OPERATIONAL GUIDE AND FIVE YEAR STRATEGIC PLAN FOR THE CEDAR HILL FIRE DEPARTMENT

OPERATIONAL GUIDE AND FIVE YEAR STRATEGIC PLAN FOR THE CEDAR HILL FIRE DEPARTMENT 2008-2013 City of Cedar Hill, Texas A Premier City October 2008

The Cedar Hill Fire Department Enhancing the Quality of Life for our Citizens, Visitors, and Employees Operational Guide and Strategic Plan 2008 to - 2013 Mayor Rob Franke Mayor Pro-Tem Cory Spillman Councilman Daniel Haydin, Councilman Wade Emmert, Councilman Greg Patton, Councilman Makia Epie, Councilman Clifford Shaw City Manager Alan E. Sims Fire Chief Steve Pollock Document Planning Group Assistant Fire Chief John Ballard EMS Chief Kevin Cunningham Fire Marshal Randy Jordan Battalion Chief Ricky Pendley Battalion Chief Jack Throne Battalion Chief David Allen Executive Secretary Dorinda Rupert A-Shift Captains B-Shift Captains C-Shift Captains Local 3463 Representatives 2

INTRODUCTION In 2007, Cedar Hill Firefighters responded to 4830 calls for service. No matter the time Cedar Hill Fire and EMS apparatus can be seen moving through the streets on the way to assist someone living in, visiting, working, or passing through our community. Involved, dedicated, busy and service oriented are words that describe the members of the Cedar Hill Fire Department. Many of these members were involved in writing and updating of this Operational/Strategic Plan for the Cedar Hill Fire Department. This team has produced a plan that will cover the next five years for our organization. The mission and vision statements of Fire Department served as important reference points in the formulation of this plan. I would like to thank these members for the time, effort and expertise they contributed to this plan. We recognize that like any plan it will require revision and change. The plan will be evaluated, revised and refined every year resulting in a current plan always being in place. It is intended that this plan be utilized in the preparation of the annual Fire Department budget; as a method of informing Council of the department s goals and objectives; and as a conduit for decision making. Serving a growing community with ever-increasing demands for fire and life safety services is difficult. We will continue to face challenges not only in fire suppression and EMS, but also in fire prevention, community education, recruitment and training. The expansion of the Department will bring forth new opportunities and new challenges. Our Department must be able to respond to change, solve problems, collaborate on issues, assess community needs, identify the resources required to meet those needs and formulate the plans necessary to provide comprehensive and cost effective services to our customers, the citizens, visitors, and employees of Cedar Hill. The CHFD Operational Guide and Five Year Strategic Plan provides an overview of anticipated activities and requirements. General economic conditions and, more specifically, the ability of the City to fund projects chosen for support will play a crucial role in determining the actual time that resources are secured and projects completed. 3

TABLE OF CONTENTS Introduction Page 3 Department Mission and Vision Statement 5 Assumptions for Planning 6 Personnel Requirements 7 Medical Services 11 Health and Safety 13 Fire Prevention and Inspection 15 Public Safety Education 16 Recruitment 17 Training 18 Emergency Response 20 Emergency Management 22 Special Operations 24 Fire Apparatus/Vehicles 27 Equipment 30 Facilities 31 Quarterly Management 32 4

CEDAR HILL FIRE DEPARTMENT MISSION AND VISION STATEMENT MISSION STATEMENT: To deliver Premier Life Safety Services to our Citizens and Customers VISION STATEMENT: Enhancing the quality of Life for our Citizens, Visitors, and Employees CORE FUNCTIONS We believe the quality of life in the City of Cedar Hill depends on a partnership between the citizens, business community, elected officials and City employees. We, as Members of the Cedar Hill Fire Department, are committed and empowered to enhance customer service through the following: 1. Emergency Medical Services - Deliver professional emergency medical care to our customers. 2. Fire Suppression - Deliver state-of-the-art fire and rescue services to our customers. 3. Fire Prevention - Constantly seeking to provide, enhance, and broaden customer service levels as a means of improving the Quality of Life through education, inspections, and investigations. 4. Fire Administration Provide leadership and visionary direction for the Cedar Hill Fire Department. 5

ASSUMPTIONS FOR PLANNING Commitment to the concept of continuous improvement and unrelenting devotion to customer service will be required to maintain and enhance our current position within the community. Cedar Hill is an urbanized city of 36 square miles with a current population of approximately 45,000. Continued improvements in the fire-related provisions of the adopted 2003 International Fire Code will have a positive impact on new construction and existing structures. Customer Service is the hallmark of the Cedar Hill Fire Department. Demands on the Department will continue to increase as the community grows, impacting training, development, maintenance, equipment, supplies, and time management needs. The demand for emergency medical services will increase with the continued growth of the community. The increased use of smoke detectors and automatic sprinkler systems will result in earlier detection, notification and control of structure fires, thus resulting in fewer fire fatalities, fire related injuries, and lowered structural fire loss. The GPS Opticom traffic signal systems are installed at 16 intersections and making a positive impact on response times. Continuation of this project will optimize response time s city wide. Due to growth patterns in the city, relocation and/or construction of new fire station(s) will improve coverage areas and lower response times. The Fire Department's positive relationship with other City departments, private entities, and surrounding fire departments will be maintained and enhanced in an effort to provide highly effective emergency services to our customers and utilize all available area resources. From January 2007 through December 2007 61 percent of the emergency responses were for medical services with 39 percent of the responses being fire related and other call types. 6

PERSONNEL REQUIREMENTS GOAL: To professionally staff the Department at a level which will insure the delivery of services to our customers in an effective, efficient, and safe manner. The Cedar Hill Fire Department (CHFD) is comprised of an outstanding group of individuals. It is important that an adequate number of staff be in place to support the efforts of a department currently containing 92% of its members in line positions. It is critical that the department strive to diversify the make-up of the organization and utilize all staff personnel to properly address the numerous administrative needs and functions of the organization. Current Authorized Fire Department Staffing 1 Fire Chief 1 Assistant Fire Chief 3 Battalion Chiefs assigned to Suppression 1 Health and Safety Training Officer (EMS Chief) 1 Fire Marshal 1 Fire Inspector 1 Executive Secretary 12 Fire Captains 12 Engineers 45 Firefighters 78 Total Personnel 7

FIRE SUPPRESSION STAFFING Recommendation Approved: Recruit and hire 12 new personnel Promote 3 newly authorized fire Captain positions Promote 3 newly authorized Engineer positions FIRE PREVENTION DIVISION STAFFING The Cedar Hill Fire Department maintains a progressive Fire Prevention Division staffed by a Fire Marshal (Battalion Chief) and one Fire Inspector (Engineer Grade). The Fire Prevention Division administers a number of programs to meet the demands of our community. These programs are identified below: Juvenile fire setters program Citizens Fire Academy Community Emergency Response Team Life and Fire Safety Team Fire Extinguisher Training Foster Home Inspections Residential Inspections Open House Activities Mandated Inspections (commercial, schools, care facilities) Fire Investigations The primary responsibilities of this division are mandated inspections (e.g. care facilities, schools, day cares, restaurants, nursing homes), public education programs, plans review, commercial inspections, enforcement of codes and ordinances, evaluating built-in fire protection systems, issuing permits, and investigations. Recommendation - Add one Fire Inspector/Public Education (FY 09-10) position and continue to utilize in-service firefighters to perform inspections under the supervision of the Fire Marshal. This Inspector/Education position should meet all the required criteria as outlined by the Texas Commission on Fire Protection. This additional position and utilization of in-service firefighters will insure that this division of the fire department not only continues but improves code enforcement/compliance, pro-active education programs, investigations, inspections, and a timely plans review process. 8

FIRE PREVENTION ACTIVITIES Acceptance Tests % Increase Re- Inspections Life and Safety Programs % Increase % Increase Year % Increase Investigations 2002 60 8 47 2003 72 17% 9 11% 39-21% 2004 89 19% 44 100% 9 0% 68 43% 2005 57-56% 340 87% 19 53% 179 62% 2006 88 35% 585 42% 30 37% 83-116% 2007 233 264% 404-45% 36 20% 100 17% Year C.O. Insp. % incr. Regular Insp. % incr. Comp. Insp. % incr. Foster Home Insp. % incr. Total Insp. Overall % increase 2002 92 187 30 369 2003 108 15% 211 11% 26-15% 417 12% 2004 124 13% 260 19% 34 24% 601 31% 2005 74-68% 312 17% 49 100% 35 3% 867 31% 2006 102 27% 479 35% 214 77% 41 15% 1509 43% 2007 110 10% 456-5% 303 29% 49 18% 1555 19% 9

ACQUISITION SCHEDULE Personnel Requirements Schedule Items in blue are funded through grants FY 2008-09 Add 12 positions through the 2007 SAFER Grant. FY 2009-10 Fire Inspector/Education Position The addition of one Fire Inspector/Education position in the Fire Marshal Office to assist in completing inspections and coordinating community education programs. FY 2010-11 Administrative Battalion Chief Training Officer Battalion Chief level position to oversee the fire training, recruitment, and administrative needs. FY 2012-13 Continue to evaluate growth, call volume, response times, and community needs to determine future growth in fire department. FY 2013 14 Continue to evaluate growth, call volume, response times, and community needs to determine future growth in fire department. FOLLOW UP RESPONSIBILITY: FIRE CHIEF STEVE POLLOCK 10

MEDICAL SERVICES GOAL: To save lives, reduce suffering and speed recovery from injury and illness by delivering basic and advanced life support services throughout the community. The delivery of emergency medical services to the customers of Cedar Hill plays a major role in the operation of the Cedar Hill Fire Department. Currently 61% of our emergency response activity is emergency medical in nature. Issues for increasing the capabilities of the EMS program include: Changes in standards and testing procedures for certification and re-certification of emergency medical technicians and paramedics. Improvements and changes in the community standard of care. Continually evaluating the appropriate level of emergency medical service provided to our customers. Examining alternative methods of providing medical continuing education and training to department personnel and customer groups. Implementing a community Heart Safe program. Medical Services Requirement Schedule Items in blue are funded through grants ACQUISITION SCHEDULE FY 2008 09 Replacement of traction splints with new equipment Cadaver Lab training as funding allows Replacement of 4 Life Pak cardiac monitor s (LP-12) with Life Pak 15. Replacement program for City AED s. (4) FY 2009 10 Replacement of 3 Life Pac cardiac monitors (LP-15) Cadaver Lab training as funding allows PALS/PHTLS training as funding allows Replacement program for CPR mannequins Replacement program for City AED s. (2 ) FY 2010 11 Cadaver Lab training as funding allows PALS/PHTLS training as funding allows FY 2011 12 FY 2012-13 2008 09 ACTION PLAN OBJECTIVES Quality assurance programs for paramedics (Addressed through ESO*). 11

Continue support and growth of EMS Subscription Program. Continue to improve billing and collection of EMS fees. Cadaver Lab training PHTLS/PALS * ESO-(Electronic patient reporting system), PHTLS-(Pre-hospital Trauma Life Support), PALS-(Pediatric Advanced Life Support) FOLLOW UP RESPONSIBILITY: EMS CHIEF KEVIN CUNNINGHAM 12

HEALTH AND SAFETY Goal: To protect the health and safety of Department members through effective training, education, programs, and management. Development of policies and procedures that prevent injuries, illness, and maximize health. Health and safety are of primary concern to all Department members. Health and safety are affected by many factors including: training, equipment, facilities, operating procedures, medical supervision, government regulations, environment, lifestyle and nutrition, as well as attitude, awareness, and perception. Health will be addressed and maintained through: A department health/wellness program. A mandatory physical fitness program. Medical evaluations for department personnel as required Blood draws annually Facilities built/remodeled with emphasis on employee health, safety, and comfort Emphasis on physical fitness, health, wellness and safety Providing appropriate inoculations and communicable disease screenings, including TB and hepatitis. Providing classes on nutrition and eating healthy. Annual minimum fitness standard (recruit physical ability test) Safety will be addressed and maintained through: Incident analysis of emergency operations. Provision of appropriate safety equipment and apparatus. Emergency Vehicle Operator training for personnel on an annual cycle. A comprehensive fire apparatus preventive maintenance program. Emergency incident management training When necessary, review incidents for lessons learned (Post Accident Analysis). Infectious disease exposure training, tracking, prevention, post exposure treatment, and provision of appropriate equipment and supplies (Health and Safety Officer). Strong emphasis on 2-In-2-Out and Accountability (Regional Cooperation). 2008 09 ACTION PLAN OBJECTIVES Continue personal protective equipment inspections, cleaning, and maintenance. Annually conduct a fitness evolution/minimum standard (use current department entrance physical ability test). Provide continuing education on wellness and fitness topics. Train additional IAFF/IAFC Wellness Fitness Peer Trainers. Continuous review of Standard Operating Guidelines. 13

Health and Safety Requirement Schedule ACQUISITION SCHEDULE FY 2008 09 Continue Body Scan as outlined in department guidelines Continue annual Blood work for all department members Require all members to complete the department physical ability test Add Peer Trainers to department (1) FY 2009 10 Continue Body Scan as outlined in department guidelines Continue annual Blood work for all department members Require all members to complete the department physical ability test Add Peer Trainers to department (3) FY 2010 11 Continue Body Scan as outlined in department guidelines Continue annual Blood work for all department members Require all members to complete the department physical ability test FY 2011 12 Continue Body Scan as outlined in department guidelines Continue annual Blood work for all department members Require all members to complete the department physical ability test FY 2012-13 Continue Body Scan as outlined in department guidelines Continue annual Blood work for all department members Require all members to complete the department physical ability test FOLLOW UP RESPONSIBILITY: EMS CHIEF KEVIN CUNNINGHAM 14

FIRE PREVENTION AND INSPECTION GOAL: To prevent loss of life, injury, and property loss to fire through the creation, implementation, and management of comprehensive and effective education programs and fire inspections. The Fire Prevention Division will strive to provide cost effective, high quality services to our customers through life and fire safety education, inspection and code enforcement, and investigation of all fires as well as provide support to other divisions or departments within the city. Primary Fire Prevention functions focus on public education, fire inspection, and code enforcement. The integration of activities in these areas will produce the most effective use of available resources and ultimately, result in achievement of the Department's goal - preventing fires, saving lives, minimizing injuries, educating the public and protecting property and the environment. The Fire Marshal is responsible for supervising all operations involving Prevention Activities, Inspections, Fire Origin and Cause Investigation, Public Education, and Fire Code Enforcement. Personnel assigned to the Fire Prevention Division includes: One Fire Marshal and One Fire Inspector. Performance Measure Operations under the Fire Marshal s Office will strive to meet the increasing demand for services. This will be accomplished by establishing division performance measures: All commercial buildings shall be inspected annually Review all submitted plans within 5 working days of receiving them Provide a monthly update for the fire department web site The Fire Prevention Division will continue to provide the best possible service with the resources available. As the community grows it will be necessary for the Fire Prevention Division to change and strive to meet the challenges that growth will present. 2008-09 ACTION PLAN OBJECTIVES Develop and distribute Cedar Hill Fire Department Customer Service and Information Guide with response card. Continue focusing on customer service internally and externally. Continue to develop and refine the interactive web-site to assist the public with fire code information and scheduling of inspections. FOLLOW UP RESPONSIBILITY: FIRE MARSHAL RANDY JORDAN 15

PUBLIC SAFETY EDUCATION GOAL: To educate our customers on the role they can play in making the community safer through prevention education. Public safety education is a responsibility of all members of our Department. Educating customers concerning services provided by the Department and how to access those services can play a critical role in determining whether there is a successful outcome to an emergency incident. Public safety education is clearly an important consideration in developing positive public attitudes. Demand for prevention education has exceeded the available resources. A second Fire Inspector/Education position will be requested in the FY 09/10 budget process. 2008-09 ACTION PLAN OBJECTIVES Expand the Community Emergency Response Team (CERT) program. Provide education to our target groups. Sponsor a Citizens Fire Academy (CFA) class annually. Continue to host and enhance the annual open house. Continuing development of the public education area on the fire department s web site. FOLLOW UP RESPONSIBILITY: FIRE MARSHAL RANDY JORDAN AND INSPECTOR CHAD THOMISON. 16

RECRUITMENT GOAL: To employ and retain a talented, committed, and diverse employee group for the Cedar Hill Fire Department in an effort to continue the strong legacy of service to the community and sustain the organization for the future. Firefighter Qualities the Department is looking for in a firefighter include: a person who is a team player with the ability to get along in confined living quarters, the ability to think clearly under stress, organizational loyalty, strong personal values, commitment to customer service, and in excellent health and physical condition. The testing process for firefighter selection will be conducted semi-annually or as needed, in conjunction with the Human Resources Department and will include a Written Exam, Candidate Physical Ability Test, hiring interviews, background investigation, and pre-employment medical examination including drug screening, polygraph testing, and psychological evaluation. An aggressive approach will be taken to make appropriate candidates in the job market aware of upcoming testing processes and to acquaint potential candidates with the nature of the job, expectations, challenges, and opportunities that the position presents. We will take action to ensure quality recruitment efforts and a balanced employment pool of highly qualified applicants including a strong effort to recruit and hire qualified women and minorities. This recruitment effort will include establishing an entry-level candidate pool to better diversify the organization and more closely mirror the demographics of the community. Firefighter applicants are preferred to have completed college level coursework in addition to completion of high school/ged requirement and at time of employment shall have Paramedic certification through the Department of State Health Services or Basic Firefighters certification through the Texas Commission on Fire Protection and EMT certification through Department of State Health Services. Fire Inspector/Public Education Officer Qualities the Department is looking for in a fire inspector/public education officer include: a strong desire to engage in fire prevention/education activities and interact with customers in a positive and supportive manner. Normally, more emphasis will be placed on the potential of the candidate than on previous experience, however, fire prevention, public safety education, code interpretation and plans review experience is desirable and will be carefully evaluated. 2008 09 ACTION PLAN OBJECTIVES Establishment of an eligibility list for the firefighter position semi-annually. Maintain a strong emphasis on recruiting and hiring a qualified and diverse work group. Continually re-evaluate the recruitment/hiring process. FOLLOW UP RESPONSIBILITY: BATTALION CHIEF RICKY PENDLEY, CAPTAIN ROBERT MOREE, ENGINEER RICHARD DIXON 17

TRAINING GOAL: To identify areas of need and develop training programs to assist our members to become more proficient in personnel management and supervisory leadership, emergency service delivery, customer service, emergency incident management, safety, fire prevention and public safety education. Training is a critical function for any modern fire service agency. As our work becomes more complex and diversified, the knowledge required, government regulations, and professional standards lead to increases in overall training needs for the Department. Documentation and records management are essential elements of that process. Key programs and opportunities that will be developed and/or continued are: Engine/Truck Company (fire ground support) Operations Aerial Operations (Quints) Customer Service Training Incident Safety Officer Training National Fire Academy attendance Medical continuing education and re-certification Probationary firefighter training (FTO program) Computer training Hazardous Material Awareness Level Training External training opportunities Involvement of company officers in training development Swift Water/Rope Training. National Incident Management System Training State Mandated Crisis Intervention Training for Peace Officers Annual Emergency Vehicle Operator Training Engineer FTO Program Officer FTO Program Items necessary for increasing the capabilities of the training program include: Quality regional continuing education programs. Continuous updating of Fire Department library. Support of fire department training team Focus training on High Risk Low Frequency events 2008 09 ACTION PLAN OBJECTIVES Assist personnel with enrollment for courses at the National Fire Academy Host a minimum of one National Fire Academy course. Annual Engineer/Driver Development Training (ISO credit) Annual Officer Development Training (ISO credit) Review and make recommendations to improve Regional Continuing Education Quality Company Training 18

ACQUISITION SCHEDULE Training Requirement Schedule Items in blue are funded through grants FY 2008 09 Officer development opportunities for engineers Continued officer development to be determined Purchase training material and equipment High Rise/Drill Tower operations Swift Water Training FY 2009 10 Officer development opportunities for engineers Continued officer development to be determined Purchase training material and equipment High Rise/Drill Tower operations Swift Water Training FY 2010 11 Officer development opportunities for engineers Continued officer development to be determined Purchase training material and equipment High Rise/Drill Tower operations Swift Water Training FY 2011 12 Officer development opportunities for engineers Continued officer development to be determined Purchase training material and equipment High Rise/Drill Tower operations Swift Water Training FY 2012 13 Officer development opportunities for engineers Continued officer development to be determined Purchase training material and equipment High Rise/Drill Tower operations Swift Water Training FOLLOW UP RESPONSIBILITY: BATTALION CHIEF DAVID ALLEN, CAPTAIN MIKE HARRISON, ENGINEER WAYNE BAKER, ENGINEER RUSTY BRANNON 19

EMERGENCY RESPONSE GOAL: To deliver emergency services in a safe and efficient manner, with a total response time of 6 minutes or less, 90% of the time. (From time of 911 calls received to arrival). To achieve this goal will require the completion of Fire Station 214 (Lakeridge), the re-location of Fire Station 2, and the continued implementation of traffic signal preemption components (Opticom System). To achieve maximum benefit the Opticom System should be implemented at all intersections as indicated in the strategic plan. Emergency response represents the most visible aspect of the Department's mission. A major consideration in the delivery of effective emergency services is the time frame in which they are delivered. Emergency response time is defined as the elapsed time from the time a call is received in the communications center until the first unit arrives on the scene. Based on responses for the calendar year 2007 (01-01-07 to 12-31-07), the average travel time from dispatch to first arriving unit for fire is 5 minutes and 20 seconds. The average travel time for the first arriving EMS unit is 5 minutes and 21 seconds. The average turnout time for department personnel is 1 minute and 21 seconds. The department is meeting its fire response goal 46.5 % of the time and its EMS response goal 47.5 % of the time. A critical component of response time is call processing time (receipt of 911-calls to dispatch of emergency units). The recommended standard for processing 911 calls by the NFPA is 60-seconds. For calendar year 2007 the average processing time for calls was 1 minute and 1 second Turnout time was 1 minute and 21 seconds. (56.1%) Fires and other 1867 Emergency Responses January 2007 December 2007 Emergency Medical Calls 2963 Total calls for emergency service 4830 20

ACQUISITION SCHEDULE Emergency Response Requirements Schedule Items in blue are funded through grants FY 2008 09 FY 2009 10 Implement Opticom GPS Control system at two designated intersections. FY 2010 11 Implement Opticom GPS Control system at two designated intersections. FY 2011 12 Implement Opticom GPS Control system at two designated intersections. FY 2012 13 Implement Opticom GPS Control system at two designated intersections. 2008 09 ACTION PLAN OBJECTIVES Improve turnout time with goal of 60 seconds or less. Improve travel time with goal of 4-minutes or less ninety percent of the time. Continue to meet goal of 1- minute or less ninety percent of the time for call processing. FOLLOW UP RESPONSIBILITY: FIRE CHIEF STEVE POLLOCK/ASSISTANT FIRE CHIEF JOHN BALLARD 21

EMERGENCY MANAGEMENT GOAL: To ensure that appropriate steps have been taken to prevent disasters from occurring, minimizing the impact of those that do occur, and prepare the City in the management of response and recovery operations for large scale emergencies. The primary components of our emergency management efforts are building community partnerships with business, industry, citizens, proactive steps to mitigate emergencies and planning and preparation efforts for response and recovery operations. The Emergency Plan will continue to serve as the focal point for emergency response operations and preparedness. Types of situations which may require activation of the Emergency Operations Center (EOC) and implementation of the Emergency Operations Plan include: Serious and/or long-term hazardous materials incidents. Preparation for, or results of, severe storms. Situations which, result in mass casualties, significant numbers of homeless citizens or fires of conflagration proportions. Plane crash incidents. Major transportation or industrial incidents. Major structural collapse situations. Civil disturbances. Major public events. Any situation requiring significant or extensive warning to the public. Acts of terrorism. 22

ACQUISITION SCHEDULE Emergency Management Requirement Schedule Items in blue are funded through grants FY 2008 09 Open and equip new EOC in Government Center Establish weather stations at Government Center and Fire Station 214 FY 2009 10 Station 3 remove old Genset and install new 50KW dual fuel and 200 amp ATS. Implement Video conferencing between EOC, City Hall, Elected Officials, and Fire Stations. FY 2010 11 Install new 300KW Genset and 1200 amp ATS at Recreation Center. FY 2011 12 FY 2012-13 2008 09 ACTION PLAN OBJECTIVES Complete the planning process for the Emergency Operations Center in the new Government Center Plan and coordinate with other city departments to better mitigate incidents in time of emergency (e.g. utilizing emergency response trailer). Complete recommendations for City emergency preparedness (best practices) FOLLOW UP RESPONSIBILITY: FIRE CHIEF STEVE POLLOCK, ASSISTANT FIRE CHIEF JOHN BALLARD, EMERGENCY MANAGEMENT ADMINISTRATOR SKYLA PELLUM 23

SPECIAL OPERATIONS GOAL: To respond to incidents requiring Special Operations (e.g. hazardous materials, technical rescue) in a safe, effective and efficient manner, thereby protecting people, property, and the environment. Cedar Hill Fire Department Special Operations Station Assignments Station One (211) - Rope Rescue and Swift Water Rescue. Station Two (212) Rope Rescue and Swift Water Rescue. Station Three (213) Rope Rescue and Swift Water Rescue. Station Four (214) Rope Rescue and Swift Water Rescue. Decontamination Response Team/Mass Casualty Response Ellis Dallas Unified Cooperative Team (EDUCT) Lancaster Fire Department. All Department personnel are trained to a minimum of first responder operations level. Ongoing annual training for first responder must meet the training skills and competencies that are required by federal regulations. Technical Rescue Response Team Ellis Dallas Unified Cooperative Team (EDUCT) Red Oak and Waxahachie Fire Department. Specialized training in areas of High-angle Rescue, Below Grade Rescue, and Heavy Extrication Rescue for designated response station. Ongoing annual training for rescue team. Rehab Functions Ellis Dallas Unified Cooperative Team (EDUCT) Ovilla Fire Department Mobile Communications Center Desoto Fire Department (EDUCT) Agencies which the Cedar Hill Fire Department interacts with in managing the hazardous materials process: Texas Forest Service Type III Incident Management Team and Wildland Resources State Department of Public Safety Texas Department of Public Safety, Aircraft incidents. Cedar Hill Police Department The Fire Department will assist the Police Department in operations involving clandestine drug labs, bomb threats, and civil disturbances. Ellis Dallas Unified Cooperative Team Participating cities: Cedar Hill, Desoto, Duncanville, Ferris, Glenn Heights, Lancaster, Midlothian, Ovilla, Red Oak, Waxahachie, Ellis County Fire Marshal, and Southwest Regional Communications. Technical Rescue unit stationed in Red Oak. Decontamination unit stationed in Lancaster. Units funded through regional grants from State Homeland Security Program (SHSP) and Urban Area Security Initiative (UASI). Fire Department Hazardous Materials Response Teams Dallas Fire Department Richardson Fire Department Irving Fire Department 24

These services shall be requested through Southwest Regional Dispatch 25

ACQUISITION SCHEDULE Special Operations Requirement Schedule Items in blue are funded through grants FY 2008 09 Swift Water rescue equipment for team. Swift Water rescue training for personnel. (Technician I and II level) Swift Water rescue CE for Technician level personnel. Rope training FY 2009 10 Swift Water rescue equipment for team. Swift Water rescue training for personnel. (Technician I and II level) Swift Water rescue CE for Technician level personnel. Rope training FY 2010 11 Swift Water rescue equipment for team. Swift Water rescue training for personnel. (Technician I and II level) Swift Water rescue CE for Technician level personnel. Rope training FY 2011 12 Swift Water rescue equipment for team. Swift Water rescue training for personnel. (Technician I and II level) Swift Water rescue CE for Technician level personnel. Rope training FY 2012-13 Swift Water rescue equipment for team. Swift Water rescue training for personnel. (Technician I and II level) Swift Water rescue CE for Technician level personnel. Rope training 2008-09 ACTION PLAN OBJECTIVES Complete Hazardous Materials awareness certification for all Department members (facilitated by Lancaster Fire). Complete Swift Water Rescue Training for fifteen (15) CHFD personnel. FOLLOW UP RESPONSIBILITY: CAPTAIN MIKE HARRISON 26

FIRE APPARATUS/VEHICLES GOAL: To purchase fire/ems apparatus and staff vehicles that provides reliable and effective service delivery with high regard for employee safety and comfort and represent the Department and City in a manner that supports a positive public image. A modern and reliable fire and EMS fleet is crucial to the effective delivery of emergency services when responding to fire, emergency medical, hazardous materials, and all other types of emergencies. Front line fire apparatus will be evaluated for replacement each year with a target of 12-years service and front line ambulances after 5-years of service. Currently the CHFD is operating both traditional engine/pumpers and Quints (engine/ladder company concept). The front line fleet consists of 2-engine/pumper, 2-Quints, and 3 medics. Urban Interface Pumper Concept In the past, Cedar Hill and other departments fought fires on open hillsides using a brush truck and a crew of two, but now find themselves trying to use the same small truck and crew to protect hillsides covered with homes. Today s modern structure pumper is too large to negotiate the twisty roads and steep driveways that characterize many hilly residential areas. In Cedar Hill we conservatively estimate in excess of $35,000,000 in property with access issues. This does not include the cost for infrastructure replacement. The solution for Cedar Hill and other cities facing similar interface issues is the implementation of the urban-wildland interface pumper. Recommendation The CHFD should implement the Urban Interface concept with the addition of one Type III and one Type VI pumper (per FEMA Typing standards). Adoption of this concept will address several important issues within the organization. These two units will be utilized for the department s wildland/urban interface requirements and to respond in the event of weather related access problems. 27

EMERGENCY RESPONSE APPARATUS Station 211 Q-211-2000 Pierce 75-ft. Aerial Quint Apparatus M-211-2007 Frazer F-450 Ambulance Squad 211 1997 Chevrolet 3500 Unit 217-2001 Honda ATV 4-wheeler E 219-1988 Grumman Triple Combination Pumper HT 211-1997 Ford F-350 C-212-2008 Ford Expedition (4X4) C-210-2001 Ford Excursion (4X4) FM-211-2007 Ford Expedition FM-217-2003 Ford Expedition C-213-2006 Ford Expedition C-211 2008 Ford Explorer Station 212 Q 212-2006 Pierce 75 ft. Aerial Quint Apparatus M-212-2005 Frazer Ambulance M-219-2000 Frazer Ambulance B-212 1999 Ford F-350 4X4 Bus Station 213 E-213-1999 Pierce Dash Triple Combination Pumper M-213-2008 Frazer Ambulance R-213-1994 Ford F-250 Station 214 E-214 2008 Pierce Velocity Pumper 28

ACQUISITION SCHEDULE Emergency Response Requirements Schedule Items in blue are funded through grants FY 2008 09 Engine for Station 214 FY 2009 10 Type VI Brush Unit One ambulance to replace M-212 Replace C-210 (340-0296) SUV for Proposed Fire Inspector/Public Education Position FY 2010 11 Add Type III Urban interface pumper Replace FM 217 - funded in scheduled replacement (340-1406) FY 2011 12 Replace Engine 213 FY 2012-13 Replace Quint 211 FOLLOW UP RESPONSIBILITY: FIRE CHIEF STEVE POLLOCK, ASSISTANT FIRE CHIEF JOHN BALLARD 29

EQUIPMENT GOAL: To provide a well-maintained inventory of major equipment, which is critical to the safe delivery of effective and efficient emergency services. Equipment will be replaced when its reliability becomes questionable or when technological improvements make it clearly obsolete. Personnel safety, public safety, and customer service will be major considerations in equipment purchases. The following equipment is included in this schedule: SCBA s, Thermal Imaging Cameras, Fire Hose, Ventilation fans, Ventilation Saws, Rescue Tools. ACQUISITION SCHEDULE Equipment Requirement Schedule Items in blue are funded through grants FY 2008 09 Replace 1000 feet of 5 Replace 1000 feet of 1-3/4 hose Replace 4 nozzles FY 2009 10 Replace 1 ventilation fan Replace Self-Contained Breathing Apparatus (SCBA s) Replace thermal cameras (2) FY 2010 11 FY 2011 12 FY 2012-13 FOLLOW UP RESPONSIBILITY: ASSISTANT FIRE CHIEF JOHN BALLARD 30

FACILITIES GOAL: To construct and maintain fire facilities in a cost-effective manner with maximum consideration for service delivery, energy conservation, and the health, safety and comfort of our members. The construction and maintenance of facilities comprises an important part of the overall management responsibility of the Department. The number and location of fire stations plays a significant role in determining emergency response time and consequently, the quality of our City s fire and emergency medical services. ACQUISITION SCHEDULE Facilities Requirement Schedule Items in blue are funded through grants FY 2008 09 Station 211 renovations Station 213 renovations Construction of Fire Station 214 FY 2009 10 Appropriate funding for design of relocated Fire Station 2 (212). Seek funding for development of Fire Education/Prevention Center (Clark Rd. facility) FY 2010 11 Appropriate funding for construction of relocated Fire Station 2 (212). FY 2011 12 Continue to evaluate fire department facility needs FY 2012-13 2008-09 ACTION PLAN OBJECTIVES Open Fire Station 214 Complete renovations of Stations 211 and 213 FOLLOW UP RESPONSIBILITY: STAFF MEMBERS 31

QUARTERLY MANAGEMENT GOAL: To provide a mechanism for moving the Department forward with a common understanding of goals and objectives. This program allows us to establish objectives and measure the degree of accomplishment during a given time period. Our approach is to look at the year in advance through the Five Year Plan, so as to incorporate quarterly objectives into overall yearly objectives. Quarterly goals and objectives are identified by coordinating required activities at the administrative, management, and supervisory levels of the Department. Overall Departmental goals are established at the beginning of each year and reviewed at the end of each quarter in an effort to measure the degree of accomplishment. 2008-2009 ACTION PLAN OBJECTIVES Conduct quarterly review meetings as part of General Staff to follow up on action objectives. Continue assignment and monthly monitoring of staff projects. FOLLOW UP RESPONSIBILITY: FIRE COMMAND STAFF 32