inputting companylocations

• Inputting an eight-minute (480-second) response time restriction

With this information, a GIS systemcan identify those roads covered bycompanies within eight minutes (480seconds), based on reasonable andprudent roads speeds or otherfactors, the first step in initial full-alarm assignment responseassessment.


The GIS modeling of initial full-alarmassignment coverage areas iscomplex. Because a minimum of twoengine companies is required toaddress water supply, fire attack andIRIC establishment, the next step ofa GIS assessment is to identify thoseareas capable of receiving aminimum of two engine companieswithin eight minutes (480 seconds).When eight-minute (480-second),ladder coverage area intersects two-engine coverage areas, all but two ofthe performance objectives in NFPA1710 Section 5.2.3.2.2 may be met.By further intersecting eight-minute(480-second) two-engine one-laddercoverage areas with eight-minute(480-second) chief officer and aidecoverage areas, you can identify theeight-minute (480-second) initial full-alarm assignment coverage area.Incidents requiring an initial full-alarm assignment that fall outsidethe modeled coverage areas fail tomeet this performance objective.

A similar routine can be applied tothe process of assessing those areaswhere a minimum of 15-17 firefighters and officers can arrivewithin eight minutes (480 seconds)response time. In this case, the totalnumber of available firegroundpersonnel is being evaluated,regardless of the number orconfiguration of arriving companies.

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Incidents requiring 15-17 fire fighters and officers thatfall outside the modeled coverage areas fail to meet thisperformance objective.

By combining a map of incident locations with a mapshowing eight-minute (480-second) initial full-alarmassignment coverage areas, you may identify those areasfailing to receive adequate companies within therequired time frame. By expressing those incidentsfalling within eight-minute (480-second) coverage areasas a percentage of the total number of incidents, you canevaluate compliance with NFPA 1710, Section 5.2.3.2.


The best assessment of appropriate deployment can bedeveloped by combining actual CAD data with computermodeled projected response capabilities. By using a GISsystem to graphically represent the area covered by theauthority having jurisdiction and to project roadstructure coverage meeting performance objectivesfound in this standard, you may superimpose actualincident locations on a map identifying both whereresponse times have been appropriate in the past andwhere they may fail to meet performance objectives inthe future. Incidents with appropriate response timesmay be identified differently from incidents for whichresponse times failed to meet performance objectives.

Clearly label projected road structure coverage areas inrespect to the response time parameters used. Incidentsidentified as having inadequate response times that falloutside projected coverage areas indicate a need foreither additional resources to be deployed to cover thoseareas or current resources redeployed.

The advantage of this combination approach is theability to model proposed changes on the computer inadvance of actual deployment changes. This approachalso ensures that changes will allow the department tomeet performance objectives.

Using any of these evaluation methods, you mustdemonstrate that initial full-alarm assignments, capableof completing all required fireground tasks including theimplementation an initial rapid intervention crew (IRIC),arrive within eight minutes (480 seconds) for 90% of allsuch emergency incidents.

Plan for Compliance

All career fire departments must analyze initial full-alarmassignment coverage through either dispatch logs orcomputer modeling systems. If the performanceobjective is unmet, the plan for compliance will dependon the resources available to the fire department. Ifresources originating from current stations aredetermined to be the cause of extended response times,consider additional stations, strategically located toreduce response times to eight minutes (480 seconds) orfewer. If required apparatus from current stations arenot available to respond and arrive within eight minutes(480 seconds) of station departure, then consideradditional apparatus. If response times do meet thisperformance objective but company staffing prohibitsthe completion of essential tasks, adjust staffing toaccomplish on-scene tasks. Figure 3-5 illustrates anassessment of fireground staffing compliance.

Deployment: Additional Alarm Assignments

Standard


The fire department shall have the capability foradditional alarm assignments that can provide foradditional personnel and additional services, includingthe application of water to the fire; engagement in searchand rescue, forcible entry, ventilation and preservationof property; accountability for personnel; and provisionof support activities for those situations that are beyondthe capability of the initial full-alarm assignment. Whenthe incident escalates beyond an initial full-alarmassignment or when significant risk is present to firefighters because of the magnitude of the incident, theincident commander shall upgrade the IRIC to a fullrapid intervention crew(s) (RIC) that consists of fourfully-equipped and trained fire fighters.

An incident safety officer shall be deployed to allincidents that escalate beyond an initial full-alarmassignment or when significant risk is present to firefighters. The incident safety officer shall ensure that thesafety and health system is established as required inSection 6.1 (NFPA 1710).

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Intent

Ensure the availability of additionalpersonnel, apparatus and supportresources to supplement initialalarm assignments for thosesituations that are beyond thecapability of the initial full-alarmassignment. Additionally, this sectionrequires the IRIC be upgraded to afull four-person rapid interventioncrew(s) for incidents escalatingbeyond the initial full-alarmassignment. This section alsorequires that this level of incidentinclude a safety officer who ensuresestablishment of a safety and healthsystem on scene.


Although this performance objectivestates that the department shouldhave the capability for providingadditional alarm assignments beyondthe initial full-alarm assignment, no

specified time limit for providingthese resources has been specified.For this reason, departmentevaluation is limited to the presenceor absence of resources available tosupplement an initial alarmassignment.


• CAD data review




As with Initial Full-alarmassignment, CAD system data can besorted based on the level of theincident. By identifying thoseemergency incidents escalating

beyond the initial full-alarmassignment, and also those thatreceived additional apparatus andpersonnel, you may express as apercentage those larger incidentsthat required additional resourcesand actually received additionalalarm assignments.


By using a geographic informationsystem (GIS), you can modelresponse capabilities in the absenceof actual CAD data. The same datainput routines are required as forInitial Full-alarm assignmentevaluation. However, in this case themodel is queried to identify thoseareas that can receive additionalunits, above and beyond an initialfull-alarm assignment, within adepartment-selected time frame.

FIGURE 3-5. FIREGROUND STAFFING COMPLIANCE

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This method alone assesses road structure coverage byprojecting a percentage of road segments that may bereached within the designated time frame. This measureis a proxy for addresses that may be reached within thesame time limits. This measure is also a projection ofresponse capabilities rather than of actual responses.

The GIS modeling of additional alarm assignmentsinvolves intersecting the previously identified initial full-alarm assignment with selected additional resourcessuch as one additional engine or ladder company orsafety officer response. Incidents requiring additionalinitial full-alarm assignment resources that fall outsidethe modeled coverage areas fail to meet the department-selected performance objective.


The best assessment of appropriate deployment can bedeveloped by combining actual CAD data with computermodeled projected response capabilities. By using a GISsystem to graphically represent the area covered by theauthority having jurisdiction, as well as areas that mayalso be covered by outside jurisdictions, and to projectroad structure coverage meeting performance objectivesfound in this standard, you may superimpose actualincident locations on a map identifying both whereresponse times have been appropriate in the past andwhere they may not meet performance objectives in thefuture.

Incidents with appropriate additional alarm resourcesmay be identified differently from incidents for whichadditional alarm assignments failed to meet performanceobjectives. Clearly label projected road structurecoverage by additional resources in respect to theresource parameters used. Incidents identified as havinginadequate additional alarm resources that fall outsideprojected coverage areas indicate a need for eitheradditional resources to be deployed to cover those areasor current resources redeployed.

The advantage of this combination approach is theability to model proposed changes on the computer inadvance of actual deployment changes. This approachalso ensures that changes will allow the department tomeet performance objectives. Using any of theseevaluation methods, you must demonstrate thatresources are available to supplement the initial alarmassignment.

Plan for Compliance

All career fire departments must analyze the capacity toprovide additional resources above and beyond theinitial full-alarm assignment through either dispatch logsor computer modeling systems. If the performanceobjective cannot be met, the plan for compliance willdepend on the resources available to the firedepartment. If resources originating from currentstations are determined to be the cause of extendedresponse times, consider additional stations, strategicallylocated to reduce response times. If apparatus fromcurrent stations are not available to respond and arrivein a timely fashion, consider additional apparatus. Ifapparatus are available but staffing prohibits theestablishment of minimum company staffing toaccomplish on-scene tasks, consider additional on-dutypersonnel. If no plan is in place ensuring the provision ofan on-scene safety officer, prepare a plan. To accomplishthese goals, take the following actions:






Deployment: BLS EMS Service Delivery

Standard

Section 5.3.3.4.2

The fire department’s EMS for providing first responderwith AED shall be deployed to provide for the arrival ofa first responder with AED company within a four-minute (240-second) response time to 90 percent of theincidents as established in Chapter 4 (NFPA 1710).

Section 4.3.2.1

Where emergency medical services beyond the firstresponder with automatic defibrillator level are providedby another agency or private organization, the authorityhaving jurisdiction, based on recommendations from thefire department, shall include the minimum staffing,deployment and response criteria as required in Section5.3 in the following:

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1. The fire department organizationalstatement

2. Any contract, service agreement,governmental agreement ormemorandum of understandingbetween the authority havingjurisdiction and the other agencyor private organization

Intent

Ensure the appropriate delivery oftime critical emergency medicalservices by career fire departments.


This performance objective statesthat the fire department EMS systemfor providing first responder withAED care should allow for unitarrival at 90% of all incidents withinfour minutes (240 seconds) ofdeparting the assigned station.


• CAD data review




Response times for arriving units, asrecorded by the CAD system, can besorted based on response times. Byidentifying those incidents withresponse times fewer than fourminutes (240 seconds) andexpressing this group as apercentage of the total number ofarriving unit response times, you canevaluate compliance with thisperformance objective. If less than90% of all incidents received an EMSunit within a four minute (240second) response time, thisperformance objective is unmet.




• Identifying and inputting unitlocations

• Inputting a four-minute (240-second) response time restriction

With this information, a GIS systemcan identify those roads covered byEMS units within four minutes (240seconds), based on reasonable andprudent road speeds or otherfactors.


A basic alternative to a GIScomputer model is an actual drivingassessment of coverage areas. Havea vehicle travel at reasonable andprudent speed from each station,along each travel route available tothat station. Mark a map with fourminute (240 second) travel limitsbased on roads actually traveledwithin this time performanceobjective. By combining a map ofincident locations with a mapshowing four minute (240 second)

coverage areas, you may identifythose areas currently receivingarriving units within the requiredtime frame. By expressing thoseincidents falling within four minute(240 second) coverage areas as apercentage of the total number ofincidents, you can evaluatecompliance with Section 5.3.3.4.2.


The best assessment of appropriatedeployment can be developed bycombining actual CAD data withcomputer modeled projectedresponse capabilities. By using a GISsystem to graphically represent thearea covered by the authority havingjurisdiction and to project roadstructure coverage meetingperformance objectives found in thisstandard, you may superimposeactual incident locations on a mapidentifying both where responsetimes have been appropriate in thepast and where they may fail to meetperformance objectives in the future.Incidents with appropriate responsetimes may be identified differentlyfrom incidents for which responsetimes failed to meet performanceobjectives.

Clearly label projected roadstructure coverage by units withappropriate response times inrespect to the response timesparameters used. Incidents identifiedas having inadequate response timesthat fall outside projected coverageareas indicate a need for eitheradditional resources to be deployedto cover those areas or currentresources redeployed.

The advantage of this combinationapproach is the ability to modelproposed changes on the computerin advance of actual deployment

3-20

changes. This approach also ensures that changes willallow the department to meet performance objectives.

Using any of these evaluation methods, demonstrate thatarriving units, capable of providing first responder/AEDor BLS care, arrive within four minutes (240 seconds) for90% of all emergency incidents.

Plan for Compliance

All career fire departments must analyze EMS unitresponse times through either dispatch logs or computermodeling systems. If the performance objective is unmet,the plan for compliance will depend on the resourcesavailable to the fire department. If resources deployingfrom current stations are determined to be the cause ofextended response times, consider additional stationslocated to reduce arriving unit response times to fourminutes (240 seconds) or fewer. If units from currentstations are unavailable to respond and arrive withinfour minutes (240 seconds) of station departure,consider additional units. If response times do meet thisperformance objective but EMS staffing or lack oftraining prohibits the delivery of EMS services, increasestaffing to meet or exceed performance objectives. Toaccomplish these goals take the following actions:






Deployment: ALS EMS Service Delivery

Standard

Section 5.3.3.4.3

When provided, the fire department’s EMS for providingALS shall be deployed to provide for the arrival of anALS company within an eight-minute (480-second)response time to 90% of the incidents, as established inChapter 4 (NFPA 1710).

Section 4.3.2.1

Where emergency medical services beyond the firstresponder with automatic defibrillator level are providedby another agency or private organization, the authority

having jurisdiction, based on recommendations from thefire department, shall include the minimum staffing,deployment and response criteria as required in Section5.3 in the following:

• The fire department organizational statement

• Any contract, service agreement, governmentalagreement or memorandum of understanding betweenthe authority having jurisdiction and the other agencyor private organization

Intent

Ensure the appropriate delivery of time critical advancedlife support (ALS) emergency medical services by careerfire departments.


This performance objective states that when provided,ALS should arrive at 90% of all incidents within eightminutes (480 seconds) of departing the assigned station.

There are at least three evaluation methods you can usefor assessing compliance with this requirement:

• CAD data review


• A blend of both historical data and computer modeling

CAD Data Review (Assessing Actual Responses)

Response times for ALS units, as recorded by the CADsystem, can be sorted based on response times. Byidentifying those incidents with response times fewerthan eight minutes (480 seconds) and expressing thisgroup as a percentage of the total number of EMScapable unit arrival times, you can evaluate compliancewith this performance objective. If less than 90% of allincidents received an ALS unit within an eight minute(480 second) response time, this performance objectiveis unmet.

Computer Modeling (Assessing Projected Capability)

By using a geographic information system (GIS), you canmodel response capabilities in the absence of actualCAD data. Although the software used to modeldeployment may vary, several key components areuniversal:

• Identifying and inputting reasonable and prudenttravel speeds for every road segment to be traveled

• Identifying and inputting unit locations

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• Inputting a eight-minute (480-second) response time restriction

With this information, a GIS systemcan identify those roads coveredALS units within eight minutes (480seconds), based on reasonable andprudent road speeds or otherfactors.


A basic alternative to a GIScomputer model is an actual drivingassessment of coverage areas. Havea vehicle travel at reasonable andprudent speed from each station,along each travel route available tothat station. Mark a map with eightminute (480 second) travel limitsbased on roads actually traveledwithin this time performanceobjective. By combining a map ofincident locations with a mapshowing eight minute (480 second)coverage areas, you may identifythose areas currently receiving ALSunits within the required time frame.By expressing those incidents fallingwithin eight minute (480 second)coverage areas as a percentage ofthe total number of incidents, youcan evaluate compliance withSection 5.3.3.4.3.


The best assessment of appropriatedeployment can be developed bycombining actual CAD data withcomputer modeled projectedresponse capabilities. By using a GISsystem to graphically represent thearea covered by the authority havingjurisdiction and to project roadstructure coverage meetingperformance objectives found in thisstandard, you may superimposeactual incident locations on a mapidentifying both where responsetimes have been appropriate in thepast and where they may fail to meetperformance objectives in the future.Incidents with appropriate responsetimes may be identified differentlyfrom incidents for which responsetimes failed to meet performanceobjectives.

Clearly label projected roadstructure coverage by units withappropriate response times inrespect to the response timeparameters used. Incidents identifiedas having inadequate response timesthat fall outside projected coverageareas indicate a need for eitheradditional resources to be deployedto cover those areas or currentresources redeployed.

The advantage of this combinationapproach is the ability to modelproposed changes on the computerin advance of actual deploymentchanges. This approach also ensuresthat changes will allow thedepartment to meet performanceobjectives.

Using any of these evaluationmethods, you must demonstrate thatALS units capable of providing ALScare, arrive within eight minutes(480 seconds) for 90% of allemergency incidents.

Plan for Compliance

All career fire departments mustanalyze ALS unit response timesthrough either dispatch logs orcomputer modeling systems. If theperformance objective is unmet, theplan for compliance will depend onthe resources available to the firedepartment. If resources deployingfrom current stations are determinedto be the cause of extendedresponse times, consider additionalstations, located to reduce ALS unitresponse times to eight minutes (480seconds) or fewer. If units fromcurrent stations are not available torespond and arrive within eightminutes (480 seconds) of stationdeparture, then consider additionalunits. If response times do meet thisperformance objective but ALSstaffing or lack of training prohibitsthe delivery of ALS services,increase staffing to meet or exceedperformance objectives. Toaccomplish these goals take thefollowing actions:

• Detail capital equipment andpersonnel additions necessary tomeet 1710 performance objectives

• Cost-out necessary resourceadditions, both capital equipmentand personnel

• Consider timeframe forimplementing necessary changes

• Consider SOP changes for staffingand deployment

• Consider personnel trainingimplications

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Figure 3-6 illustrates an assessment of EMS servicedelivery compliance. Figure 3-7 illustrates an assessmentof ALS response capability.

Special Operations: Organization and Resources

Standard

Section 5.4 and Subsections

Special operations shall be organized to ensure that thefire department’s special operations capability includespersonnel, equipment and resources to deploy the initialarriving company and additional alarm assignmentsproviding such services. The fire department shall bepermitted to use established automatic mutual aid ormutual aid agreements to comply with the requirementsof Section 5.4 (NFPA 1710). The fire department shalladopt a special operations response plan and SOPs thatspecify the role and responsibilities of the firedepartment and the authorized functions of membersresponding to hazardous materials emergency incidents.All fire department members who are expected to

respond to emergency incidents beyond the firstresponder operations level for hazardous materialsresponse shall be trained to the applicable requirementsof NFPA 472, Standard for Professional Competence of

Responders to Hazardous Materials Incidents. All firedepartment members who are expected to respond toemergency incidents beyond the confined spaceoperations level for confined space operations shall betrained to the applicable requirements of NFPA 1670,Standard on Operations and Training for Technical

Rescue Incidents. The fire department shall have thecapacity to implement an RIC during all specialoperations incidents that would subject fire fighters toimmediate danger of injury, or in the event of equipmentfailure or other sudden events, as required by NFPA1500, Standard on Fire department Occupational

Safety and Health Program. If a higher level ofemergency response is needed beyond the capability ofthe fire department for special operations, the firedepartment shall determine the availability of outside

FIGURE 3-6. EMS SERVICE DELIVERY COMPLIANCE

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resources that deploy thesecapabilities and procedures forinitiating their response. The firedepartment shall be limited toperforming only those specificspecial operations functions forwhich its personnel have beentrained and are properly equipped.

Intent

The department must have a specialoperations plan in place that ensuresadequate resources are available toaddress unique incidents, such ashazardous materials and technicalrescue incidents.

Evaluation Method

NFPA 1710 does not provide for adirect measure of special operationsdeployment, other than theperformance objectives that aresponse plan must be in place toaddress unique situations and torequire that personnel, equipmentand other resources are available toinitial arriving companies and

additional alarm assignmentsproviding such services. To evaluateadequate resources, Sections 5.4.3and 5.4.4 require that personnelresources expected to respond toemergency incidents beyond a firstresponder capacity must be trainedto the applicable standard for thattype of response. Fire departmentresponders expected to performbeyond the level of first responderoperations, for hazardous materials,must be trained to the performanceobjectives of NFPA 472, Standard

for Professional Competence of

Responders to Hazardous Materials

Incidents.

Fire department respondersexpected to perform beyond theconfined space operations level mustbe trained to the performanceobjectives of NFPA 1670, Standard

on Operations and Training for

Technical Rescue Incidents.

An additional performance objective,in Section 5.4.5, includes the abilityof the fire department to provide fora rapid intervention crew during allspecial operations incidents thatwould subject fire fighters toimmediate danger of injury, or in theevent of equipment failure or suddenevents, as required by NFPA 1500,Standard on Fire department

Occupational Safety and Health

Program. Automatic mutual aid ormutual aid agreements are permittedas a mechanism to provide requiredresources.

Plan for Compliance

Establish a special operationsplanning team. Develop a specialoperations plan, including a list ofresources and SOPs that specify therole and responsibilities of the firedepartment and the authorizedfunctions of members responding tohazardous materials and other high-risk incidents. Coordinate andmaintain personnel training based onanticipated need for specific types ofunique responses (that is, HazMat,confined space operations). Figure 3-8 illustrates an example of ahazardous material response.

FIGURE 3-7. ALS RESPONSE ASSIGNMENT

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Airport Rescue and Fire-Fighting Services:

Organization and Resources

Standard


Airport fire departments shall adopt operations responseplan and SOPs that specify the roles and responsibilitiesfor nonaircraft incidents as required by 5.1.2. Airportrescue and fire fighting operations shall be organized toensure that the fire department’s capability includespersonnel, equipment and resources to deploy the initialarriving company, the full-alarm assignment, andadditional alarm assignments as required in 5.2.3. Airportfire departments shall have access to special tools,equipment, supplies, personal protective equipment(PPE), and other airport resources that are required toperform operations safely and effectively in theirassigned roles and responsibilities. The airport firedepartment’s ARFF resources shall deploy the requirednumber of vehicles as required for the airport assigned

category as established by NFPA 403, Standard for

Aircraft Rescue and Fire-Fighting Services at Airports.Airport fire department companies equipped withspecialized apparatus and equipment shall be providedto assist ARFF companies where deemed necessary asidentified in 5.5.1. Airport fire department companiesthat deploy to structural incidents on airport propertyshall meet the response time requirements of 4.1.2.1.1.Airport fire department companies that deploy toemergency medical incidents on airport property shallmeet the response time requirements of 5.3.3.4. Theairport fire department shall be permitted to useestablished automatic mutual aid or mutual aidagreements to comply with the requirements of Section5.5.

FIGURE 3-8. HAZARDOUS MATERIALS RESPONSE

FLAMMABLE

2

GAS

7

RADIOACTIVEI I I

HOT

WARM

5"

Example Incident:Train Derailment withHazardous Materials

Involvement

OR

Company Members

Aerial

PumperPumper

Pumper

PumperDECON

Squad EMS

Pumper

3-25

Intent

These sections address typical firedepartment operations at an airportfacility including structural firefighting and the provision of EMSservices. Aircraft rescue and fire-fighting (ARFF) services areaddressed separately in NFPA 403,Standard for Aircraft Rescue and

Fire-Fighting Services at Airports.Section 5.5 requires airport firecompanies that deploy to structuralfire and EMS incidents on airportproperty to meet the response timeperformance objectives included inapplicable sections of this standard.The standard permits the use ofautomatic mutual aid and mutual aidto reach compliance.


Section 5.5 specifically requires thatstructural responses on airportproperty meet response timeperformance objectives of NFPA1710, Section 4.1.2.1.1, and that EMSresponses on airport property meetthe response time performanceobjectives of NFPA 1710, Section5.3.3.4.


• CAD data review




Response times for any combinationof required companies/units (fire orEMS) as recorded by the CADsystem can be sorted based on thetime of the first company/unitdeparture to the arrival of the lastrequired company/unit.

Apparatus and personnel requiredbased on the nature of an emergencymust include sufficient resourcescapable of doing the following: (a)establish incident command outsideof the hazard area; (b) establish anuninterrupted water supply, 400 gpmfor 30 minutes; (c) establish of aneffective water flow application ratefrom two handlines, each with aminimum of 100 gpm, and operatedby a minimum of two personneleach; (d) provide one supportperson for each line; (e) assign aminimum of one victim search andrescue team consisting of twomembers; (f) assign a minimum ofone ventilation team consisting oftwo personnel; (g) if an aerial deviceis used in operations, provide oneperson to maintain primary controlof the aerial device at all times; and(h) establish an IRIC consisting of aminimum of two properly equippedand trained personnel.

By identifying those incidents withperformance objective responsetimes fewer than eight minutes (480seconds) and expressing this groupas a percentage of the total numberof response company response times(by type of incident), you canevaluate compliance with thisperformance objective. If less than90% of all incidents received aninitial response assignment withinfour minutes (240 seconds) or aelevated assignment on-scene withinan eight minute (480 second)response time, these performanceobjectives are unmet. Additionally, ifthe number of personnel arrivingwith these companies is inadequateto complete all the tasks identified,this performance objective isunsatisfied.




• Identifying and inputtingcompany/unit locations

• Inputting a four- or an eight-minute(240- or 480-second) response timerestriction

With this information, a GIS systemcan identify those roads covered bycompanies/units within four or eightminutes (240 or 480 seconds). Thisassessment considers reasonableand prudent road speeds, as well asroad structure impediments.

This method alone assesses roadstructure coverage by projecting apercentage of road segments thatmay be reached within thedesignated time frame. This measureis a proxy for addresses that may bereached within the same time limits.This measure is also a projection ofresponse capabilities, rather than ofactual responses.


The best assessment of appropriatedeployment can be developed bycombining actual CAD data withcomputer modeled projectedresponse capabilities. By using a GISsystem to graphically represent thearea covered by the authority havingjurisdiction and to project road

3-26

structure coverage meeting performance objectivesfound in this standard, you may superimpose actualincident locations on a map identifying both whereresponse times have been appropriate in the past andwhere they may fail to meet performance objectives inthe future. Incidents with appropriate response timesmay be identified differently from incidents for whichresponse times failed to meet performance objectives.

Clearly label projected road structure coverage byapparatus with appropriate response times in respect tothe response time parameters used. Incidents identifiedas having inadequate response times that fall outsideprojected coverage areas indicate a need for eitheradditional resources to be deployed to cover those areasor current resources redeployed.

The advantage of this combination approach is theability to model proposed changes on the computer inadvance of actual deployment changes. This approachalso ensures that changes will allow the department tomeet performance objectives.

Using any of these evaluation methods, you mustdemonstrate that EMS and nonaircraft fire fightingassignments, capable of completing all required tasksincluding the implementation an initial rapid interventioncrew (IRIC) where applicable, arrive within requiredtime frames for 90% of all such incidents.

Plan for Compliance

Establish an airport fire department operations planningteam. Develop EMS, nonaircraft fire fighting and ARFFplans, including a list of resources and SOPs that specifythe role and responsibilities of the airport firedepartment and the authorized functions of membersresponding to each type of incident. Coordinate andmaintain personnel training based on anticipated needfor specific types of responses.

Marine Rescue and Fire-Fighting (MRFF) Services:

Organization and Resources

Standard

Sections 5.6.1–5.6.3

MRFF operations shall be organized to ensure that thefire department’s marine capability includes personnel,equipment and resources to deploy to the alarmassignments associated with a marine emergencyincident. The fire department shall adopt a marineoperations response plan and SOPs that specify the roles

and responsibilities of the fire department and theauthorized functions of members responding to marineemergencies. Fire department marine SOPs shall becoordinated with the applicable agencies, such as theport or harbor authority and supporting agencies. Marinefire departments shall have access to special tools,equipment, supplies, PPE and other marine resourcesthat are required to perform operations safely andeffectively in their assigned roles and responsibilities.

Intent

These sections address MRFF operations, organizationand access to specialized equipment and resourcesrequired for safe and effective marine emergencyoperations.


MRFF operations must be organized to ensure the firedepartment’s marine capability includes personnel,equipment and resources to deploy on the alarmassignments associated with a marine emergencyincident, including the development of a marineoperations response plan and marine services SOPs. Themarine fire department must also have access to specialtools, equipment, supplies, PPE and other marineresources that are required to perform operations safelyand effectively. The presence or absence of marineresponse plans and SOPs is one measure of compliance.The second measure is the adequacy of resources,including equipment and personnel.

Plan for Compliance

Establish an MRFF operations planning team, whichwould include participation by regulatory authoritieshaving jurisdiction over navigable waters, ports andharbors. Develop MRFF plans, including a list ofresources and SOPs that specify the role andresponsibilities of the marine operations and theauthorized functions of members responding to eachtype of incident. Coordinate and maintain personneltraining based on anticipated need for specific types ofresponses.

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Wildland Fire Suppression

Services: Organization,

Resources and Deployment

Standard

Sections 5.7.1–5.7.3

Wildland fire suppression operationsshall be organized to ensure that thefire department’s wildland firesuppression capability includespersonnel, equipment and resourcesto deploy wildland direct operationsthat can address marginal situationsbefore they get out of control andwildland indirect fire-fightingoperations that can be assembledand placed into operation againstmajor wildland fires. Firedepartments performing wildlandoperations shall adopt a wildlandfire-fighting operations responseplan and SOPs that specify the rolesand responsibilities of the firedepartment and the authorizedfunctions of members responding towildland fire emergencies. Allwildland fire suppression operationsshall be organized to ensurecompliance with NFPA 295,Standard for Wildfire Control. Firedepartments performing wildlandoperations shall have access tospecial tools, equipment, supplies,PPE and other wildland resourcesthat are required to performoperations safely and effectively intheir assigned roles andresponsibilities.


Fire companies whose primaryfunction is to deliver and pumpwater and extinguishing agents atthe scene of a wildland fire shall beknown as wildland companies.These companies shall be staffedwith a minimum of four on-dutypersonnel. Engine and ladder (truck)companies that respond to wildland

fire-fighting and/or urban interfacewildland fire-fighting incidents shallbe staffed as required by (NFPA 1710Section) 5.2.2. Other types ofcompanies equipped with specializedapparatus and equipment forwildland fire fighting, includingaircraft, heavy equipment, minipumpers and fast attack vehicles,shall be provided to assist wildlandengine and ladder companies wheredeemed necessary as part ofestablished practice. Thesecompanies shall be staffed with aminimum number of on-dutypersonnel as required by the tactical,topographical, environmental, fuel(vegetation) and occupancy hazards.


The fire department’s wildlandresources shall deploy the requirednumber of vehicles as required for adirect and/ or indirect attack. Priorto the initiation of any wildland fireattack, the fire department shallhave the capacity to establish alookout(s), communications with allcrew members, escape route(s) andsafety zones(s) for vehicles andpersonnel. The fire department shallhave the capacity to safely initiate adirect wildland attack within 10minutes after arrival of the initialcompany or crew at the fire scene.One individual in the first arrivingcompany or crew shall be assignedas the incident commander for theoverall coordination and direction ofthe direct attack activities.

The direct wildland attack shallinclude the following:

1. Establishment of an effectivewater flow application rate of 111L/min (30 gpm) from at least two150m (500 ft) 1.5 inch diameterattack handlines from twoengines. Each attack handline

shall be operated by a minimum oftwo personnel to effectively andsafely deploy and maintain theline.

2. Provision of one operator whoshall remain with each fireapparatus supplying water flow toensure uninterrupted water flowapplication.

3.Provision of a wildland crew leaderor company officer with each crewwho shall be responsible foroverall supervision of each crewand for maintaining personnelaccountability and crew safety.

The fire department providingwildland fire suppression operationsshall have the capability to deploy anindirect attack, including applicationof water to the fire, engagement insearch and rescue and preservationof property, accountability forpersonnel, and provision of supportactivities for those situations that arebeyond the capability of the directattack. An incident safety officershall be deployed to all incidentsthat escalate beyond a direct attackalarm assignment or when there is asignificant risk to fire fighters.


Wildland companies that deploy tostructural incidents shall meet theresponse time requirements of(NFPA 1710 Section) 4.1.2.1.1.Wildland companies that deploy toemergency medical incidents shallmeet the response time requirementsof (NFPA 1710 Section) 4.1.2.1.1.

Intent

These sections address wildland firefighting operations, organization andaccess to specialized equipment andresources required for safe andeffective wildland fire suppressionoperations.

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Wildland fire suppression operations must be organizedto ensure the fire department’s wildland fire suppressioncapability includes personnel, equipment and resourcesto deploy wildland direct operations that can addressmarginal situations before they grow beyond thecapability of a direct attack. Personnel, equipment andother resources must also be available to assemble andbe placed into operation against major wildland firesthrough indirect attack methods. Base evaluation ofwildland operations on compliance with NFPA 295,Standard for Wildfire Control, with sufficient resourcesto safely initiate a direct wildland attack within 10minutes after arrival of the initial company or crew atthe fire scene.

The direct wildland attack must include the following:

1. Establishing an effective water flow rate

2. Providing one operator who remains with each fireapparatus supplying water flow

3. Providing a wildland crew leader or company officer

Dispatch information and wildfire incident logs mustprovide information sufficient to assess whether crewscould assemble within 10 minutes, and if adequateapparatus and equipment were available to begin a directattack.

Assembly of personnel and equipment within 10 minutesor fewer of first company arrival meets this performanceobjective, as long as all other performance objectives inNFPA 295 are met as well.

Plan for Compliance

Establish an interagency wildland fire fighting operationsplanning team. Include participation by local authoritieshaving jurisdiction over wildland areas. Developwildland fire plans, including a list of resources andSOPs that specify the role and responsibilities of the firedepartment and the authorized functions of respondingmembers. Coordinate and maintain personnel trainingbased on anticipated need for specific types ofresponses.

As noted in the sections of NFPA 1710 addressingdeployment, automatic or mutual aid may be used tomeet the performance objectives in the standard.According to the standard, these formal agreements areconsidered “intercommunity organization” deployment.Section 4.8 of the standard addresses intercommunityorganization. To use mutual aid or automatic aid,departments must follow section 4.8 of the standard.


4.8.1 Mutual aid, automatic aid, and fire protectionagreements shall be in writing and shall address suchissues as liability for injuries and deaths, disabilityretirements, cost of service, authorization to respond,staffing and equipment, including the resources to bemade available and the designation of the incidentcommander.

4.8.2 Procedures and training of personnel for all firedepartments in mutual aid, automatic aid, and fireprotection agreement plans shall be comprehensive toproduce an effective fire force and to ensure uniformoperations.

4.8.3 Companies responding to mutual aid incidents shallbe equipped with communication equipment that allowpersonnel to communicate with incident commanderand division supervisors, group supervisors, or sectorofficers.

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Task: Analyzing TimesEmergency responders mustrespond to a wide variety ofsituations, including fire, hazardousmaterials spills, water rescues,confined space rescues, acts ofterrorism, violent acts causingtrauma, burns, poisonings andcardiac arrests. These incidents areboth unscheduled and urgent. Thecommon factor in all these situationsis the critical need for a rapidresponse. A community’s emergencyresponse system must be adequatelystaffed and flexible to meet acceptedstandards of performance forresponse time. Only by consistentlymeeting such industry standards canan emergency response systemmaximize the chance of a positiveoutcome. Response time is a key tojudging system performance underNFPA 1710.

Defining Response Time

Emergency responders can useresponse time data to positionresources for maximum effect. Thisdata also allows emergency plannersto develop the best systems forefficient and effective response toemergencies. Finally, response timedata can be used to report systemefficiency to residents and decision-makers in a community. Systemcomparisons are difficult withoutuniform definition of response time.

NFPA 1710 identifies three segmentsof time that have traditionally beenmeasured cumulatively as responsetime. These three components mustbe measured and documented bydepartments in their quadrennialreport:

• Call Receipt and ProcessingTime—The interval betweenreceipt of the emergency alarm atthe public safety answering point,

and the moment when sufficientinformation is known to thedispatcher and applicable units arenotified of the emergency. Themaximum time for this componentis specified in NFPA 1221,Standard for the Installation,

Maintenance, and Use of

Emergency Services

Communications.

• Turnout Time—The timebeginning when unitsacknowledge notification of theemergency to the beginning pointof response time.

• Response Time—The time thatbegins when responding units areen route to the emergency incident(wheels rolling), and ends whenresponding units arrive on scene(wheels stopped at the address).

To improve the validity andreliability of response time researchand to facilitate system comparisons,measure and report response timesin minutes and seconds. You couldreport response times at the nexthigher or lower minute, butprecision is preferred. Consider thedifference in the impression that

results from saying “fewer thanseven minutes,” compared with“06:40.” Figures 3-9 and 3-10illustrate response time intervals forboth fire suppression and emergencymedical response.

For emergency responders and thepublic they serve, time is the criticalfactor. To compare response timesbefore and after implementingchanges to meet the response timeperformance criteria for 1710, wemust use consistent sensiblemeasures. Masking long responsetimes by varying the events that startand stop the clock, rounding downto the next whole minute oraveraging response time providesminimal measurable data.

The fire department that operatesaccording to the criteria set forth inthe 1710 standard, and that usescross-trained/dual-role fire fighters,can deliver the response times andthe interventions that result inoptimal outcomes. The samepersonnel and resources that trainand operate as a unit to extinguishfires can improve greatly the odds ofcommunity members survivingtrauma or illness including cardiac

Unknown Unknown 60 Seconds 60 Seconds 240 Seconds 120 Seconds

OverhaulSecure

Flashover

Arrivalat scene

Turnoutand

Depart

Dispatchof

EmergencyUnits

Notificationof

EmergencyResponseSystem

DiscoveryIgnitionof Fire

AssessRescue

VentilateSuppress

FIGURE 3-9. EMERGENCY RESPONSE TIME INTERVALS: FIRESUPPRESSION

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arrest, stroke, traumatic injury and other emergencies.Response time is the key.

Expanded InformationCardiac Arrest Survival Model

Previously in this section we explain how you can assessa blend of actual CAD data in conjunction withcomputer-modeled projected response capabilities todevelop a better assessment of appropriate deployment.One example of this approach is the Cardiac ArrestSurvival Calculator. Using a formula developed by Dr.M.S. Eisenberg, et al (1993), it is possible to calculate thepercentage predicted survival for patients in cardiacarrest, based on time to critical intervention. Theformula is as follows:

67% - (2.3 x time to CPR) – (1.1 x time to Defib) – (2.1 xtime to ACLS) = Predicted Patient Survival Rate

The number 67% represents the assumption that onlytwo-thirds of the population can be saved if an out-of-hospital cardiac arrest occurs. To use the formula tocalculate the predicted survival of patients in cardiacarrest, add one minute to the observed system averageresponse times to allow for dispatch and turn-out andone minute for gaining access to the patient, thenperform the function.

For example, an emergency response system with anaverage BLS response time of four minutes, and anaverage ALS response time of seven minutes, has apredicted survival rate of 28.7%, as shown below:

67% - (2.3 x 6.0) – (1.1 x 7.0) – (2.1 x 8.0) = 28.7%Predicted Patient Survival Rate

The CD that accompanies this guidebook includes anExcel spreadsheet calculator you can use to determinesurvival rates for your system. Figure 3-11 shows anexample of a completed Eisenberg Cardiac ArrestSurvival Calculator, where the BLS Travel Time and ALSTravel Time are four minutes.

FIGURE 3-10. EMERGENCY RESPONSE TIME INTERVALS:EMERGENCY MEDICAL

Unknown Unknown 60 Seconds 60 Seconds 240 Seconds 120 Seconds

ALSTransport

BiologicalDeath

Arrivalat scene

Turnoutand

Depart

Dispatchof

EmergencyUnits

Notificationof

EmergencyResponseSystem

DiscoveryIgnitionof Fire

AssessDefibrillateMedicate

8 Minutes

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Time (min.)

Call Processing Time (CPT, Time from call received to apparatus dispatched) 1

Turnout Time (TOT, Time from apparatus notification to station departure) 1

Patient Access Time (PAT, Time from apparatus arrival to the arrival or providers at the patient’s side) 1

BLS Travel Time (BLSTT, Time from BLS apparatus en route to a location to arrival at that location with CPR trained personnel) 4

ALS Travel Time (ALSTT, Time from ALS apparatus en route to a location to arrival at that location with ACLS trained personnel) 4

AED or ACLS (APT, Time required to assemble equipment and initiate AED or ACLS care) 1

Maximal Survival Rate (MSR) represents the maximum percentage survival rate of patients who can survive an out of hospital cardiac arrest if CPR, AED, and ACLS were to be provided immediately upon collapse. 67%

Predicted Survival Rate (PSR) = 67% less (2.3% per minute to CPR)less (1.1% per minute to defibrillation)less (2.1% per minute to ACLS)

PSR = MSR - [2.3%*(CPT + TOT + BLSTT+PAT)]-[1.1%*(CPT+TOT+BLSTT+PAT+APT)]-[2.1%*(CPT+TOT+ALSTT+PAT+APT)]

PSR = 25.3%

1Based on information found in Eisenberg, M.S., et.al., (1993), “Predicting Survival From Out-of-Hospital Cardiac Arrest: A Graphic Model,” Annals of Emergency Medicine; November 1993.

FIGURE 3-11. CARDIAC ARREST SURVIVAL CALCULATOR (note 1)

STRATEGIC PLANNING AND PROPOSING

4-1

In this section we explain strategic planning methods that will help youdetermine the best proposal to submit to your authority having jurisdictionto encourage implementation of NFPA 1710. Any proposal is bestpresented jointly from labor and management. It is imperative that laborand management cooperate and collaborate regarding proposeddepartmental changes, supporting evidence, system data and costinformation.

Strategic PlanningAfter evaluating the overall system, assessing each component andrevealing any deficiencies, you take the next step through strategicplanning to move the emergency response system toward the standard’sperformance objectives. This phase involves calculating costs anddetermining the time required to implement necessary system componentimprovements identified in previous phases.

Planning for the critical components (staffing, deployment and time)involves reviewing what was discovered in the analysis phase anddetermining how to improve conditions. Any improvements are intendedto help the department meet the performance objectives in the industrystandard for those services the department has said it will offer accordingto its organizational statement.

The next step is proposing the necessary changes. A proposal detailsnecessary changes in each of the system components, a cost assessmentand a timeline for implementation.

ProposingThe proposal process varies significantly from one jurisdiction to the next,ranging from an informal presentation to a detailed response. A writtendocument of some length will be required, with an oral presentation likely.

The Proposal Process

It is difficult to accurately define the possible processes because of thevariety that exist. The one factor to consider above all others, regardlessof the process, is the audience involved. Typically the proposal processresults in a written document delivered to some group of local governmentdecision-makers that may include local bureaucrats, elected officials, thegeneral public or all three. Your proposal must instill confidence in thisaudience, showing that you know the current situation and understandwhat actions are necessary to meet the standard’s performance objectives.

Writing the Document

Unless you have someone in your department who is an expert writer, youwill need assistance producing this document. Start by collecting the basicinformation. Next, compile your data in a logical manner to enhance yourpresentation. To help you in this process, the IAFF has staff and resourcesavailable. Contact the Technical Assistance and Information Resources

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Division by calling IAFF Headquarters at (202) 824-1547.To reach the IAFC call (703) 273-0911. These staff andresources are available to all departments and chiefswhen requested by the IAFF local president. If youchoose to develop the proposal in-house, you may alsoneed to hire a writer to assist you in drafting the finaldocument.

Qualifications of the Provider

The first priority when writing your proposal is todescribe the fire department in detail, especially itsscope of practice and services rendered (theOrganizational Statement).

Proposal writers must assume that the proposalreviewer knows little about the fire department and whatit is capable of doing. Therefore, the proposal lists theoverall knowledge and experience of the department’spersonnel, as well as any special qualifications in thearea of service proposed (for example, HazMat).

Availability for Questions

The proposal states a willingness to provide additionalinformation on request; however, fire departmentofficials should write the proposal as if there may be nofurther opportunities to explain it.

Oral Presentation

Presenting any proposal to your local government is anopportunity to both deliver your ideas for services to thecommunity and to engage elected and nonelectedofficials in open discussion of the issues presented. Thepresentation allows both parties the opportunity todiscuss the scope of services, the costs to provide thoseservices and meeting the performance objectives.

The setting for an oral presentation of a proposal may bea regular session of a city council meeting or one-on-onewith the mayor or city manager. These sessions are oftenaudiotaped.

Because such presentations must usually be limited to afew minutes, focus your remarks on the most importantsections. For example, present staffing, deployment,response time requirements, system quality and systemcosts issues first.

Next, focus on the proposal process. Specify how theproposal meets and exceeds the performance objectivesin the standard. Remember that going beyond theobjectives in the standard shows your dedication and

commitment, not just compliance.

If there are problems with the current system, pointthem out and show how your proposal offers solutions.Knowing the strengths and weaknesses of the system isessential to anticipating questions and comments.

To support your presentation, use various types ofinformation to illustrate specific points, including facts,testimony, expert analysis or examples. A shortpresentation may allow time only for facts given in alogical manner. Longer presentations may allow time fortestimonials and emotional appeals.

The best presentations are particularly clear in theiranalysis of the current system, vision for the proposedsystem and description of the process involved in gettingto the proposed system. For a fire department proposal,your analysis of the current system would include a lookat staffing, deployment and response times.

Describe areas for improvement along with logical stepsfor bringing about these improvements. In addition toinforming the audience, persuade them to share yourvision of the proposed system by understanding why theproposed system is good for them.

The Presentation

Once you have completed a script for your presentation,follow these tips to help in the delivery of theinformation.

Preparing for the Presentation

Before developing your presentation, you must collectcertain essential information, such as the time limit onyour presentation, the number and type of people whowill attend and the type of room where will deliver thepresentation. The time limit is the most important detailbecause it dictates what you can include and what youmust exclude. So begin with an outline of the topics youwill present, adding only the details you believe you cancomfortably include without rushing.

When structuring your comments, follow the pattern ofevery successful presenter and instructor: Tell themwhat you’re going to tell them, tell them, tell them whatyou told them and tell them what to do with what youtold them. Organize this information into three parts: theintroduction, main message and conclusion.

Early in your presentation include a concise statement ofbenefit—why your audience should listen to andapprove your proposal. The introduction defines the

4-3

purpose of the presentation and thetopics to be covered, and it capturesthe audience’s interest.

The body of the presentationcontains the details. Avoidoverwhelming the audience withstatistics. Select the mostilluminating and persuasivenumbers.

The conclusion influences theaudience’s ability to retaininformation. Avoid adding any newinformation; restate the purpose andthe major ideas.

Following are additional suggestionsfor a thorough preparation.

• Rehearse the presentation severaltimes so you can deliver it fromnotes. Reading a presentation isboring for any audience.

• Use a microphone if necessary.Test the microphone to ensure thatit works and that the volume is atthe appropriate level—before thepresentation begins.

• Time the presentation to avoidrunning over the allotted time.

• Know what you intend to sayduring your first minute and lastminute, and memorize it.

• Arrive early at the site of thepresentation to check the room,location of the podium, andaudiovisual equipment.

• When using audiovisual materials,check to ensure the equipment isworking. For example, if you areusing a PowerPoint presentation,quickly run through all the slidesto ensure that your equipmentworks and that the slides arelegible.

• Make sure your appearance isappropriate for your audience.

Your dress and overall appearanceshould be equal to, or one stepabove, that of your audience.Appear in your uniform, ifappropriate. (In some jurisdictionsfire fighters are prohibited fromwearing their uniforms when offduty.)

Giving the Presentation

Good presenters are not born. Theyresult from many hours ofpreparation and of practice. You canput conviction into your delivery bybecoming comfortable with themessage. Here are other tips for asuccessful presentation.

Posture

• Ask the audience to turn off cellphones and pagers.

• Look at the person(s) to whomyou are speaking and maintain eyecontact. If you find this difficult,find a point near the listener’s eyeson which to focus.

• Stand tall or sit calmly.

• Emphasize with gestures andfacial expressions to make yourpoint.

• Use open, natural gestures whenspeaking. If you use a podium,frequently step out from behind it.

• Speak in a tone of voice thatshows respect for the listener.

Pace

• Slow your speech when coveringtechnical, unusually complicatedor exceptionally important points.

• Project your voice so that yourwords are easy to understand.

• Use pauses to capture thelistener’s attention at key points inthe conversation.

• Assume a posture and usegestures that reflect a seriousinterest in the discussion.

• Indicate a positive, professionalattitude.

• Emphasize your interest insuccess—for yourself, yourdepartment and community.

• Recognize the authority of those inthe audience in a respectful tone.Indicate your interest in theircomments by encouragingquestions.

• Use statistical and anecdotalevidence to inform and persuade.

• Ask the listener(s) if you need toclarify any points or provideadditional information orexamples.

• Watch for body language thatindicates resistance, disinterest.

• Use any nervousness as a way toenergize your presentation.

• In your closing remarks give asense of finality. Take theopportunity to summarize thepoints on which you want theaudience to focus.

Attitude

• Anticipate objections by raisingthem first—before your opponentshave the opportunity—and thenindicate how you can resolvethem.

• Use positive expressionswhenever possible to show yourinterest in delivering a higher levelof service to the community.

• Avoid sarcasm, profanity or humorthat would be unwelcome. (A goodrule to follow is when in doubt,leave it out.)

DO:

• Smile

• Be sincere

• Be prepared

• Admit if you do notknow something

• Stop before you plan tostop

DON’T

• Start off thepresentation with anapology or a negative

• Say annoying phrasessuch as “uh,” “um,”“you know”

• Use annoying gesturesor repeat one too often

• Rock back and forth

• Jingle change

• Talk to your slides

• Play with a marker orpointer or pen

GEN

ERA

L PR

ESEN

TATI

ON

DO

’S A

ND

DO

N’T

S

4-4

Answering Questions about the

Presentation

Exhibit confidence when answeringquestions is your objective. Followthese suggestions for instilling suchconfidence in your audience:

• Avoid prejudging the speaker,because your tone of voice canoften indicate your attitude.

• Look directly at the speaker,maintaining eye contact to avoidthe appearance that you aredaydreaming.

• Listen patiently to questions orcomments; avoid interrupting tomake your point.

• Think about how the speaker willreact to what you say.

• Wait for the speaker to finishbefore evaluating the message.

• Separate your feelings about thespeaker (the messenger) and themessage you receive.

Remember that a presentation toappointed and elected officials isonly the formal part to encourageimplementation of Standard NFPA1710. Apply these same presentationtips at every opportunity to educatecommunity members aboutappropriate emergency responseservices. Although the vision ofkeeping the community’s emergencyresponse service in compliance withindustry standards is a worthy goal,the challenge is in evaluating thesystem, determining the costs andbenefits of the systemimprovements and communicatingthis vision to local governmentdecision-makers.

Task: Developing ModelsFor Your ProposalTo help determine the contents ofyour proposal, we present examplesof how two fire departmentspresented their needs. Use thesescenarios as the starting point fordeveloping your proposal,customizing the details to yourjurisdiction and the changesnecessary to implement 1710:

• City A’s fire department hasinsufficient staffing for itsapparatus.

• City B has a fire department butcurrently does not offer EMStransport, a service it wants toadd.

City A Scenario

The Fire Department has a minimalstaffing level of three personnel onengines and trucks (ladders)companies. Though established asthe minimum, the use of threepersonnel has become a regularstaffing pattern that requires anadditional engine to be sent on allfire suppression first-alarmassignments in order to ensureadequate on-scene staff foroperations. Though the normal firstdue unit and the additional initialfull-alarm assignment (two engines,one truck and one chief) arrivewithin the eight-minute (480-second)performance objective under NFPA1710, the additional engine’sresponse time prolongs the on-scenewait for adequate staffing tocommence operations. According toNational Institute of OccupationalSafety and Health reports, numerousfire fighter injuries have occurred inthe last few years related toinsufficient staffing.

4-5

Background

The local fire department has longprovided fire suppression, rescue,EMS, and hazardous materialsresponse. The department is alsoactive in other aspects of fireservices including fire prevention,arson investigation, and publicrelations/education.

Situation

City A has noted significantproblems with company staffing.The community leaders are aware ofthe NFPA 1710 deployment andoperations standard, yet they are notyet convinced of the need toenhance the current three-personcompany staffing to four.

The Mission

Develop a plan to resolve thissituation culminating in anemergency response system designthat will meet the performanceobjectives included in NFPA 1710.

Based on the above scenario, theFire Department in City A would liketo enhance staffing on enginecompanies. The purpose of thisexercise is to determine the marginalcosts associated with increasingstaffing on all engine companies tofour personnel with a goal ofachieving compliance with NFPA1710 by meeting the performanceobjectives contained in it.

To calculate the cost of adding suchservices, you must determine themarginal costs. The following is auser-friendly guide to developing amarginal costs template.

The marginal cost template is a toolfor estimating costs as part of anoverall proposal to enhance staffingon engine companies. The intent ofthis template is to provide the user a

structured approach to simplify datacollecting, calculating, andinformation recording required tocomplete this proposal. Eachtemplate section provides aworksheet to record pertinentinformation, perform calculationsand summarize costs projections.

A Six-Step Process

Preparing your jurisdiction’sproposal means that you mustdevelop a profile of the services andpersonnel required to expand theservices. To make this process easy,we have divided it into six steps.

Step 1

Collect data—Collect the financialdata you need to determine howmuch equipment is required and howmuch it costs to add the enhancedservice.

Step 2

Determine the staffing factor—Assess your current staffing todetermine the number of personnelrequired to staff one position 24hours a day, 7 days a week, 365 daysa year.

Step 3

Determine the marginal personnelrequirement—Specify the differencebetween the number of personnelyou currently have and the numberyou’ll need to offer the expandedservices.

Step 4

Assess wage and benefit costs—Nowthat you know the number of peopleneeded, determine the cost to thefire department to hire theseindividuals.

Step 5

Assess training costs—Identify whatwould be the cost of training andequipment required to meet NFPA1710 standard.

Step 6

Summarize the results—Combinethe costs for people and equipmenton to a Summary Worksheet that youwill insert into the proposal.

Step 1. Collect Data

In this step you collect the datayou’ll need to determine how manyadditional resources (equipment andpersonnel) are required and what theexpense will be for providing theservices offered by the departmentaccording to the organizationalstatement. We show examples forCity A in the charts and tables thatfollow. (Your numbers may be higherin some categories, lower in others.)

There are several data to collect:

• Fire department policies onpersonnel and resourcedeployment

• Wages and associatedcompensation from salaryschedules, memoranda ofunderstanding (MOU) andcontracts

• Health insurance plan costs

• Pension plan costs

These numbers are only examples;you will insert the specific numberof apparatus, staffing levels andsalaries for your city. The dataprovided in Table 4-1 will be used tocomplete tasks in Steps 2–6.

EMT training is conducted in-houseat a cost of approximately $50 aperson for books and materials.

4-6

Step 2. Calculate the Staffing Factor

In this step you use the personnel and resource data collected in Step 1 todetermine the staffing factor. The staffing factor assesses your current staffingto determine the number of personnel required to staff one position 24/7, 365.

Several types of data are used in calculating the staffing factor:

• Number of companies

• Number of personnel assigned to each company

• Scheduled hours of work

• Leave entitlements

Staffing Factor Worksheet

This worksheet (Figure 4-1) gathers information necessary to determine thedepartment’s staffing factor. The staffing factor is used to calculate the numberof personnel required to staff field positions 24 hours a day/7 days a week. Formost departments Days of Work is 365 and Hours of Work is 24. For thosedepartments responsible for coverage only a portion of that time, enter herethe actual days and hours of work here. Multiply Days of Work times Hours ofWork to calculate Total Annual Hours of Work.

Enter the Number of Shifts/Platoons.

Divide the Total Annual Hours of Work by the Number of Shifts/Platoons todetermine the Hours Worked Per Group.

Enter your Workweek in hours (e.g., 42, 48, 53, or 56 hours per week.)

Enter Average Leave Used per employee in each category. Kelly days or leavetypes not listed may be entered as Other Leave. Total each of the respectivecategories to determine the Average Leave Used Per Employee, and enter thisfigure as Total Average Leave Used Per Employee.

Subtract Total Average Leave Used from Hours Worked Per Group, and enteras Hours Actually Worked.

Divide Total Annual Hours of Work by the Hours Actually Worked to calculatethe staffing factor. Record and carry the Staffing Factor to the appropriatesection of the Marginal Personnel Requirements Worksheet.

Costing is the process ofidentifying and measuring thecosts of the provision ofservices. There are twopossible methods.

MARGINAL COSTING—Themarginal costs of providingEMS services include thoseexpenses beyond the currentbudgeted amount for existingfire department operations.This method may also bereferred to as incrementalcosting, which is a type ofmarginal costing. Incrementalcosting (which is used for theCity A and B examples in thisguidebook) is the assessmentof the cost of adding a serviceto the realm of services alreadyprovided. Managers making achoice about the costs andbenefits of additional servicestypically use this method.

ALLOCATED COSTING—Allocated costing divides a firedepartment’s total costs bytotal transactions (emergencyresponses) and, therefore,assigns a cost to eachtransaction. Allocated oractivity-based costing looks atthe total cost of an emergencyresponse from end to end. It isa method of allocating allassociated costs, including theoverhead or indirect cost ofoperations to various activities(such as fire suppression,training, arson investigation orEMS). The objective is tounderstand how resources areused.

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TABLE 4-1. CITY A OPERATIONAL RESOURCES

Types of Data to Collect

Hours of WorkFire fighters work a 24-hour shift with an average workweek of54.6 hours. In this scenario a fire fighter is scheduled to work2,847 hours annually.

Longevity PayOn completing the fifth year of service a fire fighter receives$50 a year for each year of service up to a maximum of $1,000annually.

Hiring CostsPsychological testing costs $250 and physical testing $200.

Incentive PayEMS incentive pay costs 1% of salary a year.

Station UniformThe employer furnishes station uniforms at a cost of $300 foreach employee.

PensionsThe employer contributes an amount equal to 3.5% of thepayroll.

MedicareMedicare costs 1.75% of salary a year.

Health InsuranceThe jurisdiction contributes $5,500 a year per employee.

Life InsuranceLife insurance costs $40 a year for each employee.

Leave Usage

The following is a breakdown of average leave usage peremployee by type of leave:

Annual leave: 216 hours

Sick leave: 72 hours

On-Duty leave: 24 hours

Training leave: 7 hours

Bereavement leave: 12 hours

Other leave: 12 hours

Protective Equipment

A set of NFPA Standard 1500-compliant protective equipmentprovided by the jurisdiction include the following:

Turnout gear (coat, bunker pants, suspenders), one set $1,450

Helmet, one $120

Boots, one pair $200

Breathing apparatus mask, one $200

Total $1,970

Training

Fire suppression training is conducted in-house without cost.

Current ResourcesCity A currently deploys engines, ladders, rescues and chief’s cars to emergency incidents. City A has 55 engines, 21 ladders, 28rescues and 10 chief’s cars. City A has established minimum staffing levels of 3 personnel on 20 engine companies and 4 personnelon 35 engine companies. Additionally, City A has established minimum staffing levels of 4 personnel on ladder companies and 2personnel on rescue and chief’s cars.

City A has established a two-step wage schedule:

• Year 1 wages for step 1 are $29,149 while step 2 wages are $30,817.



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4-8

Step 3. Calculate the Marginal Personnel

Requirements

In this step you use the personnel and resource datacollected in Step 1 to determine the difference betweenthe number of personnel you currently have and thenumber you will need to offer expanded service.

Several types of data are used to calculate marginalpersonnel requirements:

• Staffing Factor calculated in Step 2

• Number of companies

• Number of personnel assigned to each company

Marginal Personnel Requirements Worksheet

This worksheet (Figure 4-2) uses values from theStaffing Factor Calculation Worksheet to estimate thenumber of personnel required to appropriately staffcompanies at all times. During the system design-planning phase of your proposal, determine the numberof personnel required to staff companies at all times, andenter the number into Minimum Staffing Levels.

Enter the Staffing Factor from the Staffing FactorWorksheet in the appropriate column.

Multiply the number of Companies by establishedMinimum Staffing Levels. Multiply that figure by theStaffing Factor to determine the number of personnelrequired to appropriately staff each company at alltimes. If the resulting number is a fraction, round up tothe next whole number, and enter this value into theTotal Personnel Required by Company fields.

Add Total Personnel Required by Company fields todetermine the Total Personnel Required for the FireDepartment. This is the estimated number of personnelrequired to staff each company 24/7, including employeeleave coverage. This value will be on the WagesWorksheets.

Step 4. Assess Wage and Benefit Costs

Now that you know the number of people needed, younext calculate the cost to hire these individuals. In thisstep you use the wage and benefit data collected in Step1 to determine the difference between wage and benefitcosts.

Several types of data are used to assess wage and benefitcosts:

• Marginal personnel calculated in Step 3

• Salary scale

• Associated economic benefits (such as longevity orincentive pay)

• Health insurance and pension benefits

Wages Worksheet

To properly estimate marginal personnel costs, calculatewages and benefits for new employees using thisworksheet (Figure 4-3).

For wages, include base salary only. Enter the totalanticipated wages as a result of the hiring process for allproposed employees.

If applicable, estimate total Longevity Pay Costs forproposed employees. Record the method of calculationor reference the appropriate section of the contract orMOU.

Hiring Costs may include, but are not limited to, the costof written and oral entrance examinations, physicalability testing, pre-employment medical screening andimmunizations. Enter the total costs anticipated as aresult of the hiring process for all proposed employees.

The employee uses the Uniform Allowance to purchaseuniforms and associated gear. Enter the total costsanticipated as a result of the hiring process for allproposed employees.

Incentive Pay may include, but is not limited to, EMSIncentive, Premium Pay, EMS Assignment Pay,Hazardous Materials Pay and Educational Pay. Enter thetotal costs anticipated as a result of the hiring processfor all proposed employees.

Pension Contributions made or matched by theemployer are estimated. These contributions may befixed or a percentage of employee wages. Enter the totalamount of pension contribution expenses by theemployer in this area, and record the method ofcalculation as an endnote.

The Cost of Benefits varies widely by region andaccording to the benefit package provided by thejurisdiction. Record the total estimated cost of Medicare,Health and Life Insurance benefits for all proposedemployees.

Total Estimated Personnel Costs are derived by addingtotals for all of the categories listed above.

Use the following matrix to recordcurrent and future compensationrates for various levels of employees.

Record the number of newemployees, their current and stepincrease wages, longevity pay,incentive pay and health insuranceand pension benefits. Calculate thenumber of new employees in thePersonnel Requirements Worksheet.Wage totals are carried over to theSummary Worksheets.

Step 5. Assess Equipment Costs

Next, you calculate the expense forcosts. In this step you use associatedcosts collected in Step 1 todetermine the total equipment costs.

Two types of data are used to assesstraining and equipment costs:

• Training

• Turnout gear

Training and Protective Gear

Cost Worksheet

Use this worksheet (Figure 4-4) toestimate the costs of both trainingand equipment required toimplement the performanceobjectives of NFPA 1710. Enter costsas described below.

Training Costs vary from firedepartment to fire department. Forinstance, some fire departments areequipped to conduct training in-house at little or no cost. Other firedepartments must pay fees to sendprospective employees to outsideagencies. Once you assess yourparticular situation, enter the resultson the Training and Protective GearCost Worksheet.

Turnout Gear Costs vary based onthe selected vendor. Use theworksheet to survey vendors forprices of protective gear. Enter theresults indicated on the Training andProtective Gear Cost Worksheet.These values will be carried over tothe Summary Worksheet.

Step 6. Summarize the Results

Combine personnel, training andvehicle costs on to the SummaryWorksheet. The Summary Worksheetdemonstrates the benefits associatedwith enhanced service delivery overa specified time.

The data contained on the SummaryWorksheet include the followinginformation:

• Personnel costs

• Training costs

• Equipment costs

Summary Worksheet

The Summary Worksheet (Figure 4-5) consolidates values calculated onother worksheets and requires entryof some new information. It isimportant to show the fiscalattributes of your enhanced systemdesign over a period. Therefore, theSummary Worksheet is formatted toshow a three-year period. In systemsthat incur large startup costs, thepost-transition years reflect the truecost. In your proposal, it is importantto reference the source ofinformation to a previous worksheetor other information source.

Enter the Total Estimated PersonnelCosts from the Wages Worksheet.

Enter the Total Training andProtective Gear Costs from theTraining and Protective GearWorksheet.

Results of a Systematic

Evaluation of the City A

Scenario

Based on the summary worksheet,certain facts and benefits associatedwith NFPA 1710 become apparent,and lead to certainrecommendations:

• Fact—Annual estimated personnelcosts, training costs and protectivegear costs associated with thestaffing proposal presented over athree-year period are $982,020,$2,093,505 and $3,080,933,respectively.

• Benefit—Efficient, effective andsafe fire suppression operationswill result.

• Recommendation—Although thefire department progressivelyallocates its existing resources,additional fire suppressionpersonnel are necessary.

• Recommendation—The City AFire Department must hire 70 firefighters to increase staffing levelson all engine companies to fourpersonnel. By accomplishing this,the department would meet NFPA1710 performance objectives. Theimplementation time-line could bephased in over several years tomake associated costs manageablefor the jurisdiction.

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4-10

City B Scenario

In the organizational statement, City B Fire Departmenthas committed to provide emergency medical services atthe ALS level. A number of the companies are staffedwith at least one paramedic deployed to provide ALSresponse. Patient transport, both ALS and BLS, isprovided by a private ambulance company. Longresponse times of the private ambulance provider causesome delay in patient care on scene and cause firefighters to spend excessive amounts of time waiting forpatient transport. The system’s ALS response fails tomeet performance objectives of NFPA 1710.

Background

The fire department responds to all requests foremergency medical services within the city. In the lasttwo years the fire department began staffing enginecompanies with paramedics to further reduce criticalALS response times. The fire department’s fractileresponse time for companies is less than four minutes,90% of the time.

Situation

A private ambulance service provider now responds withthe fire department to perform ALS patient care andtransport. Current problems revolve around extendedresponse times for paramedic service, causing firefighters to sit on the scene with unstable patients forextended periods. The private provider has tried toaddress this problem by using a concept called systemstatus management (trying to predict when and wherecalls will occur and stationing ambulances on streetcorners), without avail. The real situation is that thereare simply too few paramedics or ambulances on thestreet to handle the call volume. Additionally, there hasbeen a decrease in the quality of patient care, andpotential liability problems (indicated by patientcomplaints to medical oversight authorities) havebecome a common event.

Mission

Develop a proposal to build an EMS response systemthat will meet the performance objectives in NFPA 1710.The Fire Department in City B would like to providecitizens with a full service, out-of-hospital emergencymedical care system. This system would include theprovision of rapid response patient care at both the basicand advanced life support levels and transport for thepurpose of continuity of quality patient care. Through

labor-management partnership and a distinctivecommand structure, the fire department-based systemwould deliver the optimum level of EMS response andpatient care including patient transport—because itwould meet the performance objectives in NFPA 1710.

To calculate the cost of adding such services, you mustdetermine both the marginal costs and revenueassociated with a full-service, out-of-hospital emergencymedical care system. Following is a user-friendly guideto developing a marginal costs and revenue template.

This fire-based EMS marginal cost template is a tool forestimating costs and projecting revenue as part of anoverall EMS integration proposal. The template offers astructured seven-step approach to simplify datacollecting, calculating and information recordingrequired to complete of an EMS proposal. Each stepincludes a worksheet to record pertinent information,perform calculations and summarize costs and revenueprojections.

A Seven-Step Process

Preparing your jurisdiction’s proposal requires that youdevelop a profile of the services and personnel requiredto expand the services. To make this process easy, wehave divided it into seven steps.

Step 1

Collect data—Collect the financial data you’ll need todetermine how much equipment is required and howmuch it costs to add EMS.

Step 2

Determine the staffing factor—Assess your currentstaffing to determine the number of personnel requiredto staff one position 24/7, 365.

Step 3

Determine the marginal personnel requirement—Specifythe difference between the number of personnel youcurrently have and the number you’ll need to offer theexpanded services.

Step 4

Assess wage and benefit costs—Now that you know thenumber of people needed, determine the cost to hirethese individuals.

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Step 5

Assess vehicle and equipmentcosts—Identify the cost of buyingthe equipment the employeesrequire.

Step 6

Determine revenue from transport—Calculate the estimated revenuegenerated from providing fire-basedEMS transport services.

Step 7

Summarize the results—Combinethe costs for people and equipmenton a Summary Worksheet that youwill insert into the proposal.

Step 1. Collect Data

In this step you collect the datayou’ll need to determine how manyadditional resources (equipment andpersonnel) are required and what theexpense will be for providing theservices offered by the departmentaccording to the organizationalstatement. We show examples forCity B in the charts and tables thatfollow. (Your numbers may be higherin some categories, lower in others.)

There are several data to collect:

• Fire department policies onpersonnel and resourcedeployment

• Wages and associatedcompensation from salaryschedules, MOUs and contracts

• Health insurance plan costs

• Pension plan costs

These numbers are only examples;you will insert the specific numberof apparatus, staffing levels andsalaries for your city. The dataprovided in Table 4-2 will be used tocomplete tasks in Steps 2–6.

Step 2. Calculate the Staffing

Factor

In this step use the personnel andresource data collected in Step 1 todetermine the staffing factor. Thestaffing factor assesses your currentstaffing to determine the number ofpersonnel required to staff oneposition 24/7, 365.

Several types of data are used incalculating the staffing factor:

• Number of response/transportunits

• Number of personnel assigned toeach unit

• Scheduled hours of work

• Leave entitlements

Staffing Factor Calculation

Worksheet

This worksheet (Figure 4-6) reflectsthe information necessary todetermine the department’s staffingfactor. The staffing factor is used tocalculate the number of personnelrequired to staff field positions 24/7.For most departments Days of Workis 365 and Hours of Work is 24. Forthose departments responsible forcoverage only a portion of that time,enter here the actual days and hoursof work here. Multiply Days of Worktimes Hours of Work to calculateTotal Annual Hours of Work.

Enter the Number of Shifts/Platoons.

Divide the Total Annual Hours ofWork by the Number ofShifts/Platoons to determine theHours Worked Per Group.

Enter your Workweek in hours (e.g.,42, 48, 53, or 56 hours per week).

Enter Average Leave Used peremployee in each category. Kellydays or leave types not listed may beentered as Other Leave. Total each

of the respective categories todetermine the Average Leave UsedPer Employee and enter this figureas Total Average Leave Used PerEmployee.

Subtract Total Average Leave Usedfrom Hours Worked Per Group andenter as Hours Actually Worked.

Divide Total Annual Hours of Workby the Hours Actually Worked tocalculate the staffing factor. Recordand carry the Staffing Factor to theappropriate section of the MarginalPersonnel Requirements Worksheet.

Step 3. Calculate the Marginal

Personnel Requirements

In this step you use the personneland resource data collected in Step 1to determine the difference betweenthe number of personnel youcurrently have and the number youwill need to offer expanded service.

Several types of data are used tocalculate marginal personnelrequirements:

• Staffing Factor calculated in Step 2

• Number of response/transportunits

• Number of personnel assigned toeach unit

Marginal Personnel Requirements

Worksheet

This worksheet (Figure 4-7) usesvalues from the Staffing FactorCalculation Worksheet to estimatethe number of personnel required toappropriately staff apparatus at alltimes. During the system design-planning phase of your proposal,determine the number of personnelrequired to staff at all times, andenter it into Minimum StaffingLevels.

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TABLE 4-2. CITY B OPERATIONAL RESOURCES

Data to CollectThere are other types of data to collect and insert into the form shown in Figure 4-7, City B Marginal Personnel RequirementsWorksheet.

Hours of Work

The scheduled hours of work consist of one 24-hour shift every four days (one on, three off). This is a total of 42 hours a week or 2,190hours a year.

Longevity Pay

Longevity pay is 2% at the second year of service. An additional 1.0% is earned each year thereafter, to a maximum of 16%.

Hiring Costs

Psychological testing costs $300, and physical testing $100.

Incentive Pay

EMS incentive pay costs .0075% of salary.

Uniform Allowance

The uniform allowance is $730 a year for each employee.

Pensions

The employer contributes an amount equal to 3.5% of the payroll.

Medicare

Medicare costs 1.45% of salary a year.

Health Insurance

The jurisdiction contributes $6,222 a year per employee.

Life Insurance

Life insurance costs $60 a year per employee.

Current ResourcesFor EMS response, City B Fire Department currently deploys one paramedic and three BLS staff to ALS incidents.

City B has established a two-step wage schedule.




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TABLE 4-2. CITY B OPERATIONAL RESOURCES

Leave Usage

Provided below is a breakdown ofaverage leave usage per employee bytype of leave:

Annual leave: 417 hours

Sick leave: 48 hours

On-Duty leave: 42 hours

Training leave: 5 hours

Bereavement leave: 8 hours

Other leave: 8 hours

Vehicles and Equipment

Ambulance Lease

An ambulance or comparable vehiclewould cost $116,000 for a three-yearlease.

BLS Transport Equipment

The total cost of BLS TransportEquipment per rig is $3,701.50.

ALS Transport Equipment

The total cost of ALS TransportEquipment per rig is $232.28. Totalcost of ALS Transport Medicationsper rig is $493.37.

BLS Disposable Supplies

The total cost of BLS DisposableSupplies per rig is $14,621 in Year 1. A 3% increase in BLS DisposableSupplies is assumed for Years 2 and 3.

ALS Disposable Supplies

The total cost of ALS DisposableSupplies per rig is $38,569.50 in Year 1. A 3% increase in ALSDisposable Supplies is assumed forYears 2 and 3.

Monitor/Defibrillators

A monitor/defibrillator costs $10,087 each.

EMS Equipment Maintenance

The estimated cost of equipmentmaintenance is $2,000 a unit.

Required Radios

Required radios would cost thefollowing: 800 MHz Mobile Units, 1per rig @ $2,277 each; and 800 MHzPortable Units, 1 per responder oneach unit @ $1,400 each.

Protective Equipment

A set of NFPA Standard 1500-compliant protective equipmentprovided by the jurisdiction includesthe following:

Turnout gear (coat, bunker pants,suspenders), one set $1,450

Helmet, one $120

Boots, one pair $200

Breathing apparatus mask, one $200

Total $1,970

Operational Costs

Transportation fuel and maintenance

Transportation fuel and maintenancecosts are estimated at $2,000 a rig peryear for fuel and $2,000 a rig per yearfor maintenance.

Medical Director

Cost for a medical director areestimated at $500 a month for theDirector, plus an additional $5 per ALScall for quality assessment.

EMS Billing Charges

Billing charges are estimated at 7% ofthe total billed amount actuallycollected.

Medical Liability Insurance

The jurisdiction is self-insured.

Service License Fee

The fee is $100 a year.

EMS Vehicle Inspection Fee


ALS State PersonnelCertification Fee


Training

Training costs $1,200 per individual ayear.

Revenue

Revenue assumption is approximately$2,468,421 for the first year.

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Enter the Staffing Factor from the Staffing FactorWorksheet in the appropriate column.

Multiply the number of Units by established MinimumStaffing Levels. Multiply that figure by the StaffingFactor to determine the number of required personnel toappropriately staff each type of unit at all times. If theresulting number is a fraction, round up to the nextwhole number and enter this value into the TotalPersonnel Required by Unit fields.

Add Total Personnel Required by Unit fields todetermine the Total Personnel Required for the FireDepartment. This is the estimated number of personnelrequired for the fire department to staff each unit 24/7,including employee leave coverage. This value will be onthe Wages Worksheets.

Step 4, Assess Wage and Benefit Costs

Now that you know the number of people needed, younext calculate the cost to hire these individuals. In thisstep you use the wage and benefit data collected in Step1 to determine the difference between wage and benefitscosts.

Several types of data are used to assess wage and benefitcosts:

• Marginal personnel calculated in Step 3

• Salary scale

• Associated economic benefits (such as longevity payor incentive pay)

• Health insurance and pension benefits

Wages Worksheet

Use this worksheet (Figure 4-8) to properly estimatemarginal personnel costs, calculate wages and benefitsfor new employees.

For wages include base salary only. Enter the totalanticipated wages as a result of the hiring process for allproposed employees.

If applicable, estimate total Longevity Pay Costs forproposed employees. Record the method of calculationor reference the appropriate section of the contract orMemorandum of Understanding.

Hiring Costs may include, but are not limited to, the costof written and oral entrance examinations, physicalability testing, pre-employment medical screening andimmunizations. Enter the total costs anticipated as aresult of the hiring process for all proposed employees.

The employee uses the Uniform Allowance to purchaseuniforms and associated gear. Enter the total costsanticipated as a result of the hiring process for allproposed employees.

Incentive Pay may include, but is not limited to, EMSIncentive, Premium Pay, EMS Assignment Pay,Hazardous Materials Pay and Educational Pay. Enter thetotal costs anticipated as a result of the hiring processfor all proposed employees.

Pension Contributions made or matched by theemployer are estimated. These contributions may befixed or a percentage of employee wages. Enter the totalamount of pension contribution expenses by theemployer in this area and record the method ofcalculation as an endnote.

The Cost of Benefits varies widely by region andaccording to the benefit package provided by thejurisdiction. Record the total estimated cost of Medicare,Health and Life Insurance benefits for all proposedemployees.

Total Estimated Personnel Costs are derived by addingtotals for all of the categories listed above.

Use the matrix in Figure 4-8 to record current and futurecompensation rates for various levels of employees.

Record the number of new employees, their current andstep increase wages, longevity pay, incentive pay andhealth insurance and pension benefits. Calculate thenumber of new employees in the Personnel

4-15

Requirements Worksheet. Wagetotals are carried over to theSummary Worksheets.

Step 5. Assess Vehicle and

Equipment Costs

Next, you calculate the expense forvehicle and equipment costs. Usevehicle and associated costscollected in Step 1 to determine thetotal vehicle and equipment costs.

Several types of data are used toassess vehicle and equipment costs:

• Vehicle costs

• Fuel costs

• Licensing fees

• Medical liability insurance

Vehicle and Equipment Cost

Worksheet

Use this worksheet (Figure 4-9) toestimate the costs of vehicles andequipment required to meet NFPA1710 performance objectives. Entercosts as described below.

Vehicle costs involve many variables:vehicle type, purchase price, leaseterm and interest rates. Once youselect a vehicle type, survey areaemergency vehicle vendors for thesevariables. Lease arrangementsreduce startup costs by spreadingthe cost of the vehicle over severalyears. This is an attractive option fordepartments that lack capital fundsfor vehicle purchase.

A local vehicle dealer can providePurchase Price, Lease Factor andAnnual Lease Payment data for aselected vehicle. Enter these valuesin the appropriate area of theworksheet. Annual Lease Paymentor Purchase Price will be carriedforward to the Summary Worksheet,as required.

Equipment lists and prices, likevehicles, vary based on location.Develop equipment lists as part ofthe system design and as required bystate/provincial or other governmentlicensing authority. Use theworksheet to survey local equipmentvendors for prices and total cost ofeach equipment list. Enter theresults as indicated on the CostWorksheet. These values will becarried over to the SummaryWorksheet.

If the current transport provider cangive you actual fuel usage and costinformation for each vehicle, enteractual Transportation Fuel Costs. Ifnot, estimate Transport Fuel Costs toequal fuel costs for one EMSresponse vehicle in your department,for one year.

Contact the maintenance shop usedby your jurisdiction to estimateMaintenance Costs (e.g., oil changes,preventative maintenance) for theproposed vehicles. If thisinformation is unavailable, useannual EMS response vehiclemaintenance costs multiplied by thetotal number of proposed vehicles.

Every department proposing orupgrading EMS services shouldconsult a Medical Director. An EMSRegional Authority may provide aMedical Director or consultation. Ineither case, enter the cost, if any, fora Medical Director.

EMS Billing Service Charges costsare usually a percentage ofcollectibles recorded by the billingcompany (typically 5-15%). Tocalculate the amount to enter on theSummary Worksheet, multiplyProjected Collectibles by theestimated EMS Billing Charge andenter this operational cost in theappropriate area corresponding to

year of operation.

Consider Medical Liability Insurancefor services providing prehospitalcare that are not given immunity bystate/provincial law. In many areasexisting Good Samaritan laws do notprotect prehospital providers.Contact a medical liability insurancevendor to estimate the Cost ofMedical Liability Insurance foremployees at each training level.Cost entered should reflect only themarginal number of EMS trainedemployees hired or trained tocomplete the system enhancement.In this case, the enhancement is tointegrate EMS transport into firedepartment services.

Service License Fees, EMS VehicleInspection Fees and ALS PersonnelCertification Fees vary from state tostate. A fire department interested inperforming ALS services would beprovided this information by theappropriate state/provincial agencywhen filing an application to provideALS services.

Step 6. Determine Revenue for

Transport

Enter the Estimated Transport CallVolume on the Revenue ProjectionWorksheet (Figure 4-10). Onemethod for estimating this volume isto take the most recent annualtransport volume as recorded by thecurrent transport provider andincrease it by 3% per year. Thenational average call volumeincrease ranges from 2-5% annually.

Enter the Estimated TransportRevenue. Estimate revenue based ontransport call volume, ALS and BLScharges, and payor mix within thesystem. Payor mix may includedollars from Medicare, Medicaid,third-party payors and individuals.Payment amounts may vary by

4-16

insurance plan. Currently Medicare bases itsreimbursement amounts on an ambulance fee schedule.Beginning in 2002, the fee schedule will be phased in,transitioning from the traditional reasonable chargepayment system over a five-year period.

To see sample calculations and notes on revenue andother projections, see Figures 4-11 through 4-15. TheIAFF and IAFC have resources to assist you in projectingrevenue and completing these worksheets. You maycontact the IAFF’s Division of Technical Assistance andInformation Resources at (202) 824-1547. To reach the IAFC call (703) 273-0911.

Step 7. Summarize the Results

Combine personnel costs, training costs and vehiclecosts on a Summary Worksheet. The SummaryWorksheet demonstrates the benefits associated withenhanced service delivery over a specified period.

The data contained on the Summary Worksheet includethe following information:

• Personnel costs

• Training costs

• Equipment costs

• Vehicle costs

Summary Worksheet

The Summary Worksheet (Figure 4-16) consolidates values calculated on otherworksheets and requires entry of some new information.It is important to show the fiscal attributes of yourenhanced system design over a period. Therefore, theSummary Worksheet is formatted to show a three-yearperiod. In systems that incur large startup costs, thepost-transition years reflect the true cost effectiveness ofa fire-based system. In your proposal, it is important toreference the source of information to a previousworksheet or other information source.

Enter the Total Estimated Personnel Costs from theWages Worksheet.

Enter the Total Training Costs from the Training CostWorksheet.

Enter the Total Vehicle Costs from the Vehicle andEquipment Worksheet.

Enter the Total Equipment Costs from the Vehicle andEquipment Worksheet.

Enter the Total Operational Costs from the Vehicle andEquipment Worksheet.

Enter the Estimated Transport Call Volume from theTransport Revenue Projection Worksheet.

Enter the Estimated Transport Revenue from theTransport Revenue Projection Worksheet.

Net Revenues cost obtained with the implementation ofan ALS Transport program are derived by adding totalsfor all of the Estimated Cost Categories and subtractingthis figure from Emergency Transport Revenue.

4-17

Results of a Systematic

Evaluation of City B Scenario

Based on the summary worksheet,certain facts and benefits about yourdepartment and the costs to meetNFPA 1710 performance objectivesbecome apparent, and lead to arecommendation:

• Fact—The estimated revenue inthe first year of operation is$1,086,584, after deducting thestart-up cost of implementing thefire-based system ($1,381,837).

• Fact—Implementation of theproposed fire-based system willcontinue to provide City B withestimated annual revenue inexcess of $1 million, and net three-year revenue of $3,454,260.

• Benefit—Increase the number ofALS capable vehicles available forresponse from the currentallocation of private ambulancesto the implementation of twoparamedics dedicated to City B.

• Benefit—An integrated fire-basedEMS system will allow the firedepartment to respond andtransport rather than handingthose patients off to anotherprovider, promoting continuity ofcare while generating revenue.

• Benefit—The Fire Chief willcontrol both fire suppression andEMS services for the municipality.

• Benefit—The jurisdiction wouldexperience more efficient use oftax dollars, increased productivityand enhancement of fire/EMScapabilities, through the use ofcross-trained/dual-role firefighters, by providing two essentialpublic services in one department.

• Benefit—Fire-based EMS systemdesign allows respondingpersonnel to handle the most time-critical emergency, whether it isfire suppression, rescue or medicalemergency.

Recommendation—The City B FireDepartment needs to hire 21personnel to meet ALS performanceobjectives in NFPA 1710.

Using the AccreditationProcessA method that can be used to assistin implementing 1710 is the Fire andEmergency Self Assessment process,which is utilized within theCommission on Fire AccreditationInternational (CFAI) agencyaccreditation process. The Fire andEmergency Self-Assessment processprovides a mechanism to evaluate 10specific categories of organizationalperformance including more than250 quantitative and qualitativeperformance measures. The primarypurpose of this evaluation is toidentify projects and programs thatcan be measured to verify theprogram’s success in relation toorganizational goals and objectives.Critical components of this processinclude data collection performancemeasurement, data analysis,qualitative versus quantitativemeasurements and the developmentof a “Standards of Response”coverage document. This documentassists in developing a plan for thedeployment of resources based uponthe community’s risks. Forcommunities that have implemented1710, setting the same performanceobjectives as required in thestandard, the document assists inanalyzing how well they are meetingthe standard.

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vera

ge O

n-D

uty-

Inju

ry L

eave

24A

vera

ge V

acat

ion

Leav

e21

6A

vera

ge T

rain

ing

Leav

e7

Ave

rage

Hol

iday

Lea

ve0

Ave

rage

Ber

eave

men

t Le

ave

12A

vera

ge O

ther

Lea

ve12

Tota

l Ave

rage

Lea

ve P

er E

mpl

oyee

343

Ho

urs A

ctu

all

y W

ork

ed

by A

verage E

mp

loyee

2504

Sta

ffin

g F

acto

r C

alc

ula

tio

n

Tota

l ann

ual h

ours

of

wor

k87

60H

ours

act

ually

wor

ked

by a

vera

ge e

mpl

oyee

2504

ST

AF

FIN

G F

AC

TO

R3.

5(T

he n

umbe

r of

em

ploy

ees

requ

ired

to

fill

one

pos

itio

n 24

/7 w

ithi

n th

e de

part

men

t.)

Sum

mar

y: T

otal

hou

rs w

orke

d in

1 y

ear

equa

ls 8

,760

. Ave

rage

hou

rs a

ctua

lly w

orke

d by

a s

ingl

e em

ploy

ee in

1 y

ear

are

2,50

4.H

ours

to

be w

orke

d di

vide

d by

ave

rage

hou

rs a

ctua

lly w

orke

d eq

uals

, the

"st

affi

ng f

acto

r", 3

.5. I

deal

ly, 3

.5 f

ull t

ime

equi

vale

nts

wou

ld b

e ne

eded

to

staf

f ea

ch d

esig

nate

d po

siti

on w

ithi

n th

e de

part

men

t in

ord

er t

o co

ver

all p

osit

ions

24

hour

s a

day,

sev

en d

ays

per

wee

k. T

his

prop

osal

use

s 3.

5 as

the

sta

ffin

g fa

ctor

to

calc

ulat

e th

e to

tal n

umbe

r of

new

hir

es n

eces

sary

to

incr

ease

sta

ffin

gon

eng

ines

fro

m 3

to

4 pe

rson

nel.

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he h

ours

of

wor

k an

d le

ave

usag

e se

ctio

ns o

f th

e C

ity

A P

rofi

le.

4-19

Figu

re 4

-1Ci

ty A

Sta

ffing

Fac

tor W

orks

heet

4-21

Figu

re 4

-2Ci

ty A

Mar

gina

l Per

sonn

el W

orks

heet

Margin

al

Perso

nn

el

Req

uir

em

en

ts W

ork

sh

eet

- C

urren

t

Min

imum

Type

of

# of

Staf

fing

Staf

fing

Tota

l Per

sonn

elA

ppar

atus

App

arat

usLe

vels

Fac

tor

Req

uire

d

Eng

ine

354

3.5

490

Eng

ine

203

3.5

210

Ladd

er21

43.

529

4R

escu

e28

23.

519

6C

hief

's C

ar10

23.

570

Oth

er

Cu

rren

t T

ota

l12

60

Min

imum

Type

of

# of

Staf

fing

Staf

fing

Tota

l Per

sonn

elA

ppar

atus

App

arat

usLe

vels

Fac

tor

Req

uire

d

Eng

ine

354

3.5

490

Eng

ine

204

3.5

280

Ladd

er21

43.

529

4R

escu

e28

23.

519

6C

hief

's C

ar10

23.

570

Oth

er

Pro

po

sed

To

tal

1330

Margin

al

Perso

nn

el

Dif

feren

ce B

etw

een

Cu

rren

t an

d P

ro

po

sed

70

Sum

mar

y: I

n or

der

to e

nhan

ce s

taff

ing

leve

ls o

n en

gine

com

pani

es w

ithi

n N

FPA

171

0 sy

stem

per

form

ance

obj

ecti

ves,

Cit

y A

mus

t hi

re 7

0 pe

rson

nel.

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he c

urre

nt r

esou

rces

sec

tion

of

the

Cit

y A

Pro

file

.

Year

1Ye

ar 2

Year

3

Mar

gina

l Per

sonn

el25

2520

Wag

es$7

28,7

25$1

,644

,475

$2,4

81,1

60Lo

ngev

ity

Pay

$0$0

$0H

irin

g C

osts

$11,

250

$11,

250

$9,0

00In

cent

ive

Pay

$7,2

87$1

6,44

5$2

4,81

2St

atio

n U

nifo

rms

$7,5

00$7

,500

$7,5

00

Ben

efit

s

Pen

sion

Con

trib

utio

n$2

5,50

5$5

7,55

7$8

6,84

1M

edic

are

$12,

753

$28,

778

$43,

420

Hea

lth

Insu

ranc

e$1

37,5

00$2

75,0

00$3

85,0

00Li

fe I

nsur

ance

$1,0

00$2

,000

$2,8

00

Tota

l Est

imat

ed P

erso

nnel

Cos

t$9

31,5

20$2

,043

,005

$3,0

40,5

33

4-23

Figu

re 4

-3Ci

ty A

Wag

es W

orks

heet

4-25

Figu

re 4

-4Ci

ty A

Tra

inin

g an

d Pr

otec

tive

Gear

Wor

kshe

et

Year

1Ye

ar 2

Year

3T

rain

ing C

osts

Fir

e Su

ppre

ssio

n Tr

aini

ng$0

$0$0

EM

T T

rain

ing

$1,2

50$1

,250

$1,0

00

Tota

l Tra

inin

g C

osts

$1,2

50$1

,250

$1,0

00

Pro

tecti

ve G

ear C

osts

Pro

tect

ive

Gea

r$4

9,25

0$4

9,25

0$3

9,40

0

Tota

l Pro

tect

ive

Gea

r C

osts

$49,

250

$49,

250

$39,

400

To

tal

Train

ing a

nd

Pro

tecti

ve G

ear C

osts

$50,

500

$50,

500

$40,

400

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he c

urre

nt r

esou

rces

sec

tion

of

the

Cit

y A

Pro

file

.

4-27

Figu

re 4

-5Ci

ty A

Sum

mar

y W

orks

heet Ye

ar 1

Year

2Ye

ar 3

Tota

l Per

sonn

el C

osts

$931

,520

$2,0

43,0

05$3

,040

,533

Tota

l Tra

inin

g C

osts

$1,2

50$1

,250

$1,0

00To

tal P

rote

ctiv

e G

ear

Cos

ts$4

9,25

0$4

9,25

0$3

9,40

0

To

tal

Esti

mate

d C

osts

$982

,020

$2,0

93,5

05$3

,080

,933

4-29

To e

nsur

e th

at a

dequ

ate

staf

f ar

e av

aila

ble

to c

over

nec

essa

ry p

osit

ions

, inc

ludi

ng c

over

age

for

empl

oyee

s on

var

ious

type

s of

leav

e, a

“St

affi

ng F

acto

r” s

houl

d be

cal

cula

ted.

Ho

urs o

f w

ork

to

be c

overed

in

1 y

ear

Day

s of

wor

k36

5H

ours

of

wor

k24

Tota

l ann

ual h

ours

of

wor

k87

60

Nu

mb

er o

f S

hif

ts/P

lato

on

s4

Hou

rs w

orke

d pe

r gr

oup

2190

(876

0 di

vide

d by

# o

f sh

ifts

)

Wo

rk

week

(H

ou

rs)

42

Average L

eave U

sed

Per E

mp

loyee (

Ho

urs)

Ave

rage

Sic

k Le

ave

48A

vera

ge O

n-D

uty-

Inju

ry L

eave

42A

vera

ge V

acat

ion

Leav

e41

7A

vera

ge T

rain

ing

Leav

e5

Ave

rage

Hol

iday

Lea

ve0

Ave

rage

Ber

eave

men

t Le

ave

8A

vera

ge O

ther

Lea

ve8

Tota

l Ave

rage

Lea

ve P

er E

mpl

oyee

528

Ho

urs A

ctu

all

y W

ork

ed

by A

verage E

mp

loyee

1662

Sta

ffin

g F

acto

r C

alc

ula

tio

n

Tota

l ann

ual h

ours

of

wor

k87

60H

ours

act

ually

wor

ked

by a

vera

ge e

mpl

oyee

1662

ST

AF

FIN

G F

AC

TO

R5.

3(T

he n

umbe

r of

em

ploy

ees

requ

ired

to f

ill o

ne p

osit

ion

24/7

wit

hin

the

depa

rtm

ent.

)

Sum

mar

y: T

otal

hou

rs w

orke

d in

1 y

ear

equa

ls 8

,760

. Ave

rage

hou

rs a

ctua

lly w

orke

d by

a s

ingl

e em

ploy

ee in

1 y

ear

are

1,66

2.H

ours

to

be w

orke

d di

vide

d by

ave

rage

hou

rs a

ctua

lly w

orke

d eq

uals

, the

“st

affi

ng f

acto

r”, 5

.3. I

deal

ly, 5

.3 f

ull t

ime

equi

vale

nts

wou

ld b

e ne

eded

to

staf

f ea

ch d

esig

nate

d po

siti

on w

ithi

n th

e de

part

men

t in

ord

er t

o co

ver

all p

osit

ions

24

hour

s a

day,

sev

en d

ays

per

wee

k. T

his

prop

osal

use

s 5.

3 as

the

sta

ffin

g fa

ctor

to

calc

ulat

e th

e to

tal n

umbe

r of

new

hir

es n

eces

sary

to

inte

grat

e A

LS a

ndtr

ansp

ort

serv

ices

into

the

fir

e de

part

men

t.

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he h

ours

of

wor

k an

d le

ave

usag

e se

ctio

ns o

f th

e C

ity

B P

rofi

le.

Figu

re 4

-6Ci

ty B

Sta

ffing

Fac

tor W

orks

heet

4-31

Figu

re 4

-7Ci

ty B

Mar

gina

l Per

sonn

el R

equi

rem

ents

Wor

kshe

et

Min

imum

Ty

pe o

f#

ofSt

affi

ngSt

affi

ngTo

tal P

erso

nnel

App

arat

usA

ppar

atus

Leve

lsF

acto

rR

equi

red

Eng

ine

74

5.3

148

Ladd

er2

45.

342

Res

cue

12

5.3

11C

hief

's C

ar1

25.

311

Oth

er

Cu

rren

t T

ota

l21

2

Min

imum

Ty

pe o

f#

ofSt

affi

ngSt

affi

ngTo

tal P

erso

nnel

App

arat

usA

ppar

atus

Leve

lsF

acto

rR

equi

red

Eng

ine

74

5.3

148

Ladd

er2

45.

342

Res

cue

12

5.3

11C

hief

's C

ar1

25.

311

Am

bula

nce

22

5.3

21O

ther

Pro

po

sed

To

tal

233

Margin

al

Perso

nn

el

Dif

feren

ce B

etw

een

Cu

rren

t an

d P

ro

po

sed

21

Sum

mar

y: I

n or

der

to p

rovi

de A

LS T

rans

port

ser

vice

wit

hin

NF

PA 1

710

syst

em p

erfo

rman

ce o

bjec

tive

s, C

ity

B

mus

t hi

re 2

1 fi

re f

ight

er/p

aram

edic

s.

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he c

urre

nt r

esou

rces

sec

tion

of

the

Cit

y B

Pro

file

.

4-33

Figu

re 4

-8Ci

ty B

Wag

es W

orks

heet

Year

1Ye

ar 2

Year

3

Mar

gina

l Per

sonn

el21

new

hir

es0

new

hir

es0

new

hir

es

Wag

es$6

18,8

70$7

92,4

98$8

11,3

98Lo

ngev

ity

Pay

$0$1

5,85

0$1

6,22

8H

irin

g C

osts

$8,4

00$0

$0In

cent

ive

Pay

$4,6

42$5

,944

$6,0

85U

nifo

rm A

llow

ance

$15,

330

$15,

330

$15,

330

Ben

efit

s

Pen

sion

Con

trib

utio

n$2

1,66

0$2

7,73

7$2

8,39

9M

edic

are

$8,9

74$1

1,49

1$1

1,76

5H

ealt

h In

sura

nce

$139

,062

$139

,062

$139

,062

Life

Ins

uran

ce$1

,260

$1,2

60$1

,260

Tota

l Est

imat

ed P

erso

nnel

Cos

t$8

18,1

98$1

,009

,172

$1,0

29,5

27

Not

e: D

ata

used

in t

his

wor

kshe

et c

an b

e fo

und

in t

he w

ages

and

ben

efit

sse

ctio

n of

the

Cit

y B

Pro

file

.

4-35

Figu

re 4

-9Ci

ty B

Veh

icle

and

Equ

ipm

ent C

ost W

orks

heet

Year

1Ye

ar 2

Year

3Veh

icle

Co

st

Tran

spor

t U

nits

20

0A

mbu

lanc

e Le

ase

$82,

210

$82,

210

$82,

210

Tota

l Est

imat

ed A

ppar

atus

Cos

t$8

2,21

0$8

2,21

0$8

2,21

0

Eq

uip

men

t C

osts

BLS

Tra

nspo

rt E

quip

men

t$7

,403

$0$0

ALS

Tra

nspo

rt E

quip

men

t$1

,451

$0$0

Mon

itor

/Def

ibri

llato

rs$2

0,17

4$0

$0D

ispo

sabl

e Su

pplie

sB

LS D

ispo

sabl

es

$29,

242

$30,

119

$31,

022

ALS

Dis

posa

bles

$7

7,13

9$7

9,45

1$8

1,83

4E

MS

Equ

ipm

ent

Mai

nten

ance

$4,0

00$4

,000

$4,0

00R

equi

red

Rad

ios

$10,

154

$0$0

Pro

tect

ive

Equ

ipm

ent

$41,

370

$0$0

Tota

l Est

imat

ed E

quip

men

t C

ost

$190

,933

$113

,570

$116

,856

Op

erati

on

al

Co

sts

Est

imat

ed T

rans

port

Fue

l and

Mai

nten

ance

$8,0

00$8

,000

$8,0

00M

edic

al D

irec

tor

$18,

986

$19,

376

$19,

777

EM

S B

illin

g C

harg

es$1

72,0

57$1

78,3

79$1

84,9

25M

edic

al L

iabi

lity

Insu

ranc

e$0

$0$0

Serv

ice

Lice

nse

Fee

$100

$100

$100

EM

S Ve

hicl

e In

spec

tion

Fee

$50

$50

$50

ALS

Per

sonn

el C

erti

fica

tion

Fee

$4,2

00$4

,200

$4,2

00

Tota

l Est

imat

ed O

pera

tion

s C

osts

$203

,393

$210

,105

$217

,052

4-37

Figu

re 4

-10

Reve

nue

Proj

ectio

n Ba

sed

on T

otal

Pay

or M

ix fo

r Am

bula

nce

Serv

ices

(inc

ludi

ng M

edic

are

data

from

Fig

ures

4-1

2, 4

-13

and

4-14

)

Year 1

Year 2

Year 3

Year 4

Pro

jecte

d T

ota

l T

ran

sp

orts

(3%

in

crease p

er y

ear)

17,

639

7,86

88,

104

8,34

7

Pro

jecte

d M

ed

icare T

ran

sp

orts

(39%

of

tota

l tr

an

sp

orts

)2

2,97

93,

069

3,16

13,

255

Pro

jecte

d O

ther T

hir

d-P

arty

Payo

r/P

riv

ate

Pay T

ran

sp

orts

34,

660

4,79

94,

943

5,09

2

No

n-M

ed

icare B

LS

Em

ergen

cy T

ran

sp

orts

43,

076

3,16

73,

262

3,36

1(B

ase R

ate

=$305.0

0)

5P

roje

cted

Cha

rges

$93

8,18

0.00

$96

5,93

5.00

$99

4,91

0.00

$1,

025,

105.

00

No

n-M

ed

icare A

LS

Em

ergen

cy T

ran

sp

orts

61,

584

1,63

21,

681

1,73

1(B

ase R

ate

=$425.0

0)

Pro

ject

ed C

harg

es$

673,

200.

00$

693,

600.

00$

714,

425.

00$

735,

675.

00

Tran

sp

ort

Mil

eage

23,3

0023

,995

24,7

1525

,460

($6.0

0/m

ile,

avg.

of

5 m

iles)

Pro

ject

ed C

harg

es$

139,

800.

00$

143,

970.

00$

148,

290.

00$

152,

760.

00

Ox

ygen

an

d S

up

pli

es (

50%

of

BL

S a

nd

100%

of

AL

S)

3,12

23,

216

3,31

23,

412

($35/t

ran

sp

ort

usin

g o

xygen

)P

roje

cted

Cha

rges

$10

9,27

0.00

$11

2,56

0.00

$11

5,92

0.00

$11

9,42

0.00

EK

G M

on

ito

r (

50%

of

BL

S a

nd

100%

of

AL

S)

3,12

2 3,

216

3,31

23,

412

($90.0

0/t

ran

sp

ort

usin

g E

KG

)P

roje

cted

Cha

rges

$46

8,30

0.00

$48

2,40

0.00

$49

6,80

0.00

$51

1,80

0.00

Pro

jecte

d N

on

-Med

icare T

ota

l C

harges

$2,3

28,7

50.0

0$

2,3

98,4

65.0

0$

2,4

70,3

45.0

0$

2,5

44,7

60.0

0

Pro

jecte

d M

ed

icare T

ota

l C

harges

7$

756,7

76.6

2$

807,0

95.0

3$

859,5

67.5

6$

754,6

93.5

3

Su

mm

ary

Year 1

Year 2

Year 3

Year 4

Tota

l Bill

able

s8$

3,08

5,52

6.62

$3,

205,

560.

03$

3,32

9,91

2.56

$3,

299,

453.

53Le

ss 2

0% A

llow

ance

s, W

rite

-Off

s, a

nd B

ad D

ebt9

$61

7,10

5.32

$64

1,11

2.01

$66

5,98

2.51

$65

9,89

0.71

Esti

mate

d C

oll

ecti

ble

s1

0$

2,4

68,4

21.2

9$

2,5

64,4

48.0

2$

2,6

63,9

30.0

5$

2,6

39,5

62.8

2

4-39

Figu

re 4

-11

City

B R

even

ue P

roje

ctio

n To

tal P

ayor

Mix

Not

es

1 Sou

rce:

Pro

ject

ed, b

ased

on

Cit

y B

Fir

e D

epar

tmen

t da

ta.

2 Acc

ordi

ng t

o th

e U

S C

ensu

s ap

prox

imat

ely

19.5

% o

f th

e C

ount

y po

pula

tion

is 6

5 ye

ars

old

or o

lder

. Sin

ce t

his

popu

lati

on is

mor

e lik

ely

to r

equi

re a

mbu

lanc

e se

rvic

es,

perh

aps

as m

uch

as t

wo

tim

es m

ore

likel

y, t

his

age

grou

p's

perc

enta

ge w

ithi

n th

e co

mm

unit

y w

as d

oubl

ed a

s pr

oxy

for

the

perc

enta

ge o

f tr

ansp

orts

tha

t ca

n be

expe

cted

to

be c

over

ed b

y M

edic

are.

The

act

ual p

erce

ntag

e of

tra

nspo

rts

in C

ity

B c

over

ed b

y M

edic

are

may

var

y.

3 Tot

al t

rans

port

s le

ss p

roje

cted

Med

icar

e tr

ansp

orts

. Tra

nspo

rts

not

cove

red

by M

edic

are,

cov

ered

by

com

mer

cial

hea

lth

insu

ranc

e, o

r pr

ivat

e pa

y.

4 Bas

ic L

ife

Supp

ort

(BLS

): T

rans

port

atio

n by

gro

und

ambu

lanc

e ve

hicl

e an

d m

edic

ally

nec

essa

ry s

uppl

ies

and

serv

ices

, plu

s th

e pr

ovis

ion

of B

LS a

mbu

lanc

e se

rvic

es.

The

am

bula

nce

mus

t be

sta

ffed

by

an in

divi

dual

who

is q

ualif

ied

in a

ccor

danc

e w

ith

Stat

e an

d lo

cal l

aws

as a

n em

erge

ncy

med

ical

tec

hnic

ian-

basi

c (E

MT-

B).

5 Bas

e an

d it

emiz

ed p

roce

dure

and

sup

ply

char

ges

base

d on

act

ual a

mbu

lanc

e pr

ovid

er in

voic

es a

nd C

ente

rs f

or M

edic

are

Serv

ices

(C

MS)

pre

vaili

ng r

ate

data

.

6 Adv

ance

d Li

fe S

uppo

rt (

ALS

): W

here

med

ical

ly n

eces

sary

, the

pro

visi

on o

f an

ass

essm

ent

by a

n ad

vanc

ed li

fe s

uppo

rt p

rovi

der

and/

or t

he p

rovi

sion

of

one

or m

ore

ALS

inte

rven

tion

s. A

n A

LS p

rovi

der

is d

efin

ed a

s a

prov

ider

tra

ined

to

the

leve

l of

the

EM

T-In

term

edia

te o

r P

aram

edic

in a

ccor

danc

e w

ith

stat

e an

d so

cal l

aws.

An

ALS

inte

rven

tion

is d

efin

ed a

s a

proc

edur

e th

at is

, in

acco

rdan

ce w

ith

stat

e an

d lo

cal l

aws,

bey

ond

the

scop

e of

aut

hori

ty o

f an

EM

T-B

asic

. App

roxi

mat

ely

34%

of

all

tran

spor

ts. S

ourc

e: C

ity

B F

D.

7 See

“M

edic

are

Cal

cula

tion

s.”

8 The

am

ount

bill

ed t

o M

edic

are,

Com

mer

cial

Hea

lth

Insu

ranc

e P

ayor

s, a

nd p

riva

te-p

ay p

atie

nts.

9 Cit

y B

Fir

e D

epar

tmen

t es

tim

ates

an

over

all a

rea

colle

ctio

n ra

te o

f ap

prox

imat

ely

80%

: ~10

% -

Not

col

lect

ed d

ue t

o co

ntra

ctua

l allo

wan

ces;

~10

% -

Lost

to

pati

ent

non-

paym

ent/

bad

debt

.

10E

stim

ated

col

lect

ible

s if

all

pati

ents

are

bill

ed b

ased

on

Cur

rent

Met

hod

4 F

ee S

ched

ules

and

the

CM

S A

mbu

lanc

e F

ee S

ched

ule.

Act

ual a

mou

nts

colle

cted

will

depe

nd o

n th

e pa

yor

mix

of

tran

spor

ted

pati

ents

and

the

act

ual c

olle

ctio

n ra

te.

4-41

Figu

re 4

-12

City

B R

even

ue P

roje

ctio

n Va

riabl

es B

ased

on

the

Med

icar

e Fe

e Sc

hedu

le fo

r Am

bula

nce

Serv

ices

% C

hang

eE

st.

Year 1

Tran

sp

orts

12,

979

% T

o C

hang

e in

200

220

%P

ercen

t B

LS

266

.00%

% C

um. T

o C

hang

e in

200

340

%P

ercen

t A

LS

13

24.0

0%

% C

um. T

o C

hang

e in

200

460

%P

ercen

t A

LS

24

10.0

0%

% C

um. T

o C

hang

e in

200

580

%P

ercen

t S

CT

50.

00%

Am

bula

nce

Fee

Sch

edul

e F

ully

Im

plem

ente

d in

200

610

0%P

ercen

t In

crease/Y

ear

73.

00%

Co

un

ty G

eo

grap

hic

Practi

ce C

ost

Ind

ex

(G

PC

I)6

0.9

30

Pro

po

sed

Fee

GP

CI

Ad

juste

d F

ee

BL

S N

on

-Em

ergen

cy

$17

0.54

$

162.

18

BL

S E

mergen

cy

$27

2.86

$

259.

49

AL

S N

on

-Em

ergen

cy

$20

4.65

$

194.

62

AL

S E

mergen

cy

$32

4.03

$

308.

15

AL

S E

mergen

cy L

evel

2$

468.

99

$44

6.01

Crit

ical

Care T

ran

sp

ort

$55

4.26

$

527.

10

Mil

eage

$5.

47

$5.

47

Prem

ium

Mil

eage (

Ru

ral,

fir

st

17 m

iles)

$8.

21

$8.

21

4-43

Figu

re 4

-13

City

B R

even

ue C

alcu

latio

ns B

ased

on

the

Med

icar

e Fe

e Sc

hedu

le fo

r Am

bula

nce

Serv

ices

Year 1

Year 2

Year 3

Year 4

OL

D S

yste

m8

0%

60

%4

0%

20

%

CM

S P

ays

8

BL

S T

ran

sp

ort

$21

3.92

$17

1.14

$12

8.35

$85

.57

$-

AL

S T

ran

sp

ort

$30

5.60

$24

4.48

$18

3.36

$12

2.24

$-

No

n-T

ran

sp

ort

Mil

eage

$6.

00$

4.80

$3.

60$

2.40

$-

NE

W S

yste

m2

0%

40

%6

0%

80

%

CM

S P

ays

9

BL

S N

on

-Em

ergen

cy

$16

2.18

BL

S E

mergen

cy

$25

9.49

$51

.90

$10

3.80

$15

5.69

$20

7.59

AL

S N

on

-Em

ergen

cy

$19

4.62

AL

S E

mergen

cy L

evel

1$

308.

15$

61.6

3$

123.

26$

184.

89$

246.

52

AL

S E

mergen

cy L

evel

2$

446.

01$

89.2

0$

178.

40$

267.

61$

356.

81

Crit

ical

Care T

ran

sp

ort

$52

7.10

$-

$-

$-

$-

Mil

eage

$5.

47$

1.09

$2.

19$

3.28

$4.

38

Prem

ium

Mil

eage (

Ru

ral,

fir

st

17 m

iles)

$8.

21

4-45

Figu

re 4

-14

City

B R

even

ue P

roje

ctio

n Ca

lcul

atio

ns B

ased

on

the

Med

icar

e Fe

e Sc

hedu

le fo

r Am

bula

nce

Serv

ices

, Con

tinue

dYear 1

Year 2

Year 3

Year 4

Pro

jecte

d T

ota

l T

ran

sp

orts

(fr

om

previo

us s

heet)

2,97

93,

069

3,16

13,

255

BL

S N

on

-Em

ergen

cy T

ran

sp

orts

00

00

Pro

ject

ed C

harg

es$-

-$

--$

--$

-

BL

S E

mergen

cy T

ran

sp

orts

1,96

62,

026

2,08

62,

148

Pro

ject

ed C

harg

es$

438,

516.

01$

470,

224.

95$

503,

335.

08$

445,

969.

65

AL

S N

on

-Em

ergen

cy T

ran

sp

orts

00

00

Pro

ject

ed C

harg

es$-

-$

-$

-$

-

AL

S E

mergen

cy L

evel

1 T

ran

sp

orts

715

737

759

781

Pro

ject

ed C

harg

es$2

18,8

56.7

7$22

5,84

4.77

$233

,002

.25$

192,

583.

01

AL

S E

mergen

cy L

evel

2 T

ran

sp

orts

298

307

316

326

Pro

ject

ed C

harg

es$

99,4

03.8

4$

111,

025.

31$

123,

230.

22$

116,

140.

87

Sp

ecia

lty C

are T

ran

sp

orts

00

00

Pro

ject

ed C

harg

es$

-$

-$

-$

-

Pro

jecte

d T

ota

l C

harges

$756,7

76.6

2$

807

,095.0

3$

859,5

67.5

6$

754,6

93.5

3

Su

mm

ary

Year 1

Year 2

Year 3

Year 4

Tota

l Bill

able

s$

756,

776.

62$

807,

095.

03$

859,

567.

56$

754,

693.

53

Less

20%

Wri

te-O

ffs

and

Bad

Deb

t10$

151,

355.

32$

161,

419.

01$

171,

913.

51$

150,

938.

71

Esti

mate

d C

oll

ecti

ble

s1

1$

605,4

21.2

9$

645,6

76.0

2$

687,6

54.0

5$

603,7

54.8

2

4-47

Figu

re 4

-15

City

B R

even

ue P

roje

ctio

n M

edic

are

Fee

Sche

dule

Not

es fo

r Fig

ures

4-1

3 an

d 4-

14

1 Sou

rce:

Cit

y B

Fir

e D

epar

tmen

t.

2 Bas

ic L

ife

Supp

ort

(BLS

): T

rans

port

atio

n by

gro

und

ambu

lanc

e ve

hicl

e an

d m

edic

ally

nec

essa

ry s

uppl

ies

and

serv

ices

, plu

s th

e pr

ovis

ion

of B

LS a

mbu

lanc

e se

rvic

es.

The

am

bula

nce

mus

t be

sta

ffed

by

an in

divi

dual

who

is q

ualif

ied

in a

ccor

danc

e w

ith

stat

e an

d lo

cal l

aws

as a

n em

erge

ncy

med

ical

tec

hnic

ian-

basi

c (E

MT-

B).

3 Adv

ance

d Li

fe S

uppo

rt (

ALS

1): W

here

med

ical

ly n

eces

sary

, the

pro

visi

on o

f an

ass

essm

ent

by a

n ad

vanc

ed li

fe s

uppo

rt p

rovi

der

and/

or t

he p

rovi

sion

of

one

or m

ore

ALS

inte

rven

tion

s. A

n A

LS p

rovi

der

is d

efin

ed a

s a

prov

ider

tra

ined

to

the

leve

l of

the

EM

T-In

term

edia

te o

r P

aram

edic

in a

ccor

danc

e w

ith

stat

e an

d lo

cal l

aws.

An

ALS

inte

rven

tion

is d

efin

ed a

s a

proc

edur

e th

at is

, in

acco

rdan

ce w

ith

stat

e an

d lo

cal l

aws,

bey

ond

the

scop

e of

aut

hori

ty o

f an

EM

T-B

asic

. App

roxi

mat

ely

34%

of

all

tran

spor

ts. S

ourc

e: C

ity

B F

D.

4 ALS

2: W

here

med

ical

ly n

eces

sary

, the

adm

inis

trat

ion

of a

t le

ast

thre

e m

edic

atio

ns a

nd/o

r th

e pr

ovis

ion

of o

ne o

r m

ore

of t

he f

ollo

win

g A

LS P

roce

dure

s: M

anua

lD

efib

rilla

tion

/Car

diov

ersi

on, E

ndot

rach

eal I

ntub

atio

n, C

entr

al V

enou

s Li

ne, C

ardi

ac P

acin

g, C

hest

Dec

ompr

essi

on, S

urgi

cal A

irw

ay, I

ntra

osse

ous

Line

.

5 Spe

cial

ty C

are

Tran

spor

t (S

CT

): I

nter

faci

lity

tran

spor

tati

on o

f a

crit

ical

ly in

jure

d or

ill b

enef

icia

ry b

y gr

ound

am

bula

nce

vehi

cle,

incl

udin

g m

edic

ally

nec

essa

rysu

pplie

s an

d se

rvic

es, a

t a

leve

l of

serv

ice

beyo

nd t

he s

cope

of

the

EM

T-P

aram

edic

. SC

T is

nec

essa

ry w

hen

a be

nefi

ciar

y's

cond

itio

n re

quir

es o

ngoi

ng c

are

that

mus

t be

furn

ishe

d by

one

or

mor

e he

alth

pro

fess

iona

ls in

an

appr

opri

ate

spec

ialt

y ar

ea, f

or e

xam

ple,

nur

sing

, em

erge

ncy

med

icin

e, r

espi

rato

ry c

are,

car

diov

ascu

lar

care

, or

para

med

ic w

ith

addi

tion

al t

rain

ing.

6 The

200

1 G

eogr

aphi

c P

ract

ice

Cos

t In

dex

(GP

CI)

mea

sure

s di

ffer

ence

s in

the

cos

ts o

f op

erat

ing

a m

edic

al p

ract

ice

amon

g fe

e sc

hedu

le p

aym

ent

area

s re

lati

ve t

o th

ena

tion

al a

vera

ge. T

he la

w r

equi

res

that

the

GP

CI

mea

sure

the

res

ourc

e co

st d

iffe

renc

es a

mon

g ar

eas

such

as

empl

oyee

wag

es, r

ents

, med

ical

equ

ipm

ent

and

supp

lies.

In t

he P

ropo

sed

Fee

Sch

edul

e G

PC

I is

use

d to

adj

ust

the

Pro

pose

d F

ees

to m

ore

clos

ely

appr

oxim

ate

the

actu

al lo

cal c

ost

of p

rovi

ding

tra

nspo

rt s

ervi

ces.

7 Pro

ject

ed a

nnua

l inc

reas

e in

tra

nspo

rt v

olum

e. S

ourc

e: C

ity

B F

ire

Dep

artm

ent.

8 Med

icar

e re

imbu

rsem

ent

for

each

leve

l of

tran

spor

t. So

urce

: Act

ual p

riva

te a

mbu

lanc

e in

voic

es a

nd C

MS

data

.

9 Sub

ject

to

impl

emen

tati

on o

f th

e C

MS

Am

bula

nce

Fee

Sch

edul

e.

10U

nder

the

pro

pose

d A

mbu

lanc

e F

ee S

ched

ule

Med

icar

e w

ill p

ay 8

0% o

f th

e lis

ted

char

ges

wit

h th

e pa

tien

t re

spon

sibl

e fo

r th

e re

mai

ning

20%

. Med

icar

e pr

ovid

ers

may

not

bill

the

pat

ient

for

any

am

ount

bey

ond

the

esta

blis

hed

fees

. The

loca

l col

lect

ion

rate

is a

ppro

x. 8

0%. S

ourc

e: C

ity

B F

ire

Dep

t.

11E

stim

ated

col

lect

ible

s if

all

pati

ents

are

bill

ed b

ased

on

the

CM

S A

mbu

lanc

e F

ee S

ched

ule.

Act

ual a

mou

nts

colle

cted

will

dep

end

on t

he p

ayor

mix

of

tran

spor

ted

pati

ents

and

the

act

ual c

olle

ctio

n ra

te.

4-49

Figu

re 4

-16

City

B B

udge

tary

Impa

ct S

umm

ary

Base

d on

Cos

t She

ets

and

Reve

nue

Proj

ectio

ns In

clud

ed in

Fig

ures

4-7

thro

ugh

4-13

Year

1Ye

ar 2

Year

3

Pro

jecte

d R

even

ue

Est

imat

ed A

rea

Tran

spor

t Vo

lum

e76

3978

6881

04E

mer

genc

y Tr

ansp

ort

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5-1

In this section we present additional materials referenced in previoussections that will help you in the implementation process. Other resourcesare contained on the CD that you received with the printed handbook.

Endorsements by StakeholdersThe video that accompanies this guidebook includes statements fromseveral elected local government officials and fire safety officials whoindicate their understanding of and support for NFPA 1710 Standard.Following are letters from some of those officials that you may use whencircumstances make showing the videotape difficult.

STRATEGIC PLANNING AND PROPOSING

5-9

Responding to QuestionsDuring your conversations with localofficials about the value of adoptingStandard 1710, you are likely to hearmany of the same issues raisedduring debates before NFPA. In thissection we list several of the issuesmost frequently raised, and ourresponse to each.

1710 Undermines Local

Democracy

The Concern

Standard 1710 is unnecessary andundermines local democracy. Localgovernment knows how best to runour fire department based on theparticular needs of our community.

The Response

Throughout its history, the NFPA hasissued standards establishingminimum requirements related tobuilding safety, fire apparatus,clothing, hose lines, rescue tools,occupational safety and other areasto reduce the hazards of fire. Thesestandards established minimumrequirements that are applied to, andfollowed by, fire departmentslocated in jurisdictions throughoutNorth America. It is very likely thatour jurisdiction has adopted someportion of the NFPA’s codes andstandards, and it is almost certainthat our fire department haspurchased fire equipmentspecifically designed to meet NFPAsafety standards.

NFPA’s standards apply to alljurisdictions regardless of theirgeography, topography, fiscalcapacity, service burdens, populationdensity or similar local variations.This universal adoption occursbecause a fire burns the same way inLos Angeles or New York City as itdoes in a small town. Standard 1710

is based on the same universalprinciple. The standard relies onscientific studies of how fires behaveand spread in order to establishfeasible staffing and deploymentcriteria designed to optimally reduceinjury and damage due to fire.

Local governments across NorthAmerica adopted NFPA codes orstandards that regulate fireapparatus, clothing, hose lines andrescue tools, even though adherenceto these standards and codes mayhave imposed significant costs. Onereason someone might be concernedabout preserving local control overthe issues regulated by Standard1710 is that this standard addressesstaffing issues, or personnel, ratherthan inanimate objects such asbuildings or fire equipment.

Ensuring adequate deployment offire fighter personnel must be thehighest priority of a fire department.

1710 Has No Scientific Basis

The Concern

The 1710 Standard has no scientificbasis.

The Response

Standard 1710 represents theculmination of a 10-year process.During this process the fire serviceprofessionals on the NFPA TechnicalCommittees assigned to develop thestandard applied their real-worldexperience when reviewing reams ofempirical data to develop thestaffing and deployment criteriafound in the standard.

Some of the most important criteriain 1710 are based on the firepropagation curve, a universallyaccepted, empirically-basedmeasurement of how quickly a firewill reach the flashover stage and

potentially spread to surroundingbuildings if left unaddressed. Themedical response times establishedby 1710 are based on well-established, empirically-basedmeasurements of the maximumamount of time that a patient incardiac arrest can survive withoutintervention.

(Note: For more detailed informationon these data see the bibliography inSection 5.)

1710 Undermines Public Safety

The Concern

The 1710 Standard underminespublic safety because it will requireshifting resources from fireprevention to fire suppression.

The Response

Most fire departments provide bothfire prevention and fire suppressionservices. Many career firedepartments use staffing andresources to address numerousfacets of their jurisdictions’ fireservice requirements, including fireprevention, training, fire inspection,fire dispatch, emergency medicalservices, hazardous materialstraining and response, confinedspace rescue and/or weapons ofmass destruction response. The firefighters employed by thesedepartments perform a number ofthese roles—a situation thatStandard 1710 would not change.

The standard would, in fact, enhancepublic safety. Money spent to hire anadditional fire fighter to comply withthe 1710 Standard will increase boththe jurisdiction’s ability to fight firesand its capacity to prevent them.Such a change may also enhance thejurisdiction’s ability to provide forthe public’s health—throughemergency medical services—and

5-10

the public’s safety, through better rescue and HazMatresponse.

1710 Jeopardizes public safety

The Concern

Adherence to the 1710 Standard will require allocation offunds to fire departments at the expense of the policedepartment, thereby jeopardizing public safety.

The Response

As discussed in the previous response, adherence to the1710 Standard will only enhance the public’s safety. Localgovernments are constantly required to allocate limitedresources between competing citizen demands forservices. Certainly, a city’s resources should be primarilydirected towards ensuring that its citizens’ health andsafety are protected from physical harm. It is hard tocome up with a better example of how this can beaccomplished than by ensuring compliance with the 1710Standard.

The argument that a city will have to take from its policedepartment what it gives to its fire department isnonsense. A responsible local government must ensurethat the city’s police and fire departments are sufficientlyfunded to protect the public’s health and safety. Moreover,the same concern could be cited with respect to anydecision to allocate resources towards performance of avital city function. For instance, one could also argue thatproviding a sufficient number of sanitation workers limitsthe city’s ability to hire additional police officers, butcitizens are clearly not willing to tolerate piles of garbageon their streets to accomplish this purpose. The case is nodifferent, nor should it be different, with respect to theneed to maintain a safe and effective fire department.

1710 Is Too Costly

The Concern

Implementation of the 1710 Standard will require thejurisdiction to increase taxes. We can’t implementsomething like this during a recession.

The Response

First of all, it is by no means a foregone conclusion that ajurisdiction will have to expend additional resources tobring its fire department into compliance with the 1710Standard, much less raise taxes to accomplish this result.Even if a fire department requires additional expendituresto comply with 1710, local governments are routinely

required to make adjustments to resource allocationswithin existing budgets to ensure that the jurisdiction’svarious departments are providing adequate services. Ifexisting resources cannot be reallocated to the firedepartment to ensure compliance with the 1710 Standard,federal or state grant money may be available to assist alocality in providing minimally adequate fire response.And even if all other sources of potential revenue areexhausted, and a tax increase is ultimately deemednecessary, citizens in several jurisdictions have alreadyapproved referenda raising revenue for the specificpurpose of complying with the 1710 Standard. A slightincrease in sales taxes to ensure adequate fire protectionis much cheaper than the alternatives—namely, loss of lifeand property to fire, and corresponding increases in fireinsurance rates.

Current Staffing and Equipment Are Adequate

The Concern

We have been getting the job done just fine with the samestaffing and equipment levels we have used for years.

The Response

This position is no more defensible than refusing to get aroutine physical check-up because you don’t feel sick. Afire department’s safety record is only as credible as itslast response. There are two ways to find out if your firedepartment is sufficiently staffed and equipped:continuous trial and error, or applying the 1710 Standard.The standard allows a municipality to evaluate theirperformance in key areas to determine if their service isefficient, effective, and safe.

1710 Is Unnecessary Because of Modern Building

and Fire Codes

The Concern

Our jurisdiction doesn’t need more fire fighters becausemodern building and fire codes have reduced our relianceon suppression activities.

The Response

Modern building and fire codes have introduced manyfire-prevention features. In addition to sprinklers, thebuilding materials used are more fire retardant, and thedesigns more conducive to stopping fire and containingthem to a smaller part of the building. Unfortunately, notall fires occur in modern buildings, and not all buildingshave sprinklers or fire-retardant materials. Even when a

5-11

fire occurs in a sprinkler-equippedbuilding, the fire department mustensure that the fire is extinguishedand conduct a primary andsecondary search for potentialtrapped occupants. Sprinklers are anessential part of fire prevention, butthey are unable to run up the stairsof a building to save a life.

Additionally, the standard addressesmore than fire suppression, and ourfire department does more than fightfires. Today, fire fighters are multi-faceted responders dealing withmany all types of emergencies. Suchsituations include medialemergencies, HazMat crises, acts ofterrorism response and emergencyrescues.

1710 Unnecessarily Duplicates

Other Fire Department

Standards

The Concern

Our jurisdiction already complieswith OSHA’s 2 in/2 out standard. Thisis enough to ensure that ourdepartment is protecting the healthand safety of our citizens.

The Response

The primary purpose of the 2 in/2out standard is to protect the safetyof fire fighters. This is certainly animportant standard that hasundoubtedly saved numerous lives,but it was intended to protect thelives of fire fighters, and was not,like the 1710 Standard, primarilydesigned to protect the lives, safetyand property of citizens. Yourjurisdictions’ citizens—who, after all,are the consumers of your firedepartments’ services—deserve thestandard of protection, as providedby the 1710 Standard.

Current Standards are Adequate

The Concern

We already have alternativestandards by which to measure theeffectiveness of our fire department,such as the ISO ratings, and we dofine by it.

The Response

None of these other standards weredesigned to achieve the same goal asthe 1710 Standard—namely, toensure that your fire department isproviding minimally sufficient fireand emergency medical protectionto its citizens. ISO ratings, forexample, are developed by insurancecompanies to determine fireinsurance rates based on anynumber of variables, many of whichare completely unrelated related tofire department staffing andequipment, and have more to dowith actuarial assumptions than firesafety.

‘Equivalent’ Standards Are

Adequate

The Concern

Our jurisdiction does not need toimplement the 1710 Standardbecause we have alreadyimplemented an “equivalent”standard, as we are specificallyallowed to do under the 1710Standard.

The Response

When the NFPA Standards Counciladopted the 1710 Standard, itincluded what is sometimes calledan “equivalency” statement.Equivalency statements are commonfeatures in NFPA Standards. Theequivalency statement contained inthe NFPA 1710 Standard allowsjurisdictions to use other “systems,methods or approaches” to meet

requirements of the standard if theycan validate and document in writingthat such avenues are equal orsuperior to the requirementscontained in the standard. Theequivalency standard in 1710 is notintended to allow any jurisdiction orfire department to reduce therequirements in the standard andstill claim compliance. Moreover, itspecifically requires any jurisdictionrelying upon an “equivalent”standard to validate and documentin writing that the standard is equalor superior to the requirementscontained in the 1710 Standard. Anydepartment seeking to rely upon“equivalent” standards, therefore,should be required to document anddemonstrate its equivalency to the1710 Standard in all aspects, and inno case should the “equivalent”standard demand less of adepartment than the 1710 Standard.

5-12

Sample Fact SheetBackground

In 2001 the National Fire Protection Association (NFPA)issued NFPA 1710, Standard for the Organization andDeployment of Fire Suppression Operations, EmergencyMedical Operations, and special Operations to the Publicby Career Fire Departments. NFPA is an internationalorganization with more than 75,000 individual and morethan 80 national trade and professional organizationmembers.

NFPA 1710 sets minimum standards for fire fighter crews,responses times and other factors involved in determiningthe organization and deployment of fire fighting andemergency medical systems. The standard represents theculmination of a 10-year process that involved research,expert opinion, debate and, finally, consensus.

Adopted NFPA standards apply to jurisdictions regardlessof their geography, topography, fiscal capacity, serviceburdens, population density or similar local variations.

Fire fighting and other organizations supported passage ofNFPA 1710 despite improvements in modern building andfire codes that introduced many fire-prevention features.In addition to sprinklers, the building materials used aremore fire retardant, and the designs more conducive tostopping fires and containing them. Unfortunately, not allfires occur in modern buildings, and not all buildings havesprinklers or fire-retardant materials. Even when a fireoccurs in a sprinkler-equipped building, the firedepartment must ensure that the fire is extinguished andconduct a primary and secondary search for trappedoccupants.

Additionally, the standard addresses more than firesuppression, and our fire department does more than fightfires. Today, fire fighters are multi-faceted respondersdealing with many types of emergencies. Such situationsinclude medical emergencies, hazardous materialincidents, acts of terrorism response and emergencyrescues.

Requirements

The standard establishes minimum criteria foreffectiveness and efficiency of wildland, aircraft, marineand special operations to adequately protect the safety ofthe public and fire department employees.

The standard specifies minimum requirements for healthand safety, incident management, training,communications and pre-incident planning.

Benefits of Compliance

Implementing NFPA 1710 has several benefits for ourcommunity’s citizens, businesses and fire fighters.

NFPA 1710 Is an Insurance Policy for the Community

and Its Businesses

Just as we have insurance policies on our lives, homesand businesses, NFPA 1710 would offer insurance for thelocal economy by guaranteeing the community and itsbusinesses that fire and emergency medical services willrespond promptly and appropriately in an emergency.

Even a moderate-sized fire can hurt the community’s taxbase. When businesses close, employees don’t get paid.They can’t put money back into the community, and willgo from being taxpayers to public support recipients. Thebusiness itself can’t pay taxes because it’s not selling itsgoods and services. A fire that devastates a building willinevitably cause the company to consider whether itshould reopen; if it does, the owners may chose torelocate to another city or state/province, representing apermanent loss to the tax base.

NFPA 1710 Enhances Public Safety

Studies show that by responding quickly to a building fire,we keep a small incident small. When a response takesmore than a few minutes, however, the losses escalatesubstantially, resulting in a significant loss of property.Communities that have a good record of emergencyservice response times enhance the quality of life forcurrent residents, and can help attract new residents andbusinesses.

5-13

NFPA 1710 Will Save Lives

Fire fighting is dangerous work. Forthe protection of fire fighters and thevictims of fire or other emergencies,NFPA 1710 applies the documentedand proven science of fire behaviorand emergency medicine to the basicresource requirements for effectivefire and emergency servicedeployment. This application allowsa community to determine if theresources allocated for the differenttypes of fires, emergencies, medicalcalls and other incidents aresufficient to effectively control theincident and protect lives andproperty.

NFPA 1710 Protects the

Community Against Liability

Courts frequently rely upon NFPAstandards to determine the “industrystandard” for fire protection andsafety measures. Judicial reliance onNFPA doctrines is most frequentlyfound in common law negligenceclaims. NFPA 1710 could be found tobe highly relevant to the question ofwhether a jurisdiction hasnegligently failed to provideadequate fire or emergency medicalprotection to an individual harmedin a fire or medical emergency. Thelevel of fire and emergency medicalservice provided by a jurisdictionwill be compared to NFPA 1710Standard in courts considering suchlawsuits even where the particularjurisdiction has not specificallyadopted the standard. Jurisdictionswill assume some additional legalrisk by failing to abide by NFPA 1710even where it has failed to explicitlyadopt the standard.

I.M

issio

n S

tate

men

t:T

he C

ity

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is a

n or

gani

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essi

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re c

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ving

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com

mun

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by p

rote

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rope

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and

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reve

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and

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rgan

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b.St

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s; e

ach

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inan

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Ope

rati

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5-15

5-17

c.R

espon

se a

pparatu

s d

eplo

yed f

rom

each s

tati

on

: 7 s

tati

ons

depl

oy o

ne e

ngin

e an

d on

e E

MS

unit

; 3 s

tati

ons

depl

oy o

ne e

ngin

e, o

ne t

ruck

, and

one

EM

S un

it.

d.M

inim

al

sta

ffin

g p

er c

om

pan

y:

i.F

ire S

uppressio

n:

7 en

gine

s ar

e st

affe

d w

ith

four

fir

e fi

ghte

rs e

ach

(tw

o tr

aine

d at

the

EM

T le

vel)

; 3

engi

nes

are

staf

fed

wit

h 3

fire

fig

hter

s ea

ch (

two

trai

ned

at t

he E

MT

leve

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ucks

are

sta

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wit

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figh

ters

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wo

trai

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at t

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leve

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is s

taff

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thre

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ight

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each

(tw

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the

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per

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f1 h

azm

at u

nit

at s

tati

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sta

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wit

h 4

e. S

upport

syste

ms:

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ty a

nd H

ealt

h:

Fir

e fi

ghte

r he

alth

and

saf

ety

is p

rote

cted

in a

ccor

danc

e w

ith

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PA 1

500.

ii.In

cid

en

t M

an

agem

en

t:T

he F

ire

Dep

artm

ent

prov

ides

an

inci

dent

man

agem

ent

syst

em t

hat

is in

acc

orda

nce

wit

h N

FPA

156

1 an

d fo

rms

the

basi

c st

ruct

ure

ofal

l em

erge

ncy

oper

atio

ns. T

he s

yste

m m

anag

es in

cide

nts

of d

iffe

rent

typ

es in

clud

ing:

st

ruct

ure

fire

s, h

azar

dous

mat

eria

ls in

cide

nts,

em

erge

ncy

med

ical

ope

rati

ons

and

othe

r ty

pes

of e

mer

genc

ies.

iii.

Train

ing:

The

Fir

e D

epar

tmen

t pr

ovid

es a

tra

inin

g pr

ogra

m t

hat

ensu

res

pers

onne

lar

e tr

aine

d an

d co

mpe

tenc

y is

mai

ntai

ned

to e

xecu

te a

ll re

spon

sibi

litie

s co

nsis

tent

wit

hou

r or

gani

zati

on a

nd d

eplo

ymen

t.

iv.

Com

mu

nic

ati

on

s:

The

Fir

e D

epar

tmen

t pr

ovid

es a

com

mun

icat

ions

sys

tem

tha

tfa

cilit

ates

pro

mpt

del

iver

y of

pub

lic f

ire

supp

ress

ion,

em

erge

ncy

med

ical

ser

vice

s, a

ndsp

ecia

l ope

rati

ons.

The

com

mun

icat

ions

sys

tem

com

plie

s w

ith

NF

PA 1

221.

v.P

re-i

ncid

en

t P

lan

nin

g:

The

Fir

e D

epar

tmen

t pr

e-in

cide

nt p

lann

ing

is c

ondu

cted

in a

ccor

danc

ew

ith

NF

PA 1

620.

Par

ticu

lar

atte

ntio

n is

pro

vide

d to

tar

get

all h

azar

ds.

5-19

ORG

AN

IZAT

ION

AL

STAT

EMEN

T EX

AM

PLE–

CITY

C F

IRE

DEP

ART

MEN

T

IV.

Servic

es P

rovid

ed b

y t

he C

ity C

Fir

e D

epartm

en

t

a.F

ire s

uppressio

n:

Fir

e D

epar

tmen

t op

erat

ions

are

org

aniz

ed t

o en

sure

tha

t fi

re s

uppr

essi

onca

pabi

lity

incl

udes

per

sonn

el, e

quip

men

t, an

d re

sour

ces

to d

eplo

y th

e in

itia

l arr

ivin

gco

mpa

ny, t

he in

itia

l ful

l ala

rm a

ssig

nmen

t as

req

uire

d in

NF

PA 1

710.

On

the

scen

e of

a f

ire,

a s

uffi

cien

t nu

mbe

r of

fir

efig

htin

g pe

rson

nel a

re d

eplo

yed

tosi

mul

tane

ousl

y at

tack

the

fir

e, v

enti

late

the

fir

e, f

acili

tate

res

cue

and

mon

itor

per

sonn

el.

b.R

escu

e:

The

Fir

e D

epar

tmen

t pr

ovid

es s

ervi

ces

that

incl

ude

loca

ting

end

ange

red

pers

ons

at a

nem

erge

ncy

inci

dent

, rem

ovin

g th

ose

pers

ons

from

dan

ger,

trea

ting

the

inju

red,

and

prov

idin

g fo

r tr

ansp

ort

to a

n ap

prop

riat

e he

alth

car

e fa

cilit

y.

c.E

mergen

cy M

edic

al

Servic

es:

Fir

e D

epar

tmen

t em

erge

ncy

resp

onse

cap

abili

ty in

clud

espe

rson

nel,

equi

pmen

t, an

d re

sour

ces

to d

eplo

y B

asic

Lif

e Su

ppor

t pe

rson

nel a

t th

e fi

rst

resp

onde

rle

vel w

ith

auto

mat

ic e

xter

nal d

efib

rilla

tor

(AE

D).

Add

itio

nally

, the

dep

artm

ent

depl

oys

ALS

trai

ned

para

med

ics

on e

ach

of it

s 10

am

bula

nces

.

d.H

azardou

s m

ate

ria

ls r

espon

se:

Fir

e D

epar

tmen

t ha

zard

ous

mat

eria

ls r

espo

nse

capa

bilit

y in

clud

espe

rson

nel,

equi

pmen

t, an

d re

sour

ces

to d

eplo

y at

the

fir

st r

espo

nder

ope

rati

onal

leve

las

req

uire

d by

29

CF

R 1

910.

120.

e.F

ire P

reven

tion

:T

he F

ire

Dep

artm

ent

mai

ntai

ns a

leve

l of

fire

saf

ety

and

prev

enti

on in

acc

orda

nce

wit

h N

FPA

1.

f.A

rson

In

vesti

gati

on

:T

he F

ire

Dep

artm

ent

ensu

res

that

fir

e in

vest

igat

ors

mee

t th

e qu

alif

icat

ions

and

job

perf

orm

ance

req

uire

men

ts o

f N

FPA

103

3.

g.P

ubli

c E

du

cati

on

:T

he F

ire

Dep

artm

ent

teac

hes

fire

saf

ety

and

inju

ry p

reve

ntio

n to

loca

l sch

ools

,bu

sine

sses

, and

civ

ic o

rgan

izat

ions

.

h.Specia

l O

perati

on

s:

i.D

isaste

r:

The

Fir

e D

epar

tmen

t re

spon

ds t

o na

tura

l dis

aste

rs, t

erro

rism

inci

dent

s, w

eapo

ns o

f m

ass

dest

ruct

ion

and

mas

s-sc

ale

casu

alty

eve

nts

in a

ccor

danc

e w

ith

NF

PA 1

600.

ii.C

on

fin

ed S

pace:

Fir

e D

epar

tmen

t co

nfin

ed s

pace

cap

abili

ties

incl

ude

pers

onne

l, eq

uipm

ent,

and

reso

urce

s to

dep

loy

at t

he c

onfi

ned

spac

e op

erat

iona

l lev

el a

s re

quir

ed b

y 29

CF

R 1

910.

146.

i.M

utu

al

Aid

:Se

e at

tach

ed M

utua

l Fir

e F

ight

ing

Ass

ista

nce

Agr

eem

ent.

(att

ache

d)

5-21

ORG

AN

IZAT

ION

AL

STAT

EMEN

T EX

AM

PLE–

CITY

C F

IRE

DEP

ART

MEN

T

V. C

ity C

Fir

e D

epartm

en

t Servic

e D

eli

very O

bje

cti

ves

a.F

ire S

uppressio

n:

All

juri

sdic

tion

al f

irst

due

uni

ts w

ill a

rriv

e on

the

sce

ne o

f an

em

erge

ncy

inci

dent

wit

hin

four

min

utes

(24

0 se

cond

s), 9

0% o

f th

e ti

me.

All

unit

s de

ploy

ed f

or a

n in

itia

l ala

rm a

ssig

nmen

t w

ill a

rriv

eon

the

sce

ne w

ithi

n ei

ght

min

utes

(48

0 se

cond

s), 9

0% o

f th

e ti

me.

Init

ial f

ull a

larm

ass

ignm

ent

allo

ws

the

follo

win

g ta

sks

to b

e co

mpl

eted

eff

icie

ntly

, eff

ecti

vely

and

saf

ely

on t

he s

cene

of

a fi

re.

§E

stab

lishm

ent

of in

cide

nt c

omm

and

outs

ide

of h

azar

d ar

ea§

Uni

nter

rupt

ed w

ater

sup

ply

of a

min

imum

of

400

gpm

for

30

min

utes

§E

ffec

tive

wat

er f

low

app

licat

ion

rate

of

300

gpm

fro

m t

wo

hand

lines

, eac

h of

whi

ch s

hall

have

a m

inim

umof

100

gpm

. Att

ack

and

back

-up

lines

are

ope

rate

d by

tw

o pe

rson

nel.

§O

ne s

uppo

rt p

erso

n fo

r ea

ch a

ttac

k an

d ba

ck-u

p lin

e.§

One

vic

tim

sea

rch

and

resc

ue t

eam

, con

sist

ing

of t

wo

pers

onne

l.§

One

ven

tila

tion

tea

m, c

onsi

stin

g of

tw

o pe

rson

nel.

§If

an

aeri

al d

evic

e is

use

d in

ope

rati

ons,

one

per

son

shal

l fun

ctio

n as

an

aeri

al o

pera

tor

who

sha

llm

aint

ain

prim

ary

cont

rol o

f th

e ae

rial

dev

ice

at a

ll ti

mes

.§

Est

ablis

hmen

t of

an

IRIC

tha

t sh

all c

onsi

st o

f a

min

imum

of

two

prop

erly

equ

ippe

d an

d tr

aine

d pe

rson

nel.

b.E

mergen

cy M

edic

al

Servic

es:

Cit

y C

Fir

e D

epar

tmen

t pr

ovid

es e

mer

genc

y m

edic

al s

ervi

ces

at t

he a

dvan

ced

life

supp

ort

leve

l(A

LS).

All

firs

t re

spon

der

unit

s w

ill a

rriv

e on

the

sce

ne w

ithi

n fo

ur m

inut

es (

240

seco

nds)

, 90%

of

the

tim

e.A

ll B

LS le

vel u

nits

will

hav

e pe

rson

nel,

equi

pmen

t, an

d re

sour

ces

nece

ssar

y to

pro

vide

BLS

leve

l car

e in

clud

ing

anau

tom

atic

ext

erna

l def

ibri

llato

r (A

ED

). A

ll A

LS u

nits

will

arr

ive

on t

he s

cene

wit

hin

eigh

t m

inut

es (

480

seco

nds)

,90

% o

f th

e ti

me.

All

ALS

uni

ts w

ill c

arry

equ

ipm

ent

to p

rovi

de A

LS le

vel c

are

as p

resc

ribe

d by

the

sta

te li

cens

ing

agen

cy.

c.D

ispatc

h:

Cal

l rec

eipt

and

pro

cess

ing

tim

e w

ill b

e ha

ndle

d w

ithi

n th

e ti

me

requ

irem

ents

of

NF

PA 1

221.

d.Tu

rn

ou

t ti

me:

Per

sonn

el d

ispa

tche

d on

an

emer

genc

y ca

ll w

ill b

e ac

com

plis

hed

wit

hin

60 s

econ

ds.

VI.

Reporti

ng

a.A

nn

ual

Evalu

ati

on

:T

he C

ity

C F

ire

Dep

artm

ent

annu

ally

eva

luat

es it

self

acc

ordi

ng t

o pe

rfor

man

ce b

ased

on

the

obje

ctiv

es o

utlin

ed a

bove

b.Q

uadr

enni

al R

epor

ts: T

he C

ity

C F

ire

Dep

artm

ent

subm

its

quad

renn

ial r

epor

ts t

o th

e M

ayor

wit

h co

pies

to

each

mem

ber

of t

he C

ity

Cou

ncil.

The

se r

epor

ts d

ocum

ent

Cit

y C

s F

ire

Dep

artm

ent

perf

orm

ance

bas

ed o

n an

nual

eva

luat

ions

. If

defi

cien

cies

exi

st,

the

repo

rt c

onta

ins

pote

ntia

l con

sequ

ence

s of

the

def

icie

ncie

s as

wel

l as

a st

rate

gic

plan

to

brin

g th

e C

ity

C F

ire

Dep

artm

ent

clos

er t

o th

e re

quir

emen

ts e

stab

lishe

d ab

ove

and

base

d on

the

NF

PA 1

710

stan

dard

.

VII

. Su

pporti

ng D

ocu

men

ts

a.M

utu

al

Aid

Agreem

en

t (att

ached)

b.C

ity C

harte

r N

FPA

1710 E

xcerpt

5-23

Model Quadrennial Report, Example ofCity C Fire DepartmentCity C has conducted annual evaluations required byNFPA 1710. These annual evaluations assessed City C FireDepartment’s level of service based on staffing,deployment and response time objectives. The evaluationsare based on data compiled by the City C Fire Departmentrelative to the level of service, resources deployed andresponse time objectives in each geographic area withinthe jurisdiction of the Fire Department.

City C has also prepared the following written quadrennialreport required by NFPA 1710. This report is an aggregateof four years of annual evaluations. In addition toreporting the department’s status relative to theperformance objectives in 1710, City C Fire Department’squadrennial report reveals geographic areas and/orcircumstances where the requirements of NFPA 1710 arenot being met. Where report objectives are not met, thereport explains the predictable consequences of thesedeficiencies and addresses the steps necessary to achievecompliance with NFPA 1710.

I. Services Provided

According to the City C Fire Department OrganizationalStatement, the following services are provided:

a. Fire Suppression

Fire Department operations are organized to ensure thatfire suppression capability includes personnel, equipmentand resources to deploy the initial arriving company,initial full alarm assignment, and additional alarmassignments.

b. Rescue

The Fire Department provides services that includelocating endangered persons at an emergency incident,removing those persons from danger, treating the injuredand providing for transport to an appropriate health carefacility.

c. Emergency Medical Services

Fire Department emergency response capability includesproviding personnel, equipment and resources to deployat the basic and advanced life level, and providingtransport to an appropriate health care facility.

d. Hazardous Materials Response

Fire Department hazardous materials response capabilityincludes personnel, equipment and resources to deploy atthe first responder operational level as required by 29 CFR1910.120.

e. Fire Prevention

The Fire Department maintains a level of fire safety andprevention in accordance with NFPA 1.

f. Arson Investigation

The Fire Department ensures that fire investigators meetthe qualifications and job performance requirements ofNFPA 1033.

g. Public Education

The Fire Department teaches fire safety to local schools,businesses and civic organizations.

h. Special Operations:

i. Disaster

The Fire Department responds to natural disasters,terrorism incidents, weapons of mass destructionand mass-scale casualty events in accordance withNFPA 1600.

ii. Confined Space

Fire Department confined space capabilities includepersonnel, equipment, and resources to deploy atthe confined space operational level as required by29 CFR 1910.146.

iii. Mutual Aid

See attached Mutual Fire Fighting AssistanceAgreement.

II. Fire Department Accomplishments

The Fire Department engaged in the following activities tomeet and maintain its educational objectives.

• The Fire Department implemented a home safety surveyprogram conducted by fire fighters.

• The Fire Department’s safety brochure was revised and10,000 copies were printed and distributed to residentsof the community.

• The Fire Department presents slide shows on fire safetyincluding home escape planning and proper smokealarm placement.

5-24

• The Fire Department maintains aneducational intervention programtargeted for juvenile firesettersadministered by nationallycertified personnel.

III. Incident Response Statistics

for Fiscal Years _____:

The Fire Department has the overallresponsibility for providing thehighest level of quality emergencyservice to the citizens of City C. TheFire Department operates on 3separate 24-hour rotating shifts toensure service delivery 24 hours aday, 7 days a week.

A. Number of calls by type for

fiscal years ____.

Fires:

Structural, residential: 2,760

Structural, non-residential: 832

Vehicle: 2,260

EMS Responses:

BLS: 38,726

ALS: 19,074

Hazardous Materials Responses: 604

False Alarms: 896

B. Call Receipt/Turnout Time:

City C communications/dispatchcenter ascertains sufficientinformation and dispatchesapplicable units within 90 seconds innot less than 85% of all incidents.

C. Response Time

Fire Suppression, Initial

Arriving Company

Standard

The fire department’s firesuppression resources shall bedeployed to provide for the arrival ofan engine company within a 4-

minute response time to 90 percentof the incidents as established inChapter 4 [of NFPA 1710]. Personnelassigned to the initial arrivingcompany shall have the capability toimplement an initial rapidintervention crew. [NFPA 1710:5.2.3.1.1 and 5.2.3.1.2]

Report and Strategic Plan

City C Fire Department determinedthat the best assessment ofappropriate deployment can bedeveloped by combining actual CADdata with computer modeledprojected response capabilities.Using a GIS system allowed City CFire Department to graphicallyrepresent the area covered by theFire Department and to project roadstructure coverage meetingperformance objectives found inNFPA 1710. Incidents withappropriate arrival times have beenidentified differently from incidentswhen City C Fire Departmentresponse times failed to meetperformance objectives. Incidentsidentified as having inadequateresponse times that fall outsideprojected coverage areas indicate aneed for either additional resourcesto be deployed to cover those areasor for current resources to beredeployed.

A review of both CAD data and aGIS map (Figure 5-1) indicated thatinitial arriving companies in the CityC Fire Department arrive on scenewithin four minutes for 42% of allincidents. This percentile is beneaththe 90% criterion established withinNFPA 1710. In order for City C FireDepartment to achieve and maintainon-duty staffing and apparatus atsufficient levels so that initialarriving companies arrive on thescene of an incident within four

minutes response time for 90% of allsuch incidents, an additional firestation is required in the northwestquadrant of City C. This new firestation would have an enginecompany, ladder company and ALSambulance. Additional costsassociated with building a new firestation are as follows: thepurchase/lease of an engine, ladder,and ambulance and the hiring of anadditional 35 personnel to staff allthree apparatus 24/7 in accordancewith NFPA 1710 guidelines. Thisenhancement is projected forcompletion prior to the nextquadrennial report.

Fire Suppression, Initial Full

Alarm Assignment

Standard

The fire department shall have thecapability to deploy an initial fullalarm assignment with an 8-minuteresponse time to 90 percent of theincidents as established in Chapter 4.[NFPA 1710: 5.2.3.1.1]


City C Fire Department determinedthat the best assessment ofappropriate deployment can bedeveloped by combining actual CADdata with computer modeledprojected response capabilities.Using a GIS system allowed City CFire Department to graphicallyrepresent the area covered by theFire Department and to project roadstructure coverage meetingperformance objectives found inNFPA 1710. Incidents withappropriate arrival times have beenidentified differently from incidentswhen City C Fire Departmentresponse times failed to meetperformance objectives.

5-25

Incidents identified as having inadequate response timesthat fall outside projected coverage areas indicate a needfor either additional resources to be deployed to coverthose areas or for current resources to be redeployed. Asimilar routine can be applied to the process of assessingthose areas where a minimum of 15-17 fire fighters andofficers can arrive within eight minutes (480 seconds)response time. Incidents requiring 15-17 fire fighters andofficers that fall outside the modeled coverage areas failto meet this performance objective.

A review of both CAD data and a GIS map (Figure 5-2)indicated that initial full alarm assignments in the City CFire Department arrive on scene within eight minutes for75% of all incidents. However, City C Fire Departmentdispatches 1 chief, 2 engines, 1 ladder and 1 ambulancewith 15 fire fighters and officers when both respondingengines are staffed with 4 personnel. If one or bothengines are staffed with 3 personnel, an additional engine

must be dispatched. It is this additional response thatdrives up the response/arrival time for a full alarmassignment on scene. As a result, personnel objectives areachieved in 45% of all incidents (Figure 5-3). Thispercentile is beneath the 90% criterion established withinNFPA 1710. In order for the City C Fire Department toachieve and maintain initial full alarm assignmentcoverage on the scene of an incident within 8 minutesresponse time for 90% of all such incidents, an additionalfire station is required in the northwest quadrant of City C.This new fire station would have an engine company,ladder company and ALS ambulance and would be built inYear 3. Additional costs associated with building a newfire station are as follows: the purchase/lease of an engine,ladder and ambulance and the hiring of an additional 35personnel to staff all 3 apparatus in accordance withNFPA 1710 guidelines.

FIGURE 5-1. CITY C FIRE INCIDENTS FOUR-MINUTE COVERAGE AREA: FIRST DUE COMPANY

5-26

EMS-BLS Delivery

Standard

The fire department’s EMS forproviding first responder with AEDshall be deployed to provide for thearrival of a first responder with AEDcompany within a four-minuteresponse time to 90 percent of theincidents as established in Chapter 4.[NFPA 1710: 5.3.3.4.2]


City C Fire Department determinedthat the best assessment ofappropriate deployment can bedeveloped by combining actual CAD

data with computer modeledprojected response capabilities.Using a GIS system allowed City CFire Department to graphicallyrepresent the area covered by theFire Department and to project roadstructure coverage meetingperformance objectives found inNFPA 1710, the City C FireDepartment superimposed actualincident locations on a mapidentifying both where responsetimes have been appropriate in thepast and where they may fail to meetperformance objectives in the future.Incidents with appropriate arrivaltimes have been identified

differently from incidents when CityC Fire Department response timesfailed to meet performanceobjectives. Incidents identified ashaving inadequate response timesthat fall outside projected coverageareas indicate a need for eitheradditional resources to be deployedto cover those areas or for currentresources to be redeployed.

A review of both CAD data and aGIS map (Figure 5-4) indicated thatfirst responder with AED is deployedwithin a four-minute response timeto 42% of all incidents. Thispercentile falls below the 90%criterion established within NFPA

FIGURE 5-2. CITY C FIRE INCIDENTS DEPLOYMENT ASSESSMENT EIGHT-MINUTE COVERAGE AREA: FULL-ALARM ASSIGNMENT

5-27

1710. It was determined that City C Fire Department didnot meet the criterion outlined in NFPA 1710. In orderfor the City C Fire Department to comply with thecriterion established in NFPA 1710, defibrillators mustbe placed in the southwest quadrant of City C. Costswould include the purchase of three defibrillators. Thisrecommendation will be implemented in Year 2.

EMS-ALS Delivery

Standard

When provided, the fire department’s EMS for providingALS shall be deployed to provide for the arrival of anALS company within an eight-minute response time to90% of the incidents, as established in Chapter 4. [NFPA1710: 5.3.3.4.3]


City C Fire Department determined that the bestassessment of appropriate deployment can be developedby combining actual CAD data with computer modeledprojected response capabilities. Using a GIS systemallowed City C Fire Department to graphically representthe area covered by the Fire Department and to projectroad structure coverage meeting performance objectivesfound in NFPA 1710, the City C Fire Departmentsuperimposed actual incident locations on a mapidentifying both where response times have beenappropriate in the past and where they may fail to meetperformance objectives in the future. Incidents withappropriate arrival times have been identified differentlyfrom incidents when City C Fire Department responsetimes failed to meet performance objectives. Incidentsidentified as having inadequate response times that fall

FIGURE 5-3. CITY C STAFFING ASSESSMENT EIGHT-MINUTE COVERAGE AREA: 15 FIRE FIGHTERS ON SCENE

5-28

outside projected coverage areasindicate a need for either additionalresources to be deployed to coverthose areas or for current resourcesto be redeployed.

A review of both CAD data and aGIS map (Figure 5-5) indicated thatALS response was within an eight-minute response time to 90% of allincidents. This percentile meets the90% criterion established within NFPA 1710.

D. Minimum Daily Staffing by

Company

Staffing Engine Companies

Standard

Fire companies whose primaryfunctions are to pump and deliverwater and perform basic fire fightingat fires, including search and rescue,shall be known as engine companies.These companies shall be staffedwith a minimum of four on-dutypersonnel. In jurisdictions withtactical hazards, high hazardoccupancies, high incidentfrequencies, geographicalrestrictions, or other pertinentfactors as identified by the authority

having jurisdiction, these companiesshall be staffed with a minimum offive or six on-duty members. [NFPA1710: 5.2.2.1.1 and 5.2.2.1.2]


City C Fire Department has 10engine companies; 30% or 3 of thoseengine companies are staffed with aminimum of 3 personnel. City C iscommitted to achieving and/ormaintaining a minimum of 4personnel on all 10 enginecompanies over the next 3 years.City C has determined that it isnecessary to hire an additional 11personnel to staff all enginecompanies with a minimum of 4

FIGURE 5-4. CITY C EMS RESPONSE ASSESSMENT FOUR-MINUTE COVERAGE AREA: EMS INCIDENTS

5-29

personnel 24 hours a day/7 days aweek. In order to accomplish thisobjective, City C Fire Departmentwill hire 4 fire fighters in Year 1, 4fire fighters in Year 2 and 3 firefighters in Year 3. City C will alsoevaluate SOPs for high-risk that mayrequire staffing levels of 5 or 6personnel including 1 officer onengine companies and will alsooutline a plan of action in Year 3.

Staffing Ladder Companies

Standard

Fire companies whose primaryfunctions are to perform the varietyof services associated with truckwork, such as forcible entry,

ventilation, search and rescue, aerialoperations for water delivery andrescue, utility control, illumination,overhaul and salvage work, shall beknown as ladder or truckcompanies. These companies shallbe staffed with a minimum of fouron-duty personnel. In jurisdictionswith tactical hazards, high hazardoccupancies, high incidentfrequencies, geographicalrestrictions, or other pertinentfactors as identified by the authorityhaving jurisdiction, these companiesshall be staffed with a minimum offive or six on-duty members. [NFPA1710: 5.2.2.2.1 and 5.2.2.2.2]


City C Fire Department has 3 laddercompanies; 33% or 1 ladder companyis staffed with a minimum of 3personnel. City C is committed toachieving and/or maintaining aminimum of 4 personnel on all 3ladder companies over the next 3years. City C has determined that itis necessary to hire an additional 4personnel to staff all laddercompanies with a minimum of 4personnel 24 hours a day/7 days aweek. In order to accomplish thisobjective, City C Fire Departmentwill hire 2 fire fighters in Year 1, 1fire fighter in Year 2 and 1 fire fighterin Year 3. City C will also evaluate

FIGURE 5-5. CITY C ALS RESPONSE ASSESSMENT EIGHT-MINUTE COVERAGE AREA: EMS INCIDENTS

5-30

SOPs for high-risk that may requirestaffing levels of 5 or 6 personnelincluding 1 officer on laddercompanies and will also outline aplan of action in Year 3.

Staffing EMS Units

Standard

On-duty EMS units shall be staffedwith the minimum numbers ofpersonnel necessary for emergencymedical care relative to the level ofEMS provided by the firedepartment. EMS staffingrequirements shall be based on theminimum levels needed to providepatient care and member safety.Units that provide emergencymedical care shall be staffed at aminimum with personnel that aretrained to the first responder/AEDlevel. Units that provide BLStransport shall be staffed and trainedat the level prescribed by the state orprovincial agency responsible forproviding emergency medicalservices licensing. Units that provideALS transport shall be staffed andtrained at the level prescribed by thestate or provincial agencyresponsible for providing emergencymedical services licensing. [NFPA1710: 5.3.3.3.1 and 5.3.3.3.2.3]


1. City C Fire Department apparatusrespond in support of EMSincidents and most are staffed andequipped for first responder/AEDcare.

2. City C Fire Department companiesexpected to provide ALS servicesare deployed so they arrive withinan eight-minute response time for90% of all such incidents.

3. City C Fire Department patienttransport apparatus expected toprovide ALS on scene and enroute to a treatment facility arrivewithin an eight-minute responsetime for 90% of all such incidents.

4. All BLS and ALS units required inthe City C Fire Department forappropriate deployment of EMSresponse services, both responseand transport services, are staffedwith BLS or ALS personnel toprovide services outlined in thedepartment’s organizationalstatement. Appropriatedeployment for ALS responsesincludes the capability to deploy aminimum of two members trainedas emergency medical technicians(paramedic level) and twomembers trained as emergencymedical technicians (basic level)within eight minutes.

City C Fire Department ensures theprovision of EMS services outlinedin the department’s organizationalstatement.

E. Initial Alarm Response

Initial Full Alarm assignment for afire suppression incident is 2 enginecompanies, 1 ladder company and 1ambulance.

Initial Full Alarm assignment for aBLS incident is 1 ambulance. Ifambulance response is delayed, anengine may be dispatched to ensureprompt EMS delivery.

Initial Full Alarm assignment for anALS incident is 1 engine and 1ambulance.

Initial Full Alarm assignment forspecial operations or high hazards is3 engines, 2 ladders and 1ambulance.

5-31

F. Estimated Economic Impact of Fire

Successful delivery of fire protection services involvestwo major elements—fire prevention and fire suppression.Because fire prevention will never be 100% successful, it isnecessary to buttress fire prevention goals with adequatefire suppression services. It is the objective of the City CFire Department to get to the fire as quickly as possibleand to extinguish it with minimum loss to persons andproperty from the fire and from fire fighting activities.

Provided below is a breakdown of fire loss for fiscal year _____.

Fire Value Loss

Accidental $865,309,152 $26,669,792

Incendiary $1,300,468,336 $2,666,168

Undetermined $96,420,336 $29,484,732

Other $13,115,776 $316,432

Total $2,275,313,600 $59,137,124

G. Number of Patients Treated (EMS)

City C treated 57,800 patients in fiscal year _____. Of thepatients, 70% required transport to the local hospital.

H. Patient Outcome Statistics for EMS

Approximately 5% of 57,800 patients in fiscal year _____were in cardiac arrest. City C has a cardiopulmonaryresuscitation rate of 17.5%.

I. Outcome and Economic Impact for Other

Emergency Incidents

The total cost of fire would be incomplete withoutdiscussing the indirect economic costs of fire. Indirectloss refers to missed work and loss of business. City C ishighly industrial; a fire at a prominent factory in the citycould be devastating to the community.

IV. Incident Response Data By Company

Statistical Report by Unit For Fiscal Years _____

Unit Total Calls

Engine 1 344

Engine 2 772

Engine 3 888

Engine 4 808

Engine 5 1,040

Engine 6 612

Engine 7 380

Engine 8 912

Engine 9 848

Engine 10 748

Unit Total Calls

Ladder 1 840

Ladder 2 804

Ladder 3 780

Unit EMS Incidents

Ambulance 1 8,724

Ambulance 2 5,580

Ambulance 3 5,862

Ambulance 4 6,107

Ambulance 5 6,634

Ambulance 6 4,885

Ambulance 7 4,536

Ambulance 8 6,292

Ambulance 9 4,490

Ambulance 10 4,690

V. Training Reports

The Training Division for the City C Fire Department isresponsible for an six-step recruiting process that includesa written examination, candidate physical abilities test,polygraph, psychological interview, medical examination,and background investigation.

The Training Division for the City C Fire Department isalso responsible for developing and administering

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promotional examinations in conjunction with the CityHuman Resource Division.

The Training Division for the City C Fire Department isfurther responsible for developing training curriculum onhazardous materials delivery.

Special Operations and Resources

Standard

Special operations shall be organized to ensure that thefire department’s special operations capability includespersonnel, equipment and resources to deploy the initialarriving company and additional alarm assignmentsproviding such services. The fire department shall bepermitted to use established automatic mutual aid ormutual aid agreements to comply with the requirementsof [NFPA 1710]. The fire department shall adopt aspecial operations response plan and SOPs that specifythe role and responsibilities of the fire department andthe authorized functions of members responding tohazardous materials emergency incidents. All firedepartment members who are expected to respond toemergency incidents beyond the first responderoperations level for hazardous materials response shallbe trained to the applicable requirements of NFPA 472.All fire department members who are expected torespond to emergency incidents beyond the confinedspace operations level for confined space operationsshall be trained to the applicable requirements of NFPA1670. The fire department shall have the capacity toimplement an RIC during all special operations incidentsthat would subject fire fighters to immediate danger ofinjury, or in the event of equipment failure or othersudden events, as required by NFPA 1500. If a higherlevel of emergency response is needed beyond thecapability of the fire department for special operations,the fire department shall determine the availability ofoutside resources that deploy these capabilities andprocedures for initiating their response. The firedepartment shall be limited to performing only thosespecific special operations functions for which itspersonnel have been trained and are properly equipped.[NFPA 1710: 5.4.1 - 5.4.6]


City C Fire Department provides HazMat FirstResponder training to all Fire Department personnel.This training enables the City C Fire Department toprovide HazMat First Responder services. City C Fire

Department does not currently provide confined spacerescue services.

City C Fire Department has recently entered into amutual aid agreement with the City D Fire Department.City D Fire Department provides backup on HazMatincidents and provides confined space operations. City CFire Department has established a special operationsplanning team. During Year 1 the special operationsplanning team will develop a special operations plan,including a list of resources and SOPs that specify therole and responsibilities of the Fire Department and theauthorized functions of members responding tohazardous materials and other high-risk incidents.Additionally, the City C Fire Department TrainingDivision will coordinate and maintain personnel trainingto the HazMat Technician Level and implement trainingnecessary to provide confined space operations.

It is important to note that the City C Fire Departmentdoes not provide airport rescue and fire fighting services,marine rescue and fire fighting services or wildlandrescue and fire fighting services. If your jurisdiction isresponsible for any or all of the above services, datawould need to be included in both your fire department’sannual evaluation and quadrennial report.

VI. Future Department Goals

City C Fire Department has established the followinggoals to improve its service capacity.

• To improve response times for both fire suppressionand EMS delivery to ensure compliance with responsetime criteria outlined in NFPA 1710.

• To improve staffing levels to four personnel on allengine and ladder companies, ensuring compliancewith staffing criteria outlined in NFPA 1710.

• To train all fire fighters to the HazMat technician leveland to implement a confined space rescue program.

• To obtain training for all Fire Department employeesthrough the National Highway Transportation AgencyChild Safety Seat Technician Program. Uponcompletion of training, Fire Department employeeswill schedule and conduct regular car seat checksthroughout the city.

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BibliographyAmerican Heart Association, “Guidelines forCardiopulmonary Resuscitation and Emergency CardiacCare,” JAMA, 268:76; October 28, 1992.

American Insurance Association, “Fire DepartmentEfficiency,” Special Interest Bulletin No. 131, December1975.

American Insurance Association, “Fire DepartmentManning,” Special Interest Bulletin No. 319, December1975.

Brunacini, Alan V., “Shrinking Resources vs. StaffingRealities,” NFPA Journal, May/June 1992; pp. 28 and 120.

Casey, James F., “Manpower—How Much Do You Need?,”Fire Engineering, October 1969; pp. 111-113.

Centaur Associates (conducted for FEMA), “Report on theSurvey of Fire Suppression Crew Size Practices,” June 30,1982; pp. 18-20.

Commission on Fire Accreditation International, Fire &

Emergency Service Self-Assessment Manual, 6th edition(Fairfax, VA: CFAI) 2000.

Cushman, Jon, Seattle, WA Fire Department’s “Abstract:Report to Executive Board, Minimum Manning as Health& Safety Issue,” 1981.

De Maio, V.J., Stiell, I.G., Wells, G.A., Spaite, D.W., Cardiacarrest witnessed by Emergency Medical Servicespersonnel: descriptive epidemiology, prodromalsymptoms, and predictors of survival. Ann Emerg Med

2000; 35:138-146.

Eisenberg, M.S., et al, (1993), “Predicting Survival FromOut-of-Hospital Cardiac Arrest: A Graphic Model,” Ann

Emerg Med; November 1993.

Gerard, John C. and Jacobsen, A. Terry, “Reduced Staffing:At What Cost?,” Fire Service Today, September 1981; pp.15-21.

International Association of Fire Fighters, “Analysis ofFire Fighter Injuries and Minimum Staffing Per Piece ofApparatus in Cities with Populations of 150,000 or More,”December 1991.

International City Management Association, Managing

Fire Services, 2nd Edition (Washington, DC:ICMA) 1988;pp. 119-120.

International City Managers Association, Municipal Fire

Administration (Chicago, IL:ICMA) 1967; pp. 161-162.

International City Management Association, Managing

Fire Services, (Washington, DC:ICMA) 1979; pp. 80, 214-215, 218-219.

Jermyn, B.D., Response Interval Comparison BetweenUrban Fire Departments and Ambulance Services,”Prehospital Emergency Care, Vol.3-1;1999.

Kerber, R.E., Statement on Early Defibrillation from theEmergency Cardiac Care Committee, AHA, Circulation,83:6; 1991.

Kern, Karl B., et al, “New Guidelines for CardiopulmonaryResuscitation and Emergency Cardiac Care: Changes inthe Management of Cardiac Arrest,” JAMA, March 14,2001: Vol. 285, No. 10, pp. 1267-1269.

Kimball, Warren Y., Manning for Fire Attack (Boston,MA:NFPA) 1969.

McManis Associates and John T. O’Hagan and Associates,“Dallas Fire Department Staffing Level Study,” June 1984;pp. I-2 & II-1 through II-7.

Metro Chiefs/International Association of Fire Chiefs,“Metro Fire Chiefs—Minimum Staffing Position,” May1992.

Morrison, Richard C., “Manning Levels for Engine andLadder Companies in Small Fire Departments,” 1990.

National Fire Academy, Executive Development ProgramIII, “Fire Engines Are Becoming Expensive Taxi Cabs:Inadequate Manning,” February 1981; pp. 2 and 4.

National Fire Protection Association, “Decision of theStandards Council on the Complaint of M.E. Hines, TexasCommission on Fire Protection, concerning a FormalInterpretation on NFPA 1500, Standard on FireDepartment Occupational Safety and Health Program,”April 6, 1994.

National Fire Protection Association, NFPA 1410 TrainingStandard on Initial Fire Attack, 2000.

National Fire Protection Association, NFPA 1500 Standardon Fire Department Occupational Safety and HealthProgram, August 1997.

National Fire Academy, “Fire Risk Analysis: A SystemsApproach,” student manual, National Emergency TrainingCenter, NFA-SM-FRAS, July 20, 1984.

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National Fire Protection Association, NFPA 197 TrainingStandard on Initial Fire Attack, 1966.

National Institute for Occupational Safety and Health,Health Hazard Evaluation Reports for Sedgwick County,KS, Nos. HETA 90-395-2117 and HETA 90-395-2121, June1991.

Nevada Occupational Safety and Health Review Board,Administrator of the Division of Occupational Safety &Health v. Clark County Fire Department (Statement ofPosition and Stipulation), Docket No. 89-385, October1990.

Office of the Fire Marshal of Ontario, “Fire GroundStaffing and Delivery Systems Within A ComprehensiveFire Safety Effectiveness Model,” December 3, 1993.

Ohio State University/Columbus Fire Division,“Measuring Firefighting Effectiveness,” September 15,1980.

Onieal, Denis G., “In Response to the Demand for FireDepartment Cutbacks,” Ed.D, Fire Engineering, August1993.

Phoenix, AZ Fire Department, “Fire DepartmentEvaluation System (FIREDAP),” December 1991; p. 1.

Pell, JP et.al., Effect of Reducing Ambulance ResponseTimes on Deaths From Out of Hospital Cardiac Arrest:Cohort Study, BMJ 2001; 322:1385-8.

Roberts, Bill, Fire Chief, City of Austin, “The Austin FireDepartment Staffing Study,” March 1993.

Staffing and Equipping EMS Systems: RapidIdentification and Treatment of Acute MyocardialInfarction. National Institutes of Health, 1993;NIH/NHLBI, No 93-3304.

Stiell, I.G., Wells, G.A., Field, B.J., et.al., Improved out-of-hospital cardiac arrest survival through the inexpensiveOptimization of an existing defibrillation program. JAMA

1999; 281:1175-1181.

Stiell, I.G., Wells, G.A., De Maio, V.J., et.al. Modifiablefactors associated with improved cardiac arrest survivalin a multicentre BLS-D system: OPALS Study Phase IResults. Ann Emerg Med 1999;33:44-50.

Stiell, I.G., Spaite, D.W., Wells, G.A., et.al., The OntarioPrehospital Advanced Life Support (OPALS) Study:Rationale and Methodology for Cardiac Arrest Patients.Ann Emerg Med 1998; 32:180-190.

Valenzuela TD, et. al., “Outcomes of Rapid Defibrillationby Security Officers After Cardiac Arrest in Casinos,”New England Journal of Medicine, October 26 2000; pp.1259-60.

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Advanced Cardiac Life Support (ACLS) Course taught by the American Heart Association for ALS providersusing algorithms to teach methods of treatment for cardiacemergencies.

Advanced Life Support (ALS) Functional provision of advanced airway management, includingintubation, advanced cardiac monitoring, manual defibrillation,establishment and maintenance of intravenous access, and drugtherapy.

Aircraft Rescue and Fire Fighting (ARFF) The fire-fighting actions taken to rescue persons and to control orextinguish fire involving or adjacent to aircraft on the ground.

Aircraft Rescue and Fire-Fighting Vehicle A vehicle intended to carry rescue and fire-fighting equipment forrescuing occupants and combating fires in aircraft, or in the vicinityof, an airport.

Airport Fire Department Personnel Personnel under the operational jurisdiction of the chief of theairport fire department assigned to aircraft rescue and fire-fighting orother emergency response vehicles.

Alarm A signal or message from a person or device indicating the existenceof a fire, medical emergency or other situation that requires firedepartment action.

Alarm Time The point of receipt of the emergency alarm at the public safetyanswering point to the point where sufficient information is knownto the dispatcher to deploy applicable units to the emergency.

Ambulance A vehicle designed and operated for transportation of ill and injuredpersons, equipped and staffed to provide for first aid or life supportmeasures to be applied during transportation.

Apparatus A motor-driven vehicle or group of vehicles designed and constructedfor the purpose of fighting fires.

Arrival Wheels stopped and brakes engaged.

Authority Having Jurisdiction The organization, office, or individual responsible for approvingequipment, materials, an installation, or a procedure.

Automatic Aid The predetermined immediate joint response of personnel andequipment for an alarm to a neighboring jurisdiction. This process isaccomplished through simultaneous dispatch, documented in writing,and included as part of a communication center’s dispatch protocols.

GLOSSARY OF TERMS

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Automatic External Defibrillator (AED) A device that administers an electric shock through the chest wallto the heart using built-in computers to assess the patient’s heartrhythm and defibrillate as needed. Audible and/or visual promptsguide the user through the process.

Basic Life Support (BLS) Functional provision of patient assessment, including basic airwaymanagement; oxygen therapy; stabilization of spinal, musculo-skeletal, soft tissue, and shock injuries; stabilization of bleeding;and stabilization and intervention for sudden illness, poisoning andheat/cold injuries, childbirth, CPR, and automatic externaldefibrillator (AED) capability.

Basic Life Support First Response (EMS) Functional provision of initial assessment (i.e. airway, breathing,and circulatory systems) and basic first-aid intervention, includingCPR and automatic external defibrillator (AED) capability.

Call Processing Time See Dispatch Time

Centers for Medicare and Medicaid Services (CMS) An agency within the Department of Health and Human Servicesresponsible for administering of Medicare/Medicaid andsupporting functions and services. Formerly known as the HealthCare Financing Administration (HCFA), the new name reflects theincreased emphasis at the Centers for Medicare & MedicaidServices on responsiveness to beneficiaries and providers, and onimproving the quality of care that beneficiaries receive in all partsof Medicare and Medicaid

Code An extensive compilation of provisions covering broad subjectmatter or that is suitable for adoption into law independently ofother codes and standards.

Company A group of members: 1) Under the direct supervision of an officer;2) Trained and equipped to perform assigned tasks; 3) Usuallyorganized and identified as engine companies, ladder companies,rescue companies, squad companies, or multi-functionalcompanies; 4) Operating with one piece of fire apparatus (engine,ladder truck, elevating platform, quint, rescue, squad, ambulance)except where multiple apparatus are assigned that are dispatchedand arrive together, continuously operate together, and aremanaged by a single company officer; 5) Arriving at the incidentscene on fire apparatus.

Company Officer A supervisor of a crew/company of personnel.

Compliance Adherence or conformance to laws and standards. Compliant.Meeting or exceeding all applicable requirements of this standard.

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Computer-Aided Dispatch (CAD) Computer-aided dispatch including, but not limited to, primarydispatch entry and automated time stamping, 9-1-1 data interface,demand pattern analysis, system status management, automatedpatient locator aids, response time reporting and documentation, andwhen installed, automated vehicle tracking.

Coverage The amount of road miles or extent to which the road structure iscovered equally by the emergency response resources deployed.

Cross-Trained/Dual Role (CT/DR) An emergency service that allows personnel trained in emergencysituations to perform to the full extent of their training, whether thesituation requires firefighting or medical care. This system type offersa greater level of efficiency that its single-role counterparts.

Defibrillation The delivery of a very large electrical shock to the heart which stopsthe abnormal electrical activity and allows the heart to restartnormally on its own. Defibrillation reverses certain types of cardiacarrest and restores functional cardiac activity when applied soonafter the onset of cardiac arrest.

Direct Attack Fire-fighting operations involving the application of extinguishingagents directly onto the burning fuel.

Dispatch To send out emergency response resources promptly to an address orincident location for a specific purpose.

Dispatch Time The point of receipt of the emergency alarm at the public safetyanswering center, to the point where sufficient information is knownto the dispatcher and applicable units are notified of the emergency.

Emergency Incident A specific emergency operation.

Emergency Medical Care The provision of treatment to patients, including first aid,cardiopulmonary resuscitation, basic life support (EMT level),advanced life support (Paramedic level), and other medicalprocedures that occur prior to arrival at a hospital or other healthcare facility.

Emergency Medical Technician A generic term for any prehospital provider trained at the EMT-Basiclevel of higher.

Emergency Medical Technician-Basic (EMT-B) A prehospital BLS provider with approximately 110 hours of trainingbased on the NHTSA National Standard Curriculum.

Emergency Medical Technician-Paramedic (EMT-P) A prehospital provider trained according to NHSTA NationalStandard Curriculum to advanced levels, including all ALSprocedures.

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Emergency Operations Activities of the fire department relating to rescue, firesuppression, emergency medical care, and special operations,including response to the scene of the incident and all functionsperformed at the scene.

Engine Company Fire companies whose primary functions are to pump and deliverwater and perform basic fire fighting at fires, including search andrescue, are known as Engine companies (NFPA Standard 1710,Section 5.2.2.1).

Fire Apparatus A fire department emergency vehicle used for rescue, firesuppression, or other specialized functions.

Fire Chief The highest ranking officer in charge of the fire department.

Fire Department Member See Member

Fire Department Vehicle Any vehicle, including fire apparatus, operated by the firedepartment.

Fire Protection Methods of providing for fire control and extinguishment.

Fire Suppression The activities involved in controlling and extinguishing fires.

First Responder (EMS) Functional provision of initial assessment (i.e., airway, breathing,and circulatory systems) and basic first-aid intervention, includingCPR and automatic external defibrillator capability.

Forcible Entry Techniques used by fire personnel to gain entry into buildings,vehicles, aircraft, or other areas of confinement when normalmeans of entry are locked or blocked.

Fractile Response Time Fractile response time is the reporting method preferred toresponse time averaging. For fractile reporting, list response timesby length of time in ascending order. Then, draw a line to include apercentage (e.g., 90%) of the response times. The response timebelow that line is the 90% fractile response time (e.g., responsewithin 6 minutes, 90% of the time).

Geographic Information Systems (GIS) A system of computer software, hardware, data, and personnel tomanipulate, analyze, and present information tied to a spatiallocation; GIS includes: Spatial location (usually a geographiclocation); information (visual analysis of data); and system (linkingsoftware, hardware, data).

Hazard The potential for harm or damage to people, property, or theenvironment.

A-5

Hazardous Material A substance that presents an unusual danger to persons due toproperties of toxicity, chemical reactivity, decomposition, corrosivity,explosion or detonation, etiological hazards or similar properties.

Health Care Financing Administration (HCFA) See Centers for Medicare and Medicaid Services (CMS).

High Hazard Occupancy Building that has high hazard materials, processes or contents.

Incident Command System (ICS) The combination of facilities, equipment, personnel, procedures, andcommunications operating within a common organizational structurewith responsibility for the management of assigned resources toeffectively accomplish stated objectives pertaining to an incident.

Incident Commander The fire department member in overall command of an emergencyincident.

Incident Management System (IMS) An organized system of roles, responsibilities, and standard operatingprocedures used to manage emergency operations.

Incident Safety Officer An individual appointed to respond or assigned at an incident sceneby the incident commander to perform the duties and responsibilitiesof that position as part of the command staff.

Indirect Attack Fire-fighting operations involving the application of extinguishingagents to reduce the buildup of heat released from a fire withoutapplying the agent directly onto the burning fuel.

Initial Attack Fire-fighting efforts and activities that occur in the time incrementbetween the arrival of the fire department on the scene of a fire andthe tactical decision by the incident commander that the resourcesdispatched on the original response will be insufficient to control andextinguish the fire, or that the fire is extinguished.

Initial Full-Alarm Assignment Those personnel, equipment, and resources ordinarily dispatchedupon notification of a structural fire.

Initial Rapid Intervention Crew (IRIC) Two members of the initial attack crew who are assigned for rapiddeployment to rescue lost or trapped members.

Jurisdiction The department’s territorial range of authority as provided by thelocal government.

Marine Rescue and Fire Fighting The fire-fighting action taken to prevent, control, and extinguish fireinvolved in or adjacent to a marine vessel and the rescue actions foroccupants using normal and emergency routes for egress.

A-6

Medical Director Physician trained in emergency medicine designated as a medicaldirector for the local EMS agency. Responsibilities include clinicalcare, protocol development, field observation, clinical training andcontinuing education oversight, reviewing call reports for clinicalprotocol compliance, and reviewing patient care cases as part ofan overall effort to assess system quality and performance.

Member A person involved in performing the duties and responsibilities ofa fire department under the auspices of the organization.

Mutual Aid Reciprocal assistance by emergency services under a prearrangedplan.

On Scene Emergency response resources at the address or incident locationto which they were dispatched.

Public Fire Department An organization providing rescue, fire suppression, emergencymedical services, and related activities to the public.

Public Safety Answering Point (PSAP) Any facility where 911 calls are answered, either directly orthrough re-routing.

Quality The degree to which health services for individuals andpopulations increase the likelihood of desired health outcomesand are consistent with current professional knowledge.

Quint Apparatus A fire department emergency vehicle with a permanently mountedfire pump, a water tank, a hose storage area, an aerial device witha permanently mounted waterway, and a complement of groundladders.

Rapid Intervention Crew (RIC) A dedicated crew of fire fighters who are assigned for rapiddeployment to rescue lost or trapped members.

Related Activities Any and all functions that fire department members can be calledupon to perform in the performance of their duties.

Request Any call for emergency medical assistance requiring the dispatchof mobile resources to assess and mitigate the potentialemergency.

Rescue Those activities directed at locating endangered persons at anemergency incident, removing those persons from danger, treatingthe injured, and providing for transport to an appropriate healthcare facility.

Response Time The time that begins when units are en route to the emergencyincident and ends when units arrive at the scene.

A-7

Road Structure The systematic arrangement of interrelated roads that compose ajurisdictions transportation network.

Special Operations Those emergency incidents to which the fire department respondsthat require specific and advanced training and specialized tools andequipment.

Specialized Apparatus A fire department emergency vehicle that provides support servicesat emergency scenes, including command vehicles, rescue vehicles,hazardous material containment vehicles, air supply vehicles,electrical generation and lighting vehicles, or vehicles used totransport equipment and personnel.

Staff Aide A fire fighter or fire officer assigned to a supervisory chief officer toassist with the logistical, tactical, and accountability functions ofincident, division, or sector command.

Standard A document, the main text of which contains only mandatoryprovisions using the word “shall” to indicate requirements and whichis in a form generally suitable for mandatory reference by anotherstandard or code or for adoption into law. Nonmandatory provisionsshall be located in an appendix, footnote, or fine-print and are not tobe considered a part of the requirements a standard.

Standard Operating Procedures (SOPs) An organizational directive that establishes a standard course ofaction.

Structural Fire Fighting The activities of rescue, fire suppression, and property conservationin buildings, enclosed structures, aircraft interiors, vehicles, vessels,aircraft, or like properties that are involved in a fire or emergencysituation.

Supervisory Chief Officer A member whose responsibility is to assume command through aformalized transfer of command process and to allow companyofficers to directly supervise personnel assigned to them.

Sustained Attack The activities of fire confinement, control, and extinguishment thatare beyond those assigned to the initial responding companies.

Truck (Ladder) Company Fire companies whose primary functions are to perform the varietyof services associated with truck work, such as forcible entry,ventilation, search and rescue, aerial operations for water deliveryand rescue, utility control, illumination, overhaul, and salvage work,shall be known as ladder or truck companies (NFPA Standard 1710,Section 5.2.2.2).

Turnout Includes personnel preparation, boarding the vehicle, starting thevehicle, placing the vehicle in gear, and moving the vehicle towardsthe emergency scene.

Turnout Time The time beginning when units acknowledge notification of theemergency to the beginning point of response time.

B-1

ACLS Advanced Cardiac Life Support

AED Automatic External Defibrillator

AHA American Heart Association

ALS Advanced Life Support

ANSI American National Standards Institute

ARFF Aircraft Rescue and Fire Fighting

BLS Basic Life Support

CAAS Commission on Accreditation ofAmbulance Services

CAD Computer-Aided Dispatch

CFAI Commission on Fire AccreditationInternational

CMS Centers for Medicare and MedicaidServices

CT/DR Cross-Trained/Dual Role

EMS Emergency Medical Services

EMT-B Emergency Medical Technician-Basic

EMT-P Emergency Medical Technician-Paramedic

FAA Federal Aviation Administration

GIS Geographic Information System

GPS Global Positioning System

HCFA Health Care Financing Administration

ICMA International City/County ManagementAssociation

ICS Incident Command System

IAFC International Association of FireChiefs

IAFF International Association of FireFighters

IMS Incident Management System

IRIC Initial Rapid Intervention Crew

IRIT Initial Rapid Intervention Team

ISO Insurance Service Office

MRFF Marine Rescue Fire Fighting

NFIRS National Fire Incident Report System

NHTSA National Highway Traffic and SafetyAdministration

NFPA National Fire Protection Association

NIOSH National Institute of OccupationalSafety and Health

PPE Personal Protective Equipment

PSAP Public Safety Answering Point

QA Quality Assessment

RIC Rapid Intervention Crew

RIT Rapid Intervention Team

SCBA Self-contained breathing apparatus

SOPs Standard Operating Procedures

TQM Total Quality Management

GLOSSARY OF ACRONYMS

INTERNATIONAL ASSOCIATION

OF FIRE FIGHTERS, AFL-CIO, CLC

1750 New York Avenue, N.W.

Washington, D.C. 20006

202-737-8484

www.iaff.org

INTERNATIONAL ASSOCIATION

OF FIRE CHIEFS

4025 Fair Ridge Drive

Fairfax, VA 22033

703-273-0911

www.iafc.org

nfpa 1710 implementation guide - california professional

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