Fire Marshal Robert Bettenhausen Tinley Park, Illinois. Chief Gary Scott. Chief John Buckman. Chief Larry Curl Wayne Township, Indiana

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Preserving and Improving the Future of the Volunteer Fire Service Leading the Leaders of the Volunteer and Combination Fire Service This presentation is sponsored by Authors Chief Gary Scott

1 Preserving and Improving the Future of the Volunteer Fire Service Leading the Leaders of the Volunteer and Combination Fire Service This presentation is sponsored by Authors Chief Gary Scott Gillette, Wyoming Chief John Buckman German Township, Indiana Co-Authors Authors Fire Marshal Robert Bettenhausen Tinley Park, Illinois Chief Larry Curl Wayne Township, Indiana Co-Authors Authors Chief Richard Gasaway Roseville, Minnesota Chief John Leahy Indian Rocks Beach, Florida Co-Authors Authors Chief Fred Windisch Ponderosa, Texas 1

Chief John Buckman German Township Volunteer Fire Department Evansville, Indiana Chief John Buckman Chief of Department 1977 34-year veteran Indiana Fire Service IAFC President 2001-2002 VCOS

2 Chief John Buckman German Township Volunteer Fire Department Evansville, Indiana Chief John Buckman Chief of Department year veteran Indiana Fire Service IAFC President VCOS Founding Chair 1994 Appointed President Clinton / America Burning Appointed President Bush / Homeland Security Advisory Group Volunteer Fire Chief of the Year 1996 Founding Board Member National Fire Academy Alumni Association German Township Fire 2 career firefighters, 80 volunteers 12,000 population 750 calls per year 2 fire stations 11.5 average years of service per firefighter Annual community saving of $441,000 Evansville, Indiana Brother First, Duty Always! 2003 John M. Buckman III All Rights Reserved 2

2 Stations 2 Rescue Squads Trailgator Training

Ops Trailer Headquarters Building Foam Trailer 4

3 2 Stations 2 Rescue Squads Trailgator Training Facility 2 Career Personnel 1 Brush Unit Special Ops Trailer Headquarters Building Foam Trailer 4 Engines 1 Tanker 60 Volunteers ISO Class 6 2 Command Vehicles 2003 John M. Buckman III All Rights Reserved 2003 John M. Buckman III All Rights Reserved 3

Chief Fred Windisch Ponderosa Volunteer Fire

Chief of Department 21 Years 32-year veteran

VCOS Executive Fire Officer Chief Fire Officer

Company 30 years Harris County FM/CEO 2 years

4 Chief Fred Windisch Ponderosa Volunteer Fire Department Houston, Texas Chief Fred Windisch Chief of Department 21 Years 32-year veteran Illinois & Texas Fire Service Charter Member VCOS Executive Fire Officer Chief Fire Officer Volunteer Chief of the Year 2000 Shell Oil Company 30 years Harris County FM/CEO 2 years USFA Action Plan Reorganization Team IAFC Board of Directors 4

light industrial Extensive automatic and mutual aid Houston, Texas Station 61 Station 62 Station 63 Station 63 4 story training tower Standpipe

5 Ponderosa Fire 13 Square miles; 47,000 population $2.2b assessed evaluation Tax rate 6 cents / $100 Budget - $1.2mm 1,400 responses expected this year EMS delayed first responder BLS Ultra heavy traffic load Residential, commercial, hospital complex, light industrial Extensive automatic and mutual aid Houston, Texas Station 61 Station 62 Station 63 Station 63 4 story training tower Standpipe Elevator shaft Rappelling Confined space Roof simulator 2 live fire burn rooms Draft tank Comprehensive SCBA training maze Diesel fuel supply Up to 1,000 gallons Training Facility 5

6 Savings To Our Public Volunteers - Value Training hours - $65,000 Response hours - $52,000 Maintenance value - $20,000 Volunteers - Costs Performance based incentives - $37,000 The usual banquets, picnics, awards etc - $9,000 Every 5 years, large banquet - $8,000 Great insurance Accident & Sickness - $8,000 Worker s Compensation - $18, k implementing in $50,000?????? What Would It Cost? A more comprehensive combination system with 8 personnel 24/7 $1,140,000 additional per year A full career system with 15 personnel 24/7 $2,500,000 additional per year The Reality Maximum tax rate for unincorporated Harris County, Texas is 6 cents per $100 $1,220,000 available total revenue Ponderosa Fire Cost Comparisons Now $25 per capita More comprehensive combination system $50 per capita Full career $73 per capita Chief Gary Scott Campbell County Fire Department Gillette, Wyoming Chief Gary Scott Chief and Administrator since year veteran Wyoming Fire Service Legislative Chair VCOS Charter Member and Co-Organizer Volunteer and Combination Officers Section Appointed by President Bush to the Emergency Response Senior Advisory Council to Secretary Ridge 6

7 Campbell County Fire 15 career firefighters, 5 support staff and 180 volunteers / tactically integrated 5,000 square miles / 45,000 people Nearest structural mutual aid 110 miles 2,000 alarms per year Volunteer retention rate of 17 years per firefighter Energy producing capital of the United States Annual community saving of $3,413,244 Gillette, Wyoming 7

8 Campbell County Wildland Fire Season 8

9 Daly Draw Complex The News-Record Daly Draw Complex The News-Record Daly Draw Complex The News Record Bryan Borgialli 9

10 The News Record The News Record The News Record 10

11 The News Record 11

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14 Enhancing an American Tradition 14

Homeland Security Creation of Homeland Security and the Emergency Response Senior Advisory Committee The Basis

15 Since the terrorist attacks of September 11, 2001, America has learned that local emergency responders are the community s FIRST line of defense, regardless of the event. Homeland Security Creation of Homeland Security and the Emergency Response Senior Advisory Committee The Basis of the Report Homeland Security Other initiatives resulting from include: The Fire Act Funds National Response Plan National Incident Command System 15

16 Homeland Security Other initiatives under consideration: Lexicon Liability issues of sharing resources Sharing resources Homeland Security Bottom Line - the new community philosophy in America is The Homeland is secure when the Hometown is secure. The American Volunteer Fire Service Volunteer Firefighters There are an estimated 800,000 volunteer firefighters in America. All volunteer fire departments comprise 73% of all American fire departments. Volunteer Firefighters Volunteer Firefighters There are 26,354 fire departments in America 19,224 are all volunteer 3,845 are combination predominately volunteer 1,047 are combination predominately career 900, , , , , , , , , , ,000 Number of Volunteer Firefighters National Fire Protection Association

17 Volunteer Firefighters 27.6% of the American population volunteers. That is equal to 59 million Americans ages 16 and older. Only 34% volunteered more than 100 hours per year. The vast majority volunteered an average of 52 hours per year. Volunteer Firefighters Volunteer firefighters account for less than 1/59 th of the estimated number of individuals who volunteer. There were 20,060,000 individuals who donated over 100 hours per year. Volunteer Firefighters To be competitive, the volunteer fire service will need to refocus recruiting efforts, outside of traditional recruitment considerations, and develop diversification strategies to attract new members. Volunteer Firefighters Volunteer firefighters bring tremendous depth and diversity to any emergency scene based upon their regular jobs and expertise in their communities. Volunteer Firefighters Skillful recruiting can substantially enhance community preparedness And improve the level of responding expertise. Volunteer Firefighters We will have to significantly improve retention and create an atmosphere of stability to meet the challenges of the 21 st century. 17

18 Volunteer Firefighters Volunteer fire departments save the American taxpayer an estimated $37 billion dollars in taxes per year. These are local funds that can be reinvested in a community s infrastructure, social and other community programs or apply to a general tax reduction. Volunteer Firefighter Community protection and well-being depends on the experience, expertise and tenure of local emergency providers. Staffing Cost - $750,000 Per Company / Per Year 14 personnel 3 shifts 24 hours per day 365 days per year State Responsibility Develop regional and statewide recruitment campaigns. Assure that volunteer liability protection is provided. The Issues Confronting the Fire Service 18

19 The Issues Few local governments understand the true value of their local volunteer fire department both in financial terms as well as the social capital generated by the department. The Issues That lack of understanding is visible in the struggles of local departments to obtain the most basic needs, such as safety gear, functional apparatus or station facilities. The Issues The volunteer and combination fire service continues to be unorganized across the nation with no clear leadership representing volunteers. The Issues As the country and local communities re-evaluate their abilities to respond and handle new threats, like weapons of mass destruction and biological incidents, the entire stability of the American volunteer fire service has become a significant issue % 40.20% 23.56% 10.08% 45.38% Population 60,999 or less , , , ,000 or more Population 10,999 or less 11-25, , , % 9.80% 9.80% 21.01% Number of School Violence Incidents with Deaths Number of School Violence Incidents with Deaths

20 33.61% 66.39% The Issues Number of School Violence Incidents with Deaths Population 25,999 or less 26-60,000 18,000,000 17,000,000 16,000,000 15,000,000 14,000,000 13,000,000 12,000,000 11,000,000 10,000,000 9,000,000 Total Number of Calls for U.S. Fire Departments The Issues The Issues 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 Total Number of Working Fire Calls in the U.S Residential fires have decreased 47%. Administrators are now faced with promotional issues involving officers who may lack sufficient experience actually fighting fires. This lack of experience affects the safety of emergency operations and could lead to increased liability exposure. Detailing the Lack of Resources Resources While the report surveyed all types of fire departments, items selected for this report have the most impact on volunteer and combination departments. 20

Resources Roughly 15,500 fire stations (32%) are at least 40 years old. Resources Approximately 50% of all fire engines are at least 15 years old and more than 33% are over 20 years old.

21 Resources Roughly 15,500 fire stations (32%) are at least 40 years old. Resources Approximately 50% of all fire engines are at least 15 years old and more than 33% are over 20 years old. Apparatus Replacement Cost / Technology Braking, Weight, Handling, Lighting, Striping, etc. Resources 33% of firefighters per response are not equipped with self-contained breathing apparatus. Resources An estimated 57,000 firefighters lack even basic personal protective clothing. 21

22 Resources Only 25% of fire departments can communicate on scene with all their public safety partners. Resources An estimated 233,000 firefighters, most of whom are volunteers serving small communities, lack formal training in structural firefighting. Resources 27% lack formal training in EMS duties. Resources In 80% of fire departments, personnel involved in hazardous materials response are not certified to an operational level. Resources 11% of fire departments can handle a technical rescue with EMS at a structural collapse of a building involving 50 occupants. Resources 13% of fire departments can handle a hazardous material and EMS incident involving chemical and/or biological agents and 10 injuries. 22

23 Resources 26% of fire departments can handle a wildland / urban interface fire affecting 500 acres with locally trained personnel. Retention Retention National retention average is approximately 4 years per volunteer per department. The average cost to retain a volunteer per year is $1,000. Retention A 1993 report titled Retention and Recruiting in the Volunteer Fire Service, Problems and Solutions identified the following issues Retention Volunteers face increased demands from the fire department stemming from the increase in emergency response calls, the need for on -going training and the increasing need to undertake specialized training. Retention Demands on the volunteer s time are increasing as they struggle to balance career and family obligations encompassed in and around the need for double family incomes. 23

24 Retention Many of those who volunteer for a fire department do so in order to improve their employability as a career firefighter. Retention The lack of a comprehensive benefit and incentives programs that are necessary to protect their livelihood. State Responsibility Develop community, regional and state disaster plans with specified review dates. Plans should include identified resources and certifiably trained personnel available for regional and statewide deployment. Develop methods for certifying fire and EMS personnel to enhance their professional commitment and achieve minimum training standards. State Responsibility Develop a benefits plan for all emergency responders to protect and provide for responders who are injured or killed in the line of duty. Develop a benefits plan that provides college tuition, including books, to the immediate family members of firefighters killed in the line of duty. Local Responsibility Volunteer firefighters, leadership within the volunteer fire department, community leaders, elected officials and citizens should expect that standards, rules and regulations be used, adopted and enforced at the local level that measure the effectiveness of services provided. Local Responsibility Recruiting and retaining quality personnel continues to be the most important element in the overall success of a volunteer or combination fire department. 24

25 Local Responsibility Therefore, it is important to look at developing the following: Programs designed to certify and credential volunteer and career firefighters as well as officer positions at the state minimum level (NFPA Firefighter I/Fire Officer I or equivalent) to improve individual educational levels, emergency scene proficiency and safety. Local Responsibility A diversification plan that maximizes individual talent and skill in order to enhance the overall efficiency, safety and effectiveness of the department. It should also guide the educational growth of the individual while maximizing his or her potential and enthusiasm in a specific discipline(s) within the organization. Local Responsibility Ongoing educational opportunities that reinforce minimum training standards, enhance awareness and reinforce safety precautions dealing with local target hazards. Training that is measurable and emphasizes safety, command, multi - company drills, multi -agency drills and multi-jurisdictional responses. Local Responsibility Benefit programs that encourage longterm participation from individual volunteers. Programs could include, but are not limited to, workers compensation; health, accident and life insurance; and coverage that will protect the livelihood of the individual volunteer against lost wages. Local Responsibility Adequate liability coverage to protect an employer from costs associated with injuries that occur while performing duties. This consideration may extend to policies that provide the employer with overtime coverage to fill the position of the injured volunteer. Local Responsibility A recruitment program that ensures adequate staffing and delivery of emergency services. 25

26 Local Responsibility Appropriate recognition and award programs to identify individuals or team members because of their performance or commitment to the department and community. Local Responsibility A promotional process that ensures fairness for all members within the existing rank structure. Promotional systems should replace the traditional method of electing officer positions. It should be based upon merit with appropriate performance, education, training, skills and experience. Retention One of the most important issues is the lack of solid department leadership. There are limited educational opportunities for managers of combination fire departments. This is a special management discipline. Retention Sound management practices have the potential to significantly enhance retention rates. Retention There is a significant retention issue in combination fire departments: A combination system will not work when it is based on prejudice or when either group of firefighters functions in a minority role and is perceived as subservient to the other. Retention There is a significant retention issue in combination fire departments: The real test of a quality combination fire department is the retention rate of the minority group. 26

Buckman III Federal Assistance Advance a Congressional Resolution supporting the American Volunteer Firefighters Bill of Rights.

27 Federal Assistance Federal Assistance This country cannot afford to lose the services of volunteer firefighters. The tax impact alone would cripple many communities and result in additional loss of life. Chief John M. Buckman III Federal Assistance Advance a Congressional Resolution supporting the American Volunteer Firefighters Bill of Rights. Create an Office of Volunteer and Combination Fire Service within the Department of Homeland Security. Develop a grading system for evaluating local emergency response capability. Federal Assistance Create a national definition of allowable compensation for volunteer firefighters. Develop and support administrative changes to the Internal Revenue Code to clarify legislative issues related to length of service awards programs and allow cafeteria style benefit programs for volunteers. 27

28 Federal Assistance Create national job protection for volunteer firefighters. Fund the Assistance to Firefighters Grant Program (FIRE Act) at its full authorization, allowing the fire service to build a solid baseline of apparatus and safety equipment within its hometown communities. Federal Assistance Appropriate funding for the Staffing for Adequate Fire and Emergency Response Firefighters Act (SAFER Act). Provide tax incentives for the installation of automatic fire suppression and alert systems. Provide national tax incentives for certified volunteer firefighters, reducing federal income tax by 3 percent annually. State Assistance Assure that statewide mutual aid places response liability on the responding agency versus the requesting agency. Strategic planning must become institutionalized as an integral part of fire department operations and community resource allocation. Plan development should be performed in conjunction with the community to meet community expectations, growth and staffing requirements. 28

29 Planning should be done in conjunction with surrounding communities affected by automatic mutual aid agreements. A multi-jurisdictional approach must be utilized to provide specialized services such as technical rescue, hazardous materials response and water rescue as well as covering training needs for these responses. The planning process should be developed with immediate, intermediate and long-range goals and have established review dates. An evaluation of the current volunteer response capabilities must be completed as part of the strategic planning process. A risk management policy must be instituted that clearly identifies the necessity of performing defensive fire suppression operations under noted conditions. A management structure must be developed and maintained. It should address business management operations, training, EMS, member benefits and operational leadership strategies. 29

30 The number of calls significantly increases the business aspect of running a fire department. A department that responds to more than 750 calls per year, which is an average of two calls per day, should consider providing a compensated leadership position for developing and executing an organizational plan. A funding plan for vehicle and equipment maintenance and replacement, as well as a plan to replace personal protective gear and accessory equipment in order to ensure adequate protection of emergency service personnel should be developed. Local, county, regional, state, federal and industrial resources that are available within the jurisdiction should be identified as part of a mutual aid agreement. The organization must develop a service delivery approach to meet the risks that are presented, consistent with what the community expects and can afford (standard of response cover). A housing analysis to document housing availability and, if necessary, contingent housing alternatives for retaining reliable and well-trained volunteers within a community. Those options may include, but are not limited to, subsidized housing, dormitories, low or no-interest loans or relief on property taxes. Partnerships with other community emergency entities working to maximize resources. 30

31 Partnerships with civic organizations and local businesses to integrate the fire department within the local community. Training programs that provide all new recruits with basic firefighting skills and First Responder level training before they are allowed to respond to and perform on fire, medical or rescue emergencies. A physical assessment program designed to evaluate each member s physical ability to perform the activities and tasks required for every job description within the organization. This assessment should be performed at least annually. A written policy prohibiting drug and alcohol use with specific enforcement, discipline and follow-up procedures. An Emergency Vehicle Operational Policy to qualify each member as a driver/operator of fire and rescue apparatus. A process to check the status of each member s driver s license annually. 31

32 Criminal background checks on all prospective members. Community Support Services are necessary elements to the overall image and success of the department and the well-being of the community. Departments should develop the following: Safety and accident prevention programs beyond the normal scope of fire prevention to augment identified needs of the community. Those programs could include, but are not limited to, drowning prevention; bike, rollerblade and car safety; and sponsorship of SAFE KIDS projects. Departments should develop the following: Fire prevention and education programs to educate at risk groups as identified by the USFA. Programs should direct educational, awareness, prevention and support groups to assist in reducing concerns. Practices that would prevent fire loss, injury or death based upon occupancy, construction, apparatus, water supply, available personnel, communication abilities and response capabilities. An annual evaluation of water systems that affect local operations, including county, industrial and/or private delivery. Evaluations should include the capability of the water supply to deliver the required fire flows based upon existing occupancy as well as planned growth. Ensure that appropriate steps and procedures are in place to properly maintain supply. 32

33 Customer service programs that provide community feedback and satisfaction ratings. The capability to complete investigations in an efficient and reliable manner involving police agencies where applicable. Appropriate preplan documents, including target hazards, to provide timely and accurate information to incident commanders. A partnership with the Local Emergency Planning Committee to work for a fire safe community. On one hand we have a positive can-do spirit, on the other hand we have forces that are creating everincreasing challenges that attack that spirit. The needs and realities of the volunteer fire service appear to be moving in divergent directions, so when the spirit dies, all that remains is historic fact. It is imperative that local, state and federal government understand the challenges listed in this document, develop a problem solving attitude and be proactive in creating a new pathway that will allow the volunteer fire service to survive and flourish. 33

34 Conclusion The lack of a comprehensive benefit and incentives programs that are necessary to protect the livelihood. 34

The Blue Ribbon Report. Preserving and Improving the Future of the Volunteer Fire Service

The Blue Ribbon Report. Preserving and Improving the Future of the Volunteer Fire Service A Call for Action The Blue Ribbon Report Preserving and Improving the Future of the Volunteer Fire Service A Call for Action The Blue Ribbon Report Preserving and Improving the Future of the Volunteer