Fire and Emergency Services Department

Transcription

1 Fire and Emergency Services Department

2 Service doesn t come from a manual it comes from the heart. The past year has been one of exceptional accomplishment and continual improvement in our overall service delivery and responsiveness to our Titusville residents and visitors. Our 2006 Annual Report affords us the opportunity to highlight the various all-hazard emergency and non-emergency services we provided. As an all-hazards organization, we continually strive to make a difference in the lives of our citizens during their time of need. We pride ourselves on our ability to respond quickly, competently and compassionately. Our community expects and deserves this high level of service and we feel strongly that we deliver it. We hold their expectations in the highest regard and it is vital to us that we respond to the needs of our community, around the clock. For 2006, our call volume increased to 6259 incidents. Highlights include placing our fifth fire apparatus in service as advance life support capable, the update and completion of our strategic plan, graduation and certification of eight paramedics and continuation of our plan to build our fifth fire station in south Titusville. Additionally, we secured an inter-local agreement with Brevard County Fire Rescue to allow us the capability to transport our residents to the hospital when needed. As part of our all-hazard service delivery, we continue to train at the federal, state and local levels in all emergency competencies, including the Department of Homeland Security training initiatives. We understand the need to be highly trained so that we are prepared for any challenges which may occur. We remain mindful of our responsibility to provide Titusville with the best possible service, without exception. We appreciate the confidence and trust our community places in each of us. Sincerely, Fire Chief Post Office Box 2806 Titusville, FL (321)

3 VISION STATEMENT Titusville Fire and Emergency Services Department shall be the leading provider of emergency services in the community it serves. MISSION STATEMENT The mission of the Titusville Fire and Emergency Services Department is to provide the community with emergency services by highly trained, professional personnel in an expedient and effective manner. Furthermore, it is our duty to protect and promote the health, safety and overall well being of the community we serve. We commit to: GUIDING PRINCIPLES Promote teamwork Respect others Be open-minded Be progressive and responsive to change Encourage input Foster a positive and safe work environment Encourage and recognize initiative and creativity Set goals and achieve results

4 Our department initiated internal restructuring over the past year to pro-actively position ourselves to address the evolving changes of our department s mission and responsibilities. During 2006, the Fire Prevention Division was re-titled to the Division of Administration and an internal position was re-titled and elevated to the position of Division Chief of Administration. Vested within this position are responsibilities that had jointly been shared among various other staff members. This change will provide a more cohesive and sustaining direction to ever-increasing complex budgetary and personnel issues. Additional staff modifications and assignments are planned in the upcoming year to address and enhance other areas of department functions and activities. 1

5 Executive leadership of the Fire and Emergency Services Department is the responsibility of the Fire Chief. Visioning, planning, managing and successfully positioning the department to meet the current and future emergency needs of our community are vital functions of this position. Support for this mission is provided by the Administrative Assistant. Fire Chief Richard G. Talbert Chief Richard Talbert, with 29 years of fire service experience, began his career with our department in 1995 and moved steadily through the ranks as Battalion Commander, Training Commander and Operations Chief. He was promoted to the position of Titusville s Fire Chief in Chief Talbert maintains a dual role as both Titusville s Fire Chief and our City s Emergency Manager, where he oversees the preparedness, response, recovery and mitigation efforts of the City s Emergency Management Team. Chief Talbert also assumed the responsibilities as President of the Florida Fire Chiefs Association in July of Administrative Assistant Kathy Mosley, a 34-year department member, provides direct support assistance to Chief Talbert and, when needed, to the division chiefs. She is a part of the department s executive leadership team and she leads and completes special programs and assignments in support of the leadership, management and visioning functions of the department. She also serves in a support/liaison role to the Emergency Manager and is the Documentation Unit Leader under the City s Emergency Management Plan. Fire Chaplain John DeVoss, one of our department s community volunteers, has served in this support role since mid He is available 24/7, providing aid and comfort to our community members in times of crisis. He also aids and counsels our employees after particularly difficult emergencies and participates with us in special programs and on department committees. 2

6 The Operations Division contains the largest staffing component of the department. It is responsible for the management and response to emergency situations, the training and skills maintenance of its members, the maintenance of its apparatus and equipment and the supervision of the clerical personnel needed to support its functions and responsibilities. The Operations Chief oversees the operational aspects of the department and directly supervises the EMS/Training Chief, the shift Battalion Chiefs and the Volunteer Coordinator. The individual in this position is a member of the department s executive leadership team and also serves as the Fire Branch Director under the City s Emergency Plan. Currently filling this position is Interim Operations Chief Mike Woodward, who has 15 years of fire service experience. He joined our department in 1995 and was promoted to the position of Battalion Chief in Clerical Assistant/Volunteer Coordinator LaWanda Park leads the clerical support component of the Operations Division. As Volunteer Coordinator, she also directs the work and functions of our cadre of citizen members who serve the department as community volunteers. She is also the department s designated computer power user, assisting team members with overcoming computer challenges and is the administrator of our statistical data-base program. Our department is fortunate to have a dedicated cadre of community volunteers. They assist us in many ways, and have proven themselves invaluable not only in the help they provide in completing daily tasks, but also the integral role they play in assisting with special projects and programs. Some examples in 2006 include: substituting for 3 months for a regular staff member recuperating from a major accident; working with our department cartographer to complete our electronic mapping project; editing, labeling and organizing our digitized photo files, compiling and verifying year-end department statistics and assisting with recognition and awards ceremonies. 3

7 The majority of our resources, tangible and human, are dedicated to the Operations Division. We are recognized as one of the most aggressive interior fire organizations in our county. Our fire fighters are willing to push the envelope to maintain the safety of those requiring emergency service. However, we are also not afraid to show a softer side, displaying empathy and compassion to those in need. It s all about providing what is needed in our citizens lives in support of their needs. The effectiveness of this division, however, is also dependent upon all other support elements of our department. This necessitates a high degree of teamwork among the divisions and between the various levels of our organization. Titusville s firefighters operate on a rotating 24-hour shift, grouping personnel in 3 shifts, called battalions. During each 24-hour period, the control of shift activities is overseen by a battalion chief, who supervises the activities of four fire stations and their personnel, and provides command presence at emergency incidents. The immediate supervision provided at each station is by the station lieutenant. The crew under the lieutenant s command is comprised of driver-operators and fire fighters. Battalion Chief Rod Donhoff Battalion 1 Station #10 D/O-PM Colquhoun, FF Hogue, Lieutenant Steinmetz A 4-year employee, with 19 years of firefighting background, Battalion Chief Donhoff leads the activities of Battalion 1. Also qualified as a paramedic, his additional responsibilities include monitoring and overseeing the ordering and stocking of the department s emergency medical supplies and equipment. 4

8 Number of bicycle accidents: 12 Bicycle versus motor vehicle: 6 Falls from bicycles: 6 Average age of bicyclist: 24 years Battalion 1 Station #11 D/O Irving, FF/PM Ellis, Lieutenant Litterilla Number of vehicle accidents: 340 Pedestrian accidents: 48 Aid Provided to Brevard County: 27 Structure Fires: 2 Motor Vehicle Accident: 9 EMS: 7 Brush/Woods Fires: 9 Aid Received from Brevard County: 8 Structure Fires: 1 Motor Vehicle Accidents: 1 EMS: 3 Brush/Woods Fires: 2 Good Intent: 1 Aid Provided to Other Regions: 0 Battalion 1 Station #12 Lieutenant Williams, FF/Paramedic Duncan, FF Pierce, D/O Hitt 5

9 In 2006, most emergencies in Titusville occurred between the hours of 8 a.m. and 7 p.m. (67%); 15% occurred between 8 p.m.-midnight, with the remaining 18% split almost evenly between midnight and 7 a.m. Among the days of the week, emergency calls are generally consistent, with incidents occurring at a slightly higher rate Thursday-Saturday. Poisonings/ Drug Ingestions: 57 Carbon Monoxide Incidents: 0 Battalion 1 Station #13 FF Hall, FF/PM Colon, FF/PM Lindquist, Lieutenant Chiles, D/O McIntyre 6

10 The station responses on this chart mimics the growth patterns of our city. With construction and traffic increasing along U.S. #1 (Station #11 s response area), there was a corresponding increase in the number of emergency calls. Station #13 s call volume also increased (south Titusville area, inclusive of S.R. 50/S.R. 405/Grissom Pkwy.), which also experienced traffic and development increases. Acting Battalion Chief Chris Threlkeld Battalion 2 Station #10 Lieutenant Feagan, D/O-PM Ford, FF Abernathy Battalion 2 is led by Lieutenant Threlkeld. He has 15 years of fire service experience, 12 of which have been with Titusville. Also qualified as a paramedic, he has been a supervisor (lieutenant) for 6.5 years and his acting position responsibilities also include oversight of our vehicle and equipment maintenance and repair. 7

11 Bomb Threats/ WMD Calls: 7 Educational Institutions: 2 Commercial: 2 Residential: 0 Battalion 2 Station #11 Lieutenant Neeld, FF Johnson, D/O-PM Kozielski Government Institutions: 3 Titusville s Fire Fighters: # of Battalion Chiefs: 3 Number of drownings: 0 # of Lieutenants: 12 # of Driver-Oper.: 15 # of Firefighters: 21 Average age: years 2-Year Degrees: 20 4-Year Degrees: 4 # also Paramedics: 26 (52% of combat) Years of Service: (averaged) The combat members of the Operations Division work a 24-hour shift. The recurrence of these shifts during a 6-week schedule is based on a unique rotating school schedule. This allows members the ability to continue their college education on their offduty days on rotations normally adopted by colleges. Battalion I can take advantage of Tuesday/Thursday classes, and Battalion II can avail themselves of Monday/Wednesday classes. Battalion 2 Station #12 FF Crocker, D/O-PM Harris, Lieutenant/PM Threlkeld, FF/PM Senger 8

12 2006 reflected emergency call volumes that continued our trend of steady increases over the past two decades: an overall increase of.97% in emergency response call requests over 2005, a 29% increase in call volume over the last 10 years, a 47% increase in the last 15 years and a 56% increase over the past 20 years. Titusville s Fire and Emergency Services Department is an all-hazard department, responding to diverse emergency and service situations ranging from fires to vehicle accidents to medical calls and bio-hazard emergencies. Our department also prides itself on its level of non-emergency services to our community members, such as patient lift assists, emergency water shut-offs, and rescuing cats in trees. Our motto: Service doesn t come from a manual it comes from the heart. Battalion 2 Station #13 D/O Carpentier, FF/PM Johnson, D/O-PM Strong 9

13 Acting Battalion Chief Daryle Blankenship Lieutenant Blankenship is in charge of Battalion 3. He has a total of 26 years of firefighting experience, 23 of which have been with Titusville. Moving steadily through the ranks, he has been a supervisor (lieutenant) for the past 3.5 years. In his acting position, Lieutenant Blankenship is also responsible for the maintenance and upkeep of department facilities. Battalion 3 Station #10 Lieutenant/PM Ford, FF/PM Caron, D/O Kohler Of structure fires responded to in 2006, smoke detectors were present in 63% of the structures. 10

14 Battalion 3 Station #12 FF Griffith, Lieutenant Perry, FF/PM Moore Battalion 3 Station #11 FF Holbrook, D/O-PM Marfitt, D/O-PM Einkoph Number of Blood Pressure Checks: 876 Our department provides blood pressure checks at every fire station. In addition, Saturdays (if not committed to other public education events) we staff four community locations throughout our city to provide this free health service throughout our community. False fire calls are not only a waste of resources, they also comprise a needless danger to our firefighters who respond in emergency mode to the alarm. In 2006, the department responded to a total of 238 malicious/false fire calls, resulting either from malicious intent or malfunctioning automatic fire alarms. It is our mission to stop false calls, either through prosecuting the perpetrators or mandating repair of alarm systems that continue to malfunction. Those structural fire calls that result in 3 or more false calls within a 9-month period are assessed a false alarm fee. Battalion 3 Station #13 FF/PM Smith, Lieutenant Jones, D/O-PM Cody (Note: Dramatic $ jump in last 2-years is due to both an actual increase in the number of recurring false alarms and a fee schedule change.) 11

15 NOTE: OTHER MEDICAL includes such emergencies as: dizziness, insect stings, heatrelated injuries, lightning strikes, patient lift assists, snake bites, etc. EMS/Training Chief Bob Allard joined the department in late 2004, bringing with him over 20 years of experience. In addition to his responsibility for providing training to divisional personnel in skills maintenance of mandated and desired training areas, he is also our department s Medical Quality Assurance Officer, Safety Officer and Infectious Disease Control Officer. 72% of emergency calls responded to by the department in 2006 fell within the emergency medical service fields. All Titusville fire stations and all of our first-run units now provide Advanced Life Support, an enhanced level of emergency care for the members and guests of our community. 373 cardiac-related calls were responded to; 45 involved cardiac arrest and 11 patients were successfully resuscitated by Titusville crews Pediatric (0-9 years of age) calls totaled 116 Of 588 trauma calls, 35 were severe enough to issue a Trauma Alert and request emergency transport via helicopter to a certified trauma center. (Majority of cases were head/severe injuries caused by vehicle/ motorcycle crashes.) With two fully functioning airport facilities in Titusville, only 3 aircraft-related incidents occurred in 2006 (no deaths reported) Rescue-13 was utilized for transport in response to the Carnival Cruise Line multi-casualty incident at Port Canaveral In conjunction with Parrish Medical Center s new Stroke Center Certification, 27 patients were issued Stroke Alert status and transported to PMC Department initiated Level I Trauma Center transports for 3 patients with severe burns (>10% body surface area) Average median patient age of calls for emergency medical service in 2006 was 59 years of age; Titusville s median population age is 41 years. [2000 census]. 12

16 A fire fighter requires numerous training hours, both practical and classroom, to maintain his/her competency level in the most dangerous profession in the United States. Professionalism and fire fighter safety is attained through diligent training learning new skills and undergoing refresher training of previously mastered skill sets. State and federal requirements also mandate continual training in the diverse areas that now comprise the responsibility of today s modern firefighter. Some of the mandated training topics include: Confined space rescue Vehicle extrication Self-contained breathing apparatus fit testing/use Driver training May Day training Hazardous materials training EMS training Water rescue Firefighting skills/practices PumpTraining WHEN PERFORMANCE MEANS THE DIFFERENCE BETWEEN LIFE AND DEATH...TRAINING IS THAT DIFFERENCE! R.I.T. Training MAYDAY! May Day Training Search & Rescue 13

17 The Administration Services Division consists of three sections Fire Prevention/Inspections, Public Education and Budgeting/ Logistics. The Division is led by Interim Administration Chief Scott Gaenicke. Chief Gaenicke has been involved in the fire service for 21 years and is a 19-year veteran of Titusville Fire and Emergency Services. He was promoted to the position of battalion chief in 2002 and also serves as our department s Public Information Officer. The Division Chief of Administration provides management and oversight of the three sections and serves as our department s chief financial officer and leads our department s budgetary team. He is a member of the fire chief s executive management team. In addition to regularly assigned duties, the Division Chief is also an integral part of city-wide emergency management functions. Fire prevention must be the primary focus for the reduction of fire losses, whether human or structural. An accidental fire that is prevented from starting is a success. Fire codes are designed to prevent fires and limit the spread of accidental fires that do occur. This division enforces the city fire and life safety codes through a proactive plans review process, construction/ system inspections and pre-licensing and annual commercial life safety inspections. Our customers expect enforcement of the fire codes to prevent the horrific tragedies of our past national experience. This division also follows up on false alarms initiated by automatic alarm systems and addresses the correction of such system malfunctions or works in conjunction with our police department for investigation/prosecution if malicious intent is involved or chronic failure to address system failures. The position of Fire Marshal is directly involved in reviewing commercial construction and development plans and inspections for adherence to applicable fire safety codes, along with monitoring existing construction for continued code compliance. It also monitors programs and the development of local ordinances to maintain an acceptable level of fire safety and oversees the activities of the Inspection and Public Education Sections. The position of Fire Marshal is currently vacant, but anticipated to be filled in Spring of

18 Plans Examined Site Plan: 230 Building Plans: 72 Sprinkler Plans: 8 Alarm Plans: 19 Hood Plans: 19 System Inspections Sprinkler: 40 Alarm: 28 Hood: 15 Other: 17 Fire Inspector Justin Chase Fire Inspector Mark Whorton Clerk Jackie Elmore Fire Inspectors Chase and Whorton, with 10 years of combined experience within our department, perform commercial life safety, preliminary license, hood system and alarm system inspections. They are also instrumental in validating the continued safety of our schools, working in conjunction with the Brevard County School Board to conduct annual fire safety inspections of our city s educational facilities. Part of their responsibilities also include examination of site, building, sprinkler, alarm and hood plans. An eight-year employee, Clerk Jackie Elmore provides direct support to this section and maintains commercial fire inspection records data-entry through billing and collection. She also supports the activities of the Public Education Section. 15

19 A 25-year employee, Life Safety Specialist Reggie Belle is responsible for conducting and managing our life safety and injury prevention programs within Titusville. Our department is proactive in developing and providing injury prevention and safety strategy programs to help protect the members of our community. Working with local partners in both civic and business arenas and through other state and federal grant opportunities, we offer a wide range of prevention programs dealing with fire, weather emergencies, elderly safety, vehicle occupant protection, and bicycle and pedestrian safety. Through our programs in 2006 we continued to provide safety training and distributed smoke and carbon monoxide detectors, child safety seats and bicycle helmets. Bicycle Helmets Distributed: 137 Child Passenger Safety Seats Child Seats Distributed: 124 Child Seats Inspected:

20 The budgeting unit handles all procurements for goods and services, unlimited purchase orders from contracts, procurement of professional services, grant reconciliations and employee payroll/payroll records. Its goal is to continue to improve procurement processes to reduce processing times and increase quality of services by making repetitive purchasing of goods and services available through contracts and increased communication with end-user divisions. Secretary Diane Parker, an 11-year member of the department, provides clerical support for the Administration Chief and the Budgeting Unit. She supports the financial aspects of the department, handling the purchasing, reconciliation, payroll and maintenance of the department s fiscal records. Our department manages to the bottom line, ensuring that we provide the levels of service established by our City Council within the budgetary parameters approved. Approximately 89% of our general fund budget covers personnel costs, with the remaining devoted to operating and capital costs. Funding resources for our department are derived from three major sources: Department-designated City General Funding/Capital Outlay, Grants and Community Donations, and First Responder Funds that are derived from a contractual agreement between the City and the County for the first responder services we provide (calculations based on number of EMS calls, and ALS first responding units). 17

21 Logistics Specialist Frank Canada has a 22-year background in the fire service. His responsibilities are to facilitate the maintenance and repair of our buildings and the operability of our systems within the department s Headquarters facility and four fire stations. He ensures that all personal protective equipment (PPE) is maintained in good working order, handles all uniform clothing issues, and maintains the operability of and repairs to the department s radio and communication equipment. All department apparatus, ladder, hose and suppression/ rescue equipment records are also maintained by this unit. Significant Accomplishments Completed inventory of all department communication radio sets for National Re-banding Program Completed inventory and issued PPE (Personal Protective Equipment) to comply with new standards of NFPA Standard 1971 Completed all Aerial and Ground Ladder testing in conformance with NFPA Standard 1914 Completed uniform bid process and new uniform contract awarded All station/furniture orders completed and delivered In addition to their position requirements, some of our personnel have assumed additional training and undertaken special assignment roles. Their expertise and assistance is vital to maintaining critical components required to fulfill our emergency response missions. Department SCBA Specialist Lieutenant Brian Litterilla Department SCBA Specialist Driver-Operator/Paramedic Jeff Harris Department Cartographer Driver-Operator/Paramedic David Cody 18

22 Our department remains committed to providing the highest caliber of service to our citizens. To paraphrase Fire Chief Talbert, Treat everyone like they re a member of your family, because they are a member of someone s family. We remain open to constructive criticism and scrutiny of our operations to continue to effectively improve and enhance our service delivery. The results of intermittent random surveys conducted by our city government over the past decades continue to reflect that our department is consistently held in high regard by its citizens. However, we wanted a mechanism that would measure more defined aspects of our service delivery and also provide an opportunity for our direct customers to provide us with recommendations for improvements; this led to the Point of Contact Survey, distributed at the completion of emergency/non-emergency services delivered. Slightly different surveys were developed for each major division and/or section, specific to the type of service and/or emergency response the division provides. The chart represents our customers overall satisfaction rating with the services we delivered to them, utilizing the survey format below. We are proud that the lowest rating received in any division/section during 2006 was GOOD. We also requested our customers provide us with information on the protective safety measures they employ during their daily lives: 81% of the respondents had developed a family fire exit plan in case of emergencies Only 53% had knowledge or prior training in administering cardio-pulmonary resuscitation (CPR) 99% reported using seat belts when driving and 76% placed their children in child restraint seats Only 35% of the respondents used helmets when riding bicycles 86% of the respondents were residents of the city; the remaining were visitors or out-of-city business owners 97% of the respondents had smoke detectors installed within their homes 32% of the respondents also had carbon monoxide detectors installed within their homes Of those who responded that they had guns within their homes, 86% reported they used gun locks on them 19

23 The only thing that remains the same is change Change affects all of us, whether as individuals, businesses or government entities, and in a variety of ways and depths. Resolve for our Future Recognizing, anticipating, planning and influencing the scope and direction of change helps our department manage its impact and also allows us the opportunity to embrace change in a positive way instead of fearing it. Over the past decade, our department has tried to position ourselves so that we can act, rather than react, to changing circumstances. In 2005, we updated our Department Master Plan through 2010 and, annually, we produce a Strategic Focus document, delineating what we need to focus on and accomplish over that fiscal year. This process (began in the early 1990 s) has been successful in helping us to define our goals and annually refine our roadmap. Rapport with our Past Recognition of our Present One of the most significant changes that has taken place and will continue to impact us over the next few years involves the loss of seasoned personnel due to retirements. Our department had benefited from a relatively stable and long-term employee base. However, during the past year alone, the average age of our department s personnel has reduced from 38.2 years to years and average length of service has fallen significantly, to years. We anticipate that by 2010, we will have replaced over 25% of our line and supervisory personnel in under 6 years. Although we re happy for our retirees and welcome the diversity of ideas and outlooks from our younger members, we had to proactively plan in order to lessen the effects that such great losses of experience and institutional knowledge will have on our emergency response mission. During 2006, we stressed basic firefighting skills and staged a number of ground tactical scenarios and simulated exercises to allow our more seasoned members to help guide and train employees that are relatively inexperienced in the varied skills required of the fire service today. We stressed and trained in safe emergency driving and we concentrated on protecting and rescuing victims and their own team members through MAYDAY! and R.I.T. (rapid intervention team) training. We also introduced formal succession training opportunities, providing our rank and file with career development guides delineating a framework of the skills, abilities and knowledge that would be required for promotions to higher-level positions of driver-operator, lieutenant and battalion chief. We also allowed internal employees to gain on-the-job experience by serving in interim capacities for supervisory and management positions. To respond to the increasing impact emergency medical calls have as our core mission, the department continued to refine our advanced life support capabilities. Our last remaining front-line apparatus was upgraded to ALS status in December. By the end of 2006, over 50% of our combat personnel achieved paramedic certification and we placed additional emphasis on utilizing our own experienced paramedics as preceptors to guide and oversee our newly certified paramedics in their quest to achieve solo-medic status. We also placed our new transport vehicle into service at the beginning of the year and negotiated a sustaining transport agreement with Brevard County Fire Rescue. Partnered with Parrish Medical Center, we began the process at the end of the year to identify a used transport vehicle to serve as a back-up transport vehicle. Growth and development continues to impact our mission and processes continued during 2006 to position our department for the construction of a fire station at the south end of Titusville. The tremendous increase in the number of high rise developments also necessitated enhancing response plans and preparing for specialized public education and training in the coming years. The department s mapping system was also revamped electronically and updated to reflect experienced growth. 20

24 No one department can accomplish anything in isolation. To provide a superior level of service requires not only the support and efforts of our department members but also requires sustaining relationships, both formal and informal, with internal departments and public/private entities. Our department recognizes and supports positive inter-agency relationships, external partnerships, participation in local, regional and state associations and development of mutual aid agreements and compacts. Titusville Water and Sewer Field Operations Titusville Police Department Dispatching Center Parrish Medical Center 21

25 Remaining front-line apparatus, Truck 13, achieved ALS (advanced life support) status in December Obtained and refurbished front-line brush truck Obtained replacement water craft units under Law Loaner program Participated in national firefighter safety stand-down, MAYDAY! and R.I.T. training Expanded internal paramedic preceptor training program All personnel completed National Incident Management System (NIMS-700) training Combat personnel completed national S Wild Land training Flu vaccines administered for department members and city employees Completed re-landscaping of station properties Completed re-tiling of stations Replaced district chief (D-10) and inspector s vehicle and department utility vehicle Completed initiative to revise/reformat Department Standard Operating Guidelines (SOG) and Policies (SOP) Digitized and organized department photos Developed web pages for Department site in conjunction with City s new website Streamlined Wellness program to meet our needs Developed DID YOU KNOW video safety program on Public Access Channel 99; provided training on child safety seats/seatbelt safety, speeding, fire safety, and ATV use Finalized transport agreement with Brevard County Fire Rescue Provided injury prevention information during EMS Week and Fire Prevention Week events 22