RESERVE PROGRAM REVIEW Jack Snook September 2008
Background Strategic Plan (2000) initiatives included review of reserve program Reserve program in 2000: 39 response units 7 exclusive reserve stations 15 stations (combination career and reserve) 22 reserve engines Program restructuring initiated in 2002 Report Card review - 2008
Purpose of Program The purpose of the Orange County Fire Authority Reserve Program is to supplement response resources to ensure that adequate resources are available to effectively staff and equip emergency events occurring within the community. Except for select situations, this does not involve reserve resources contributing to first-due response performance, but contributing to overall emergency incident effectiveness by providing additional EMS coverage of select stations, and reinforcement through the staffing and operation of incident support resources and other specialty equipment. Adopted by the OCFA Board February 2002
Program Modifications Criteria For Success Safe Needed Reliable Efficient Achievable & Sustainable Accepted & Supported
Background General Focus of Restructure Utilization Assignment Training
Program Modifications Objectives Purpose and function of program clear. Identify/communicate performance expectations and participation criteria. Manage and control attrition (predictability). Consequences of attrition and system reliability would be reduced. Training requirements would be easier to achieve. Career development pathways would be enhanced Program goals - achievable and sustainable. Changes would continue to recognize the value of the reserve program.
Current Response Units 5 engines 7 squads 12 patrols 4 water tenders 2 air utilities Several units supporting air operations
Current Conditions and Findings Response Performance Overall decline; modest increases since 2002. 15,000 12,000 Reserves Units Dispatched Responses Enroute Responses On Scene 9,000 6,000 3,000 0 1996 1997 1998 1999 2000 2002 2003 2004 2005 2006 2007
Current Conditions Reserve Company Utilization Actual Utilization 8,000 6,000 Dispatched Responses Responses Enroute Responses On Scene 4,000 2,000 0 2002 2003 2004 2005 2006 2007 Perceived Utilization 5 4 Too Little About Right Too Much 3 2 1 0 Engine Squad Patrol Other, Water Tender
Current Conditions Engine Company Performance 60% Enroute vs. On Scene Performance 50% 40% 30% 20% 10% 0% % Dispatched to Enroute % Dispatched to On Scene 2002 2003 2004 2005 2006 2007 Day vs. Night Enroute Performance 100% 80% % of Daytime % of Night 60% 40% 20% 0% E-11 E-14 E-16 E-223 E-3 Average % of Daytime 56% 21% 73% 14% 15% 36% % of Night 68% 20% 90% 40% 25% 49%
Current Conditions Engine Co Dispatch vs. Arrival On Scene (5 year average) Engine 3 28% Engine 11 59% Engine 14 21% Engine 16 53% Engine 223 21%
Current Conditions Program Oversight & Commitment Staffing Battalion Chief Training Staff Reserve Officers Funding Section Position # of Positions Community Volunteer Services Battalion Chief 1 Training & Safety Fire Captain 2 Training & Safety Fire Apparatus Engineer 1 Training & Safety Firefighter 1 Emergency Medical Services Nurse Educator 2 Indirect Costs, Apparatus Costs, $168,412 $155,293 Services and Supplies, $596,852 Stipends and other costs, $1,041,393
Current Conditions Recruitment & Retention Challenges Recruitment Process Attrition Rate Internal Relationships Aging of Members Leadership Training
Current Conditions Program Challenges Physical Volunteer Availability (reliability of response) Recruitment Attrition Retention Training Time (requirements vs availability) Psychological Ability to maintain high morale Ability to challenge them Sense of accomplishment Recognition and reward
Current Conditions Program Strengths Cost effective alternative to staffing in remote or isolated areas. Additional depth of service and coverage during extended emergency operations. Locally controlled first responders during a humancaused or natural disaster. Support role career companies
Current Conditions Program Opportunities Measures to reduce turnover rates. Optimizing reserve academies/training. Affording specific companies opportunity to cover home based station during predictable activities. Improved external utilization of reserve squads during structural fire calls The utilization of reserves in fire prevention and community education programs.
Current Conditions Program Threats Aging of Senior Reserve Officers General decline in volunteers (fire departments) National trend Compounded in large departments Career/Reserve Relations
Future Considerations Organizational Expectations Price, Delivery, Technical Support Suggested Modifications (by Reserve Officers) 4.76% 4.76% 4.76% 14.29% 14.29% 19.05% Define Role of Reserve Communication Follow Up (Feedback) Station Coverage Confusion with Direction on Incidents Compensation Review Restricted Use on Incidents Include Reserve Program in Academy Academy Too Long (Pace) Training to Level I Replacement Schedule for Patrol Units 19.05% 4.76% 4.76% 9.52%
Implementation Strategies Strategic Considerations Reserve program work plan (division level) Inclusion in 2008 strategic plan Operational Considerations On-going monitoring and review of program Support Considerations Training Logistical (equipment, supplies, etc.)
Recommendations Review and report reserve unit performance periodically. Make necessary changes to performance measurements and. Conduct reserve training academies on a more frequent basis. Overlap academies; Consider establishing Level II as minimum entrance training. Review training and EMS personnel work schedules for possible adjustments that align with reserve training schedules.
Recommendations Continued Re-exam the current reserve engine configuration. Review the reserve stipend system. Improve tracking and response to questions asked by reserve officers and companies. Address reserve program in OCFA s 2008 strategic planning process. Evaluate the reserve apparatus configuration periodically
Discussion