las vegas fire & rescue john (mike) myers, fire …cityoflv.net/fire/lvfr_sam_2011.pdf · las...
TRANSCRIPT
COMMISSION ON FIRE ACCREDITATION INTERNATIONAL
FIRE ANDEMERGENCY SERVICES SELF ASSESSMENT MANUAL
8TH
EDITION
LAS VEGAS FIRE & RESCUE JOHN (MIKE) MYERS, FIRE CHIEF
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
ELECTED OFFICIALS CAROLYN G. GOODMAN, MAYOR
STAVROS S. ANTHONY, MAYOR PRO TEM–WARD 4
STEVE WOLFSON, COUNCILMAN–WARD 2
LOIS TARKANIAN, COUNCILWOMAN–WARD 1
STEVEN D. ROSS, COUNCILMAN–WARD 6
RICKI Y. BARLOW, COUNCILMAN–WARD 5
BOB COFFIN, COUNCILMAN–WARD 3
DECEMBER 1, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
TABLE OF CONTENTS
Page CATEGORY 1 – GOVERNANCE AND ADMINISTRATION Criterion 1A – Governing Body .................................................................................................. 1-3 Criterion 1B - Agency Administration ...................................................................................... 1-13 CATEGORY 2 - ASSESSMENT AND PLANNING Criterion 2A - Documentation of Area Characteristics ............................................................... 2-2 Criterion 2B - Fire Risk Assessment and Response Strategies ................................................. 2-14 Criterion 2C - Non-Fire Risk Assessment and Response Strategies ......................................... 2-27 Criterion 2D - Strategic Planning .............................................................................................. 2-39 CATEGORY 3 - GOALS AND OBJECTIVES Criterion 3A - Goals and Objectives ........................................................................................... 3- 2 Criterion 3B - Implementation of Goals and Objectives ............................................................. 3-7 Criterion 3C – Measurement of Organizational Process ........................................................... 3-10 CATEGORY 4 - FINANCIAL RESOURCES Criterion 4A - Financial Planning ................................................................................................ 4-2 Criterion 4B - Financial Practices ................................................................................................ 4-1 Criterion 4C - Resource Allocation ........................................................................................... 4-12 CATEGORY 5 - PROGRAMS Criterion 5A - Fire Suppression ................................................................................................ 5A-2 Criterion 5B - Fire Prevention/Life Safety Program..................................................................5B-2 Criterion 5C - Public Education Program ..................................................................................5C-2 Criterion 5D - Fire Investigation Program ................................................................................ 5D-2 Criterion 5E - Technical Rescue ................................................................................................ 5E-2 Criterion 5F - Hazardous Materials (Hazmat) ........................................................................... 5F-2 Criterion 5G - Emergency Medical Services (EMS) ................................................................ 5G-2 Criterion 5H – Domestic Preparedness Planning/Response ..................................................... 5H-2 Criterion 5I - Aviation Rescue and Fire Fighting Services ......................................................... 5I-2 Criterion 5J – Marine/Shipboard Firefighting/Rescue Services ................................................. 5J-2 Criterion 5K – Bomb Squad Services ....................................................................................... 5K-2 CATEGORY 6 - PHYSICAL RESOURCES Criterion 6A – Physical Resources Plan ...................................................................................... 6-2 Criterion 6B – Fixed Facilities ..................................................................................................... 6-5 Criterion 6C - Apparatus and Vehicles ...................................................................................... 6-10 Criterion 6D – Apparatus Maintenance ..................................................................................... 6-15 Criterion 6E – Tools and Small Equipment ............................................................................... 6-25 Criterion 6F - Safety Equipment ................................................................................................ 6-30 CATEGORY 7 - HUMAN RESOURCES Criterion 7A - Human Resources Administration ....................................................................... 7-2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Criterion 7B - Recruitment, Selection, Retention, Promotion ..................................................... 7-6 Criterion 7C - Personnel Policies and Procedures ..................................................................... 7-18 Criterion 7D - Use of Human Resources ................................................................................... 7-25 Criterion 7E - Personnel Compensation .................................................................................... 7-33 Criterion 7F – Occupational Health & Safety/Risk Mgmt ........................................................ 7-36 Criterion 7G – Wellness/Fitness Programs ................................................................................ 7-44 CATEGORY 8 -TRAINING AND COMPETENCY Criterion 8A - Training and Education Program Requirements .................................................. 8-2 Criterion 8B - Training and Education Program Performance .................................................... 8-9 Criterion 8C - Training and Education Resources ..................................................................... 8-15 CATEGORY 9 - ESSENTIAL RESOURCES Criterion 9A - Water Supply ....................................................................................................... 9- 2 Criterion 9B - Communication Systems .................................................................................... 9-14 Criterion 9C - Administrative Support Services/Office Systems .............................................. 9-25 CATEGORY 10 - EXTERNAL SYSTEMS RELATIONSHIPS Criterion 10A - External Agency Relationships ........................................................................ 10-2 Criterion 10B - External Agency Agreements ........................................................................... 10-7
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
REFERENCES / EXHIBITS LIST Page CATEGORY 1 – GOVERNANCE AND ADMINISTRATION 1-1 Criterion 1A 1-3 Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting
sometime before May 1912
City Manager’s Office Organizational Chart, 2011 NRS 354 Local Financial Administration 1A.1 1-4 Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting
sometime before May 1912
1A.2 1-5 City Auditor’s Office policy statement Audit of Fire & Rescue: Fire Investigations – Bomb Squad (1301-0708-05) Audit of Fire Prevention Division (1303-0809-06) Audit of the Metropolitan Medical Response System grant program (2010-1011-06) City of Las Vegas complete audit report website Annual audit recommendation follow-up as of June 30, 2010, page 3-4, 6 1A.3 1-7 Job description for Director, Fire & Rescue (Fire Chief) 1A.4 1-8 City of Las Vegas Governance: How the City Works, CITY MANAGER and
Organizational Structure, page 2
Las Vegas Fire & Rescue Organizational Charts, 2007 and 2011 1A.5 1-9 NRS 281A Ethics in government (for example: 281A.020 (b); 281A.210, and 281A.420) HR3.06.02 Workplace relationships constituting conflicts policy HR3.12.01 Outside employment policy CM109 Campaigning for political office and/or serving as an elected official policy CM403 Employee-vendor relationship policy 1A.6 1-10 City Manager Information Brief (CMIR) procedures City Manager Information Brief (CMIR) Intranet site (available online on site) Example Team Las Vegas agenda and notes 1A.7 1-11 City of Las Vegas organizational chart, 2010 City Manager’s Office organizational chart, 2011 1A.8 1-12 Las Vegas Fire & Rescue website Las Vegas Fire & Rescue strategic business plan FY2012 Criterion 1B 1-13 Las Vegas Fire & Rescue organizational chart, 2011 Las Vegas Fire & Rescue strategic business plan FY2012 1B.1 1-14 Las Vegas Fire & Rescue organizational charts: July 2010 and 2011 1B.2 1-15 Las Vegas Fire & Rescue strategic business plans FY2012 and FY2010
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Example budget update Cost vs. Budget Reports: June 2011, June 2010, June 2009 1B.3 1-16 City of Las Vegas policies and procedures Intranet site (available online on site) 1B.4 1-18 List of LVFR City job descriptions (all City job descriptions available online) City of Las Vegas organization chart, 2010 City Manager’s Office organizational chart, 2011 Las Vegas Fire & Rescue organizational chart, 2011 1B.5 1-20 City Ordinance 5154 (July 12, 1999) CATEGORY 2 - ASSESSMENT AND PLANNING 2-1 Criterion 2A 2-2 ISO engine truck coverage maps LVRF standards of cover manual, 2011 edition, Section A: Community served and
Section C: Community expectations and performance goals, and Section D: Risk assessment
2A.1 2-3 Example maps: Las Vegas Valley metropolitan area; LVFR battalion maps; Demand
zones
2A.2 2-4 Example maps: Las Vegas Valley metropolitan area; LVFR battalion map; Demand
zones
2A.3 2-5 LVFR standard of cover manual, 2011 edition, Section A: Community of Las Vegas,
page A-6
Population density by fire district map 2A.4 2-7 NFPA fire experience surveys: 2008-2010 OSHA Log 300 (available onsite) 2A.5 2-8 City of Las Vegas Department of Planning and Development website US Census Bureau American FactFinder website National Weather Service website Customized maps (land use, flood control network, commercial structure height, public
schools, and group quarters)
2A.6 2-10 Las Vegas Perspective: 2010 and 2011 (available on site) Clark County Monitoring Program website CityLink: City Manager’s newsletter (available electronically onsite) The Center for Business and Economic Research – University of Nevada, Las Vegas City of Las Vegas Comprehensive Annual Financial Report FY2010 2A.7 2-12 Example hydrant map (all district maps available electronically on site) ISO classification notification 2010 hydrant flow test report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Criterion 2B 2-14 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2B.1 2-15 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals; Section F: Performance objectives and performance measures
2B.2 2-16 Risk analysis output summary, pages 6-10 Location distribution maps, page 1 LVFR standards of cover manual, 2011 edition, Table 27 Percent of fire incident
occurrence per NFIRS category
2B.3 2-18 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Special physical assets Overall fire risk assessment map 2B.4 2-20 NFPA 1710 Standard for the organization and deployment of fire suppression,
emergency medical, and special operations to public by career fire departments, 2010 edition
LVFR standards of cover manual, 2011 edition, Section D: Risk assessment, Fire risk, page D-4
2B.5 2-22 Fire & Emergency Service Self-Assessment Manual, pages 70-71 NFPA 1710 Standard for the organization and deployment of fire suppression,
emergency medical, and special operations to public by career fire departments, 2010 edition
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and performance goals and Section F: Performance objectives and performance measures
2B.6 2-24 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2B.7 2-25 Commercial locations with sprinklers Residential locations with sprinklers 2B.8 2-26 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Performance Plus data FY2010 and FY 2011 Fire Prevention division Criterion 2C 2-27 Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition –
Section E: Historic perspective and system performance)
Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)
2C.1 2-28 Standards of cover manual, 2011 edition – Section D: Risk assessment, Non-fire risk
assessment starting on D18
Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)
2C.2 2-30
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)
Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)
2C.3 2-32 Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section
E: Historic perspective and system performance)
2C.4 2-34 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2C.5 2-35 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C-10 through C-25; Section F: Performance objectives and performance measures
2C.6 2-37 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Criterion 2D 2-39 Las Vegas Fire & Rescue strategic business plan FY2012 Signed FY2012 SBP change document 2D.1 2-40 Las Vegas Fire & Rescue strategic business plans FY2009, FY2010, and FY2011 Performance Plus presentations FY2010 and FY2011 2D.2 2-41 Las Vegas Fire & Rescue strategic business plan FY2012 Signed FY2012 SBP change document CATEGORY 3 - GOALS AND OBJECTIVES 3-1 Criterion 3A 3-2 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition 3A.1 3-3 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals and Section F: Performance objectives and performance measures
3A.2 3-5 FY2012 PPET template for quarterly reporting instructions, page 2 FY2012 PPET quarterly presentation template LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals and Section F: Performance objectives and performance measures
3A.3 3-7 Las Vegas Fire & Rescue Internet website Knowledge Network – LVFR’s Intranet SharePoint site (access available on site) Public education handouts (available on site) 3A.4 3-9 Las Vegas Fire & Rescue strategic business plan FY2012 FY2012 change document LVFR standards of cover manual, 2011 edition, Section H: Overall evaluation Criterion 3B 3-10
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Las Vegas Fire & Rescue strategic business plan FY2012 3B.1 3-11 Las Vegas Fire & Rescue strategic business plan FY2012 P+ Application and OBI Dashboard Screenshots (access available on site) 3B.2 3-12 LVFR strategic resources SharePoint site (available electronically on site) Criterion 3C 3-13 Las Vegas Fire & Rescue strategic business plan FY2012 Las Vegas Fire & Rescue PPET presentations FY2011 Example program action plans 3C.1 3-14 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition, Section B: Community expectations and
performance goals; Section F: Performance objectives and performance measures
3C.2 3-16 Las Vegas Fire & Rescue strategic business plan FY2012 Las Vegas Fire & Rescue PPET Presentations FY2010 and FY2011 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals
CATEGORY 4 - FINANCIAL RESOURCES 4-1 Criterion 4A 4-2 City of Las Vegas Municipal Code 4.08.010 Nevada Revised Statutes 354 §§472, 5945, 596, 598 4A.1 4-3 Budget workshop meeting agenda and minutes, April 06, 2011
Special joint City Council and Redevelopment Agency budget workshop meeting agenda and minutes, May 17, 2011
Tentative budget message to the Mayor and City Council April 14, 2011 City of Las Vegas Municipal Code 4.08.010 Budget PowerPoint presentation by Mark Vincent April 6, 2011 Budget memo from Mark Vincent December 22, 2010 General Fund expenditure projection report by budget org as of December 31, 2010 4A.2 4-5 City of Las Vegas Municipal Code 4.08.010 Nevada Revised Statutes 354 §§472, 5945, 596, 598 Budget workshop meeting agenda and minutes, April 06, 2011 Special joint City Council and Redevelopment Agency budget workshop meeting
agenda and minutes, May 17, 2011
City of Las Vegas budget policies for FY2012
4A.3 4-7 Capital Project Report – September 2011 Total Revenues & Expenditure by account report – LVFR: FY12 4A.4 4-8 Las Vegas Fire & Rescue strategic business plan FY2012 Performance Plus presentation and financial report – First quarter FY2012
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
4A.5 4-10 Nevada Revised Statute 354 § 626 Unlawful Expenditure of Money Fire budget monitor summary report – June 30, 2011 Cost vs. budget reports: June 2011, June 2010, June 2009 Capital project report – June 2011 City of Las Vegas budget policies for FY2012 Criterion 4B 4-12 City of Las Vegas Comprehensive Annual Financial Report FY2010 Criterion 4C 4-13 Las Vegas Fire & Rescue strategic business plan FY2012 4C.1 4-14 General Fund expenditure projection report by budget org as of December 31, 2010 City of Las Vegas budget policies for FY2012 IAFF Contract Concessions Agenda Item No.51 – City Council Meeting on July 7, 2010 IAFF Contract Concessions Agenda Item No.55 – City Council Meeting on October 5,
2011
4C.2 4-15 City of Las Vegas Comprehensive Annual Financial Report FY2010, page 25 4C.3 4-17 Fire budget monitor as of June 30, 2011 (line items 540100, 540200, and 69100) 4C.4 4-18 City of Las Vegas budget policies for FY2012 4C.5 4-19 Tentative budget message (page 23) dated April 14, 2011 CATEGORY 5 - PROGRAMS 5-1 Criterion 5A - Fire Suppression 5A-2 LVFR standards of cover manual, 2011 edition, Section B: Services provided, page B1;
and Section C: Community expectations and performance goals, pages C4-C9
5A.1 5A-4 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C4-C9; Section D: Risk assessment, pages D7-D15; Section F: Performance objectives and performance measures, pages F1-F4
NFPA 1710 Organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire departments, 2010 edition
NFPA 1901 Standard for automotive fire apparatus, 2009 edition 5A.2 5A-6 NFPA 1901 Standard for automotive fire apparatus, 2009 edition Equipment inventories for apparatus with fire suppression equipment 5A.3 5A-7 NFPA 1901 Standard for automotive fire apparatus, 2009 edition ISO apparatus & equipment list 5A.4 5A-9 Standard operating procedures 200 series fire suppression (available electronically on
site)
Las Vegas Fire & Rescue strategies and tactics manual
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5A.5 5A-11 Achieved LVFR SOP 201.10 and 202.10 Las Vegas Fire & Rescue strategies and tactics manual Southern Nevada Fire Operations incident command worksheet 5A.6 5A-13 Example CAD, FireRMS, and ePCR report documentation SOP 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:
Prehospital care records, page 48
5A.7 5A-15 Strategic Business Plan – Fire Operations Program, FY2012, page 9 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C4-C9
Performance Plus presentations: Fire operations, FY2010 and FY2011 Criterion 5B - Fire Prevention/Life Safety Program 5B-2 Fire Prevention organizational chart, 2011 Prevention services line of business Performance Plus presentations: FY2010 and
FY2011
5B.1 5B-4 City of Las Vegas fire code adoption ordinance 6124 5B.2 5B-5 Fire safety inspection report Fire hazard warning notice form Order to comply form Stop order form Letter of intent form City of Las Vegas fire code adoption ordinance 6124: section 9, page 3 5B.3 5B-7 Fire Prevention organizational chart, 2011 Occupancy count per inspection area breakdown printout Prevention Services line of business Performance Plus presentations: FY2010 and
FY2011
5B.4 5B-9 City of Las Vegas fire code adoption ordinance 6124 (listed examples on .pdf pages 44
and 51)
Plan review process flow chart 5B.5 5B-10 Fire Prevention initial supply issuance form Xplore tablet reference sheet eB document storage screenshot 5B.6 5B-11 LVFR SOPs 730.00 FP inspect assigned to fire stations, 740.00 Fire prev response to
fire incidents, and 770.20 Management reports
Standard operating procedures 700 Series – Fire Prevention (available online on site) 5B.7 5B-12 Hansen screen shots of Fire Prevention activities
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Sample Hansen data retrieved using Crystal Report 5B.8 5B-13 Strategic Business Plan – Prevention Services line of business: FY2011 and FY2012 Hazards group I-IV designations Prevention Services line of business Performance Plus presentations: FY2010 and
FY2011
Criterion 5C - Public Education Program 5C-2 Activity reports: Daily, weekly, monthly
5C.1 5C-3 LVFR Fire & Life Safety programs overview Activity Overview 2007 – 2009 PEIO 2009 5C.2 5C-4 Las Vegas Fire & Rescue organizational chart, 2011 PEIO Certifications 5C.3 5C-5 Public education program training aids (available onsite for demonstration) 5C.4 5C-6 LVFR fire & life safety program overview Activity reports: Daily, weekly, monthly Activity overview 2007 – 2009 5C.5 5C-8 SOP Public education program SOP XXX Juvenile fire setter intervention program (draft) SOP 790.00 Fire safety house (being updated in December) SOP 760.00 Residential smoke detector program (being updated in December) SOP 202.45 Public information (being dated in December) 5C.6 5C-9 Community relations SharePoint site (available online on site) Community relations survey 5C.7 5C-10 Annual appraisal LVFR fire & life safety programs overview 5C.8 5C-11 Adopt-a-Bike program press release Security window bar program press release Criterion 5D - Fire Investigation Program 5D-2 LVFR organizational chart, 2011, page 2
5D.1 5D-3 Las Vegas Municipal Code 2.20.020 (e); 2.20.040 Nevada Revised Statutes NRS 266.310(3); 289.250(4b); 475.125(1 and 2) Nevada Revised Statute NRS 476.210 5D.2 5D-4 NFPA 921, Guide for fire and explosion investigations, 2011 ed.: Section 4.2
Systematic approach; Section 4.3 Relating fire investigation to the scientific method
5D.3 5D-5
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
NFPA 921 Guide for fire and explosion investigations, 2011 ed. LVFR Rule & Regulation 130.06.02 Manpower callbacks emergency & nonemergency
callbacks – Investigations
5D.4 5D-7 Fire investigations / Bomb squad weekly apparatus maintenance schedule Fire investigations – Bomb squad equipment inventory list (available on site only –
Operational Security [OPSEC])
5D.5 5D-8 LVMPD memorandum of understanding NVDPS records & technology memorandum of understanding 5D.6 5D-9 Standard Operating Procedures 600 Series – Fire Investigations (available online on site
[access to 630 series is limited])
Field training program (limited access – available onsite) NFPA 921 Guide for fire and explosion investigations, 2011 ed. NFPA 1033 Standard for professional qualifications for fire investigator, 2009 ed. 5D.7 5D-11 FireFiles software manual (available onsite) 5D.8 5D-12 Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010 Criterion 5E - Technical Rescue 5E-2 TRT training overview (full Manuals and Curriculum available on site) NFPA 1670 Standard on operations and training for technical search and rescue
incidents, – 2009 edition
5E.1 5E-3 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C14-C19; Section D: Risk assessment, pages D23-D33; Section F: Performance objectives and performance measures, pages F8-F11
NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009 edition
5E.2 5E-6 Heavy rescue inventory list TRT support trailer inventory list TRT support vehicle inventory list NFPA 1670 Standard on operations and training for technical search and rescue
incidents, 2009 edition
5E.3 5E-8 Heavy rescue inventory list TRT support trailer inventory list TRT support vehicle inventory list Southern Nevada Health District (SNHD) inspection inventories 5E.4 5E-10 Standard operating procedures 210.05 – 210.20 – Technical rescue NFPA 1670 Standard on operations and training for technical search and rescue
incidents, 2009 edition
5E.5 5E-11
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
NFPA 1670 Standard on operations and training for technical search and rescue incidents
LVFR OSHA mandated training report LVFR SOP 130.06.01 Manpower, pages 18-19 TRT training overview (full Manuals and Curriculum available on site) 5E.6 5E-13 Example CAD, FireRMS, and ePCR report documentation SOP 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:
Prehospital care records, page 48
5E.7 5E-15 Strategic business plan – Special operations program, FY2012, page 11 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C14-C19
Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4, respectively
Criterion 5F - Hazardous Materials (Hazmat) 5F-2 NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
OSHA 1910-120 Hazardous waste operations and emergency response HazMat Technician certification and recertification training plan 5F.1 5F-3 Standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C20-C23; Section D: Risk assessment, pages D35-D41; Section F: Performance objectives and performance measures, pages F12-F13
LVFR Rules & Regulation 130.06.01 Manpower, pages 17-18 OSHA 1910-120 Hazardous waste operations and emergency response 5F.2 5F-6 NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
Clark County LEPC HazMat Plan Hazardous materials equipment inventory checklist
5F.3 5F-8 Clark County LEPC HazMat Plan, Appendix - 26 Hazardous materials equipment inventory checklist NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
5F.4 5F-10 LVFR standard operating procedures hazardous materials series (205.00 – 205.52) NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
5F.5 5F-11 NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
OSHA 1910-120 Hazardous waste operations and emergency response
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
OSHA Refresher course interpretation HazMat technician certification and recertification training plan (materials available on
site) NFPA 472 Standard for competence of responders to hazardous materials/weapons of
mass destruction incidents, 2008 edition
OSHA 1910-120 Hazardous waste operations and emergency response OSHA Refresher course interpretation HazMat technician certification and recertification training plan (materials available on
site)
5F.6 5F-13 Example CAD, FireRMS, and ePCR report documentation Standard operating procedure 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:
Prehospital care records, page 48
5F.7 5F-15 Strategic business plan – Special Operations program, FY2012, page 11 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C20-C23
Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4, respectively
Criterion 5G - Emergency Medical Services (EMS) 5G-2 Risk analysis output summary LVFR organizational charts, 2011 – Medical services division, page 3 Southern Nevada Health District EMS Regulations 900.100 (.pdf page 36), 1100.100
(.pdf page 42), and 1300.500 (.pdf page 50)
National Ambulance Standards –KKK –A-1822E 5G.1 5G-3 LVFR Standards of coverage manual, 2011 edition, Section C: Community expectations
and performance goals, pages C10-C13; Section D: Risk assessment, pages D16-D23; Section F: Performance objectives and performance measures, F5-F7
NFPA 1710 Organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire departments, 2010 edition
Oracle Business Intelligence (OBI) dashboards (available on site) 5G.2 5G-6 National Ambulance Standards –KKK –A-1822E Southern Nevada Health District EMS Regulations Therapeutic hypothermia journal articles 5G.3 5G-8 SNHD inspection inventories LVFR non-transport ALS and transport ALS inventories 5G.4 5G-9 Southern Nevada Health District EMS Regulations, 2010 Standard operating procedures 500 series – emergency medical services (available
online on site)
SNHD medical advisory board minutes
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
SNHD therapeutic hypothermia protocol 5G.5 5G-11 Southern Nevada Health District EMS Regulations, 2010 NRS 450B Emergency Medical Services 5G.6 5G-12 Sansio HealthEMS screenshots Health Insurance Portability and Accountability Act (HIPAA) of 1996 Nevada Revised Statutes and Nevada Administrative Codes regarding record retention Fire & Rescue EMS record retention schedule, page 2 5G.7 5G-14 Standard operating procedure 100.01 Records information request policy (draft) City of Las Vegas Manual on Procedures for Health Insurance Portability and
Accountability Act (HIPAA) (available on site in Insurance Services Office of Human Resources Department)
5G.8 5G-15 Southern Nevada Health District EMS Regulation 1100.050 Quality Assurance Director,
page 42
Performance Improvement Committee minutes Example SNHD quality assurance record review Quality improvement officer position request 5G.9 5G-17 Southern Nevada Health District EMS Regulation 1300.410 Records, reports:
Prehospital care records, page 48
Sample HealthEMS QA report 5G.10 5G-18 Strategic business plan – Fire operations program, FY2012, page 10 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C10-C13
Performance Plus presentations: EMS operations, FY2010 and FY2011 Utstein survival data, FY2011 Prehospital Emergency Care poster and abstract Agonal tool screenshot Criterion 5H – Domestic Preparedness Planning and Response 5H-2 City of Las Vegas All-Hazard Emergency Operations Plan LVFR Emergency Support Function Plan 5H.1 5H-3 City of Las Vegas All-Hazard Emergency Operations Plan Emergency operations center organizational chart (CLV All-Hazard EOP .pdf page 39) Incident command system organizational chart (CLV All-Hazard EOP .pdf page 32) NRS 239C.050 Homeland security general utility NRS 414.090 Local organization for emergency management 5H.2 5H-5 NIMS certification report 5H.3 5H-6 External agency agreements: ARMOR and NEMAC NRS 414.100 Emergency management – agreements for reciprocal aid
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H.4 5H-7 Standard operating procedure 205.00 Hazardous materials emergency response plan Clark County LEPC HazMat emergency response plan 5H.5 5H-8 Southern Nevada Area Communication Council brochure (available on site) Fleet map 5H.6 5H-10 Southern Nevada Fire Operations incident command worksheet ICS forms (LVFR Emergency Support Functions pages 42-55) City of Las Vegas All-Hazard Emergency Operations Plan – Basic and emergency
support functions sections (CLV All-Hazard EOP .pdf pages 6-113)
5H.7 5H-12 City of Las Vegas All-Hazards Emergency Operations Plan 5H.8 5H-13 Silver Shield explanation and brochure Criterion 5I - Aviation Rescue and Fire Fighting Services 5I-2 Clark County Fire Department ARFF familiarization North Las Vegas ARFF familiarization Criterion 5J - Marine and Shipboard Fire Fighting and Rescue Services 5J-2 N/A Criterion 5K – Bomb Squad 5K-2 Accreditation certificate 5K.1 5K-3 National Guidelines for Bomb Technicians (available on site - Law Enforcement
Sensitive [LES])
National Strategic Plan for U.S. Bomb Squads (available on site - Law Enforcement Sensitive [LES])
Standard operating procedure 202.60 Tactical guidelines for explosive-related responses section III.C.)
Standards of cover manual, 2011 edition, Section C: Community expectations and performance goals, pages C24; Section D: Risk assessment, pages D44-D48; Section F: Performance objectives and performance measures, pages F13; and Section E: Historic perspective and system performance, Table 51
5K.2 5K-5 National Guidelines for Bomb Technicians (available on site only - Law Enforcement
Sensitive [LES])
Fire investigations / Bomb Squad weekly apparatus maintenance schedule Fire investigations – Bomb Squad equipment inventory list (available on site only –
Operational Security [OPSEC])
5K.3 5K-6 Fire investigations – Bomb squad budget request (available on site) 5K.4 5K-7 Standard operating procedures 600 Series – Fire investigations (630 series available on
site [access limited])
Field training program (available on site [access limited]) NFPA 921 Guide for fire and explosion investigations, 2011 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Standard operating procedures 630 Series – Bomb squad (available on site [access to 630 series is limited])
5K.5 5K-9 FireFiles software manual (available on site [access limited]) 5K.6 5K-10 Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010 Memorandum of Understanding with FBI CATEGORY 6 - PHYSICAL RESOURCES 6-1 Criterion 6A 6-2 City of Las Vegas capital improvement plan map 6A.1 6-3 5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52) Las Vegas Fire & Rescue strategic business plan FY2012 LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation 6A.2 6-5 5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52) LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation LVFR fire station master plan map Criterion 6B 6-7 Map of existing and proposed fire stations 6B.1 6-8 Communication center layout 6B.2 6-9 Standard operating procedure 301.01 Maintenance facilities and communication devices Standard operating procedure 409.01 Station safety Maintenance request form 6B.3 6-10 Map of existing and proposed fire stations ISO classification notification Your City Your Way survey Distribution measure comparison by demand zone 6B.4 6-12 Occupational Safety and Health Administration, General Industry Standard 29 CFR
1910.134, 1910.1200, 1910.1020
NFPA 1500 Standard on fire department occupational safety and health program, 2007 ed.
Example safety survey results: Station 8 Criterion 6C 6-14 Sample apparatus specifications NFPA 1901 Standard for automotive fire apparatus, 2009 edition Vehicle replacement schedule 6C.1 6-15 Apparatus location map LVFR standards of cover manual, 2011 edition, Section B: Services provided; Section
F: Performance objectives and performance measures
6C.2 6-17
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
LVFR vehicle list, 2011 6C.3 6-18 Vehicle replacement schedule 6C.4 6-19 Sample apparatus specifications NFPA 1901 Standard for automotive fire apparatus, 2009 edition Criterion 6D 6-20 Daily weekly maintenance schedule Standard operating procedure 302.03 Apparatus maintenance and inspection Example preventative maintenance schedule 6D.1 6-21 Occupational Health and Safety Administration (OSHA) 1910 Guidelines Example Hansen maintenance work order Example preventive maintenance schedule Example tri-annual inspections form Example annual inspection form NFPA 1911 Standards for the inspection, maintenance, testing, and retirement of in-
service automotive fire apparatus, 2007, edition (Chapter 4-General requirements, Chapter 6 – Out of service criteria)
6D.2 6-23 Fire equipment service center floor plan Completed front-line unit work orders – FY2011, 2010, and 2009 6D.3 6-24 Standard operating procedure 302.03 Apparatus maintenance and inspection NFPA 1901 Standard for automotive fire apparatus, 2009 ed. Daily weekly maintenance schedule Example preventative maintenance schedule 6D.4 6-26 LVFR organizational chart, 2011 – Logistics/Support Services division, page 2 ASE certifications 6D.5 6-28 LVFR standard operating procedures 301.02 Work orders, 302.01 Apparatus inventory
control, and 302.03 Maintenance and inspection
LVFR vehicle downtime report, FY2011 6D.6 6-29 LVFR organizational chart, 2011 – Logistics/Support Services division, page 2 City of Las Vegas Supervisory Development College curriculum Completed front-line unit work orders – FY2011, 2010, and 2009 6D.7 6-30 Example report: Monthly maintenance summary 6D.8 6-31 LVFR vehicle list ISO summary report (engine truck totals) Criterion 6E 6-32 Equipment inventories for apparatus ISO apparatus & equipment form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
NFPA 1901 Standard for automotive fire apparatus, 2009 edition 6E.1 6-33 Safety committee notes NFPA 1901 Standard for automotive fire apparatus, 2009 edition ISO apparatus & equipment form Equipment inventories for apparatus ISO equipment and services purchases, FY2010 6E.2 6-34 Equipment inventories for apparatus Tools and equipment budget 6E.3 6-35 Mechanic certifications Maintenance records (Daily/Weekly and Work Order) Example purchase order for annual maintenance 6E.4 6-37 Oracle / I-procurement system screenshot Support Services SharePoint site Criterion 6F 6-38 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for
structural fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition
Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form
6F.1 6-39 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for
structural fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition
Safety oversight committee recommendations 6F.2 6-40 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for
structural fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition
6F.3 6-41 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for
structural fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition
6F.4 6-42 SCBA maintenance record form SCBA testing records Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection
form
6F.5 6-44
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural fire fighting and proximity fire fighting
Equipment inventories for apparatus ECMS PPE report CATEGORY 7 - HUMAN RESOURCES 7-1 Criterion 7A 7-2 NRS 288 Relations between governments and public employees Las Vegas City Employees Association labor contract IAFF Local 1285 non-supervisory agreement 7A.1 7-3 City of Las Vegas Department of Human Resources organizational chart, 2011 LVFR organizational chart, 2011 7A.2 7-4 City of Las Vegas Department of Human Resources organizational chart, 2011 LVFR organizational chart, 2011 7A.3 7-5 City of Las Vegas personnel policies (available electronically on site) City of Las Vegas civil service rules Criterion 7B 7-6 City of Las Vegas civil service rules Sample F.I.R.E.S recruitment announcements Benefits/insurance - inside CLV intranet portal (available online on site) 7B.1 7-7 City of Las Vegas civil service rules: chapter 4, sections 1 and 2, items a and b Memorandum of Understanding for posting IAFF positions Las Vegas city employees association labor contract, article 36 Eligibility list report, September 2011 7B.2 7-8 Sample F.I.R.E.S recruitment announcements Job posting for lateral hires 7B.3 7-9 City of Las Vegas civil service rules City of Las Vegas workforce diversity plan Supervisory development college course catalog Employment Law course notes 7B.4 7-11 Las Vegas Fire & Rescue EEO statistics (available on site) 7B.5 7-12 New employee orientation packet (available on site) 7B.6 7-13 City of Las Vegas civil service rules, chapter V, section 2, page 23-24 (.pdf pages 26-
27)
Example firefighter probationary packet (full document available on site) 7B.7 7-14 CLV employee recognition program descriptions and nomination forms LVFR employee of the month program description and nomination form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
LVFR award for excellence description and nomination form Annual awards program notification 7B.8 7-15 Benefits/insurance - inside CLV intranet portal (available online on site) IAFF Local 1285 supervisory agreement, article 17; IAFF Local 1285 non-supervisory
agreement, article 17
LVFR recruitment data Voluntary separation incentive plan Workforce diversity initiative 7B.9 7-16 Employee engagement surveys: 2010 and 2011 City of Las Vegas exit interview form 7B.10 7-17 Class and compensation study (complete document available on site through Human
Resources Department)
Class-comp titles and grades City Manager newsletter (available online on site) City Management organizational chart Criterion 7C 7-19 City of Las Vegas policies and procedures intranet site (available online on site) Nevada Revised Statues, online access 7C.1 7-20 Standard Operating Procedures SharePoint site (available electronically on site) IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory
agreement, article 9
Las Vegas city employees association labor contract, article 17 City of Las Vegas civil service rules 7C.2 7-21 Personnel Policies: HR2.01.01 Non-Discrimination; HR3.09.01 Adherence to Policies,
Directives, and Rules; and HR9.05.01Workplace Violence
Positive discipline manual 7C.3 7-23 IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory
agreement, article 9
Las Vegas City Employees Association Labor Contract, Article 13 – Disciplinary action Positive discipline manual Employee disciplinary review system screenshots (access available on site) 7C.4 7-25 Rule & Regulation 130.01 General conduct HR3.06.02 Workplace relationships constituting conflicts policy HR3.12.01 Outside employment policy CM106 Campaigning for political office and/or serving as an elected official policy CM403 Employee-vendor relationship policy NRS 281A – Ethics in government 7C.5 7-27 IAFF Local 1285 Supervisory Agreement, Article 10, page 15; IAFF Local 1285 Non-
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Supervisory Agreement, Article 10, page 17 Las Vegas City Employees Association labor contract, Article 12, page 36 Positive discipline manual City of Las Vegas Intranet site (available online on site) Criterion 7D 7-28 City of Las Vegas Department of Human Resources organizational chart City of Las Vegas Educational Assistance Policy 7D.1 7-29 City of Las Vegas Civil Service Rules Job descriptions (all job descriptions available on City’s Website) 7D.2 7-30 City of Las Vegas job analysis questionnaire City of Las Vegas Fundamental Service Review report 7D.3 7-31 Performance evaluation forms and manuals: classified; appointive; and executive Performance Plus presentations FY2011 – Administrative services line of business 7D.4 7-32 Sample employee in-house training records Specialty certifications Telestaff report 7D.5 7-33 Ask the Manager Intranet screenshot 7D.6 7-34 City of Las Vegas educational assistance policy Organizational development and training Intranet site (available on site) Supervisory development college course catalog Criterion 7E 7-35 IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract Las Vegas City employees association labor contract Salary ranges – Inside CLV Intranet portal (available online on site) 7E.1 7-36 IAFF Local 1285 Supervisory Contract; IAFF Local 1285 Non-Supervisory Contract Las Vegas city employees association labor contract Salary ranges – Inside CLV Intranet portal (available online on site) 7E.2 7-37 IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract Las Vegas city employees association labor contract Benefits/Insurance - Inside CLV Intranet portal (available online on site) Criterion 7F 7-38 City of Las Vegas risk management program City of Las Vegas Safety/Loss Control manual OSHA 300 Log 7F.1 7-39 City of Las Vegas Department of Human Resources organizational chart, 2011, page 3 City of Las Vegas Risk Management, Compensation & Benefits Intranet site (access
available on site)
7F.2 7-40
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Standard operating procedure 401.01 Safety procedures Maintenance request form Safety loss form 7F.3 7-41 Safety Oversight Committee recommendations and minutes LVFR standard operating procedures 400 Series – Safety procedures (available online
on site)
7F.4 7-42 9th Brain training courses Standard operating procedure 401.01 Safety procedures 7F.5 7-43 City of Las Vegas Safety, Loss Control, and Risk Management manual #87-2 LVFR OSHA mandated training report 7F.6 7-44 Greensheet – Decatur fire LVFR Training Center greensheet library (available online on site) 7F.7 7-45 OSHA 300 Log Criterion 7G 7-46 NFPA 1582 Standard on comprehensive occupational medical program for fire
departments, 2007 edition; evaluation of members section
Standard operating procedure 100.04 Medical standards 7G.1 7-48 IAFF Local 1285 Non-supervisory agreement Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.2 7-49 Peer fitness instructor list Wellness Coaches USA (full access available on site) Standard list of exercise equipment 7G.3 7-51 Peer fitness instructor list Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.4 7-53 Minds & Associates brochure Employee Assistance Program (found on Wellness Coaches Corner Intranet page full
access available on site)
7G.5 7-54 NFPA 1582 Standard on comprehensive occupational medical program for fire
departments, 2007 edition; evaluation of members section
NFPA 1583 Standard on health-related fitness programs for fire department members, 2008 edition
Standard operating procedure 100.04 Medical standards IAFF Local 1285 non-supervisory agreement 7G.6 7-56 Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.7 7-57
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Health & Wellness program Performance Plus data for FY2010 and FY2011 CATEGORY 8 -TRAINING AND COMPETENCY 8-1 Criterion 8A 8-2 NFPA 1001 Standard for fire fighter professional qualifications NFPA 1002 standard for fire apparatus driver/operator professional qualifications NFPA 1451 Standard for a fire service vehicle operations training program Southern Nevada Health District EMS regulations Strategies and Tactics manual (ODP curriculum) 8A.1 8-3 NFPA 1001 Standard for Fire Fighter Professional Qualifications NFPA 1002 Standard for Fire Apparatus Driver/Operator Professional Qualifications NFPA 1451 Standard for a Fire Service Vehicle Operations Training Program Southern Nevada Health District EMS regulations ISO Notification final report, 2011, page 25 (.pdf page 27) 8A.2 8-5 National Fire Protection Association Standards Library (available on site in Fire
Prevention)
Southern Nevada Health District EMS regulations Las Vegas Fire & Rescue strategic business plan FY2012, page 16 8A.3 8-6 Southern Nevada Health District EMS regulations Superfund Amendments and Reauthorization Act of 1986, Title III regulations, Sec.
11005a
NRS 618 Occupational safety and health Nevada Department of Motor Vehicle regulations U.S. Department of Labor, Occupational Safety, and Health Administration (OSHA)
Regulation 1910
8A.4 8-7 Southern Nevada Health District EMS Regulations 300.100 – 300.327 Two-year training plan SharePoint site (curriculum available on site) Nevada fire service professional qualifications State of NV firefighter II candidate manipulative skills manual NFPA 1061 Standard for professional qualifications for public safety telecommunicator NAED Emergency Medical Dispatch Course Curriculum (available on site) 8A.5 8-9 Strategies and Tactics manual (Officer Development Program) NIMS-ICS: Type III incident management teams / FEMA Criterion 8B 8-10 LVFR recruit academy evaluation forms (full curriculum and materials available on site) Two-year training plan SharePoint site (curriculum available on site) 8B.1 8-11 List of LVFR city job descriptions (all City job descriptions available online) LVFR recruit academy evaluation forms Two-year training plan SharePoint site (curriculum available on site) Las Vegas Fire & Rescue master training center calendar 8B.2 8-12
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Las Vegas Fire & Rescue master training center calendar Two-year training plan SharePoint site (curriculum available on site) 8B.3 8-13 NFPA Standards: 1001; 1002; 1021; and 1041 LVFR recruit academy evaluation forms 8B.4 8-14 Two-year training plan SharePoint site (curriculum available on site) Strategies and Tactics manual ISO Notification final report, 2011, page 25 8B.5 8-16 Example 9th
Brain report / FireRMS training records Criterion 8C 8-17 Training center floor plan and aerial map Eliminated and vacant training center positions Two-year training plan SharePoint site (curriculum available on site) 8C.1 8-18 Vehicle list, 2011 Training center floor plan and aerial map 8C.2 8-20 LVFR organizational chart, 2011, pages 3 and 5 Two-year training plan SharePoint site (curriculum available on site) 8C.3 8-21 Advanced drivers training manual Technical rescue training overview (full Manuals and Curriculum available on site) Hazardous materials technician training plan (full Manuals and Curriculum available on
site)
Emergency medical services training plan (full Manuals and Curriculum available on site)
Southern Nevada Health District Protocol Manual 8C.4 8-22 Training center equipment work order 8C.5 8-23 Training equipment inventory EMS equipment checkout Equipment inventories for apparatus 8C.6 8-24 IFSTA website screenshot Two-year training plan SharePoint site (curriculum available on site) Las Vegas Fire & Rescue master training center calendar 8C.7 8-25 Strategies and Tactics manual (Officer Development Program) Example NFPA Standards: 472; 473; 1001; 1002; 1006; 1021; 1033; 1041; 1451; and
1670
Southern Nevada Health District protocol manual CATEGORY 9 - ESSENTIAL RESOURCES 9-1 Criterion 9A 9-2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
City of Las Vegas fire code adoption ordinance 6124 ISO classification notification 9A.1 9-3 City of Las Vegas fire code adoption ordinance 6124 9A.2 9-5 AWWA standard fire hydrant requirements (section 4) Example district hydrant map (all available electronically on site) ISO classification notification, page 2 9A.3 9-7 City of Las Vegas fire code adoption ordinance 6124 9A.4 9-8 Example signed civil plan ISO classification notification, page 2 9A.5 9-9 Example district hydrant map (all available electronically on site) Sample water distribution system image 9A.6 9-10 City of Las Vegas fire code adoption ordinance 6124 AWWA standard fire hydrant requirements (section 4) 9A.7 9-11 LVFR standard operating procedure 306.01-02 hydrant maintenance servicing FireRMS hydrant data entry screens 9A.8 9-12 LVFR standard operating procedure 306.01-02 hydrant maintenance servicing 2010 hydrant flow test report FireRMS hydrant data entry screens 9A.9 9-13 City of Las Vegas fire code adoption ordinance 6124 9A.10 9-14 City of Las Vegas fire code adoption ordinance 6124, section 507.1 required water
supply; section 903.3.5.2 secondary water supply
Example preplan (all preplans and supplements available online on site) Criterion 9B 9-15 NFPA 1061 Standard for professional qualifications for public safety telecommunicator NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems
9B.1 9-16 NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapter 9 Dispatch systems and Chapter 11 Testing
Associated Public-Safety Communications Officials (APCO) Project 25 information
FAO standard operating procedure C-18 computer malfunction, city, and county computers, 2009
FAO standard operating procedure R-2 radio and vocal test, 2010 FAO standard operating procedure R-3 radios, radio problems & radio system failure,
2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9B.2 9-18 NFPA 1061 Standard for professional qualifications for public safety telecommunicator,
2007 ed.: Annex A.4.2.2 – A5.4.5
9B.3 9-19 Combined communications center layout 9B.4 9-20 NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapter 4.7.7 and Chapter 5.6
FAO standard operating procedure P-7 Power failure, generator, 2010 FAO standard operating procedure P-8 Power failure, radio channel, 2009 Generator maintenance contract invoice 9B.5 9-21 Fire alarm office manual of operations (available electronically on site) Master SOP revision dates 9B.6 9-22 NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Section 7.3.1-7.3.3
ISO classification notification, page 2 9B.7 9-23 NFPA 1221 Standard for the Installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapters 10 and 11
FAO standard operating procedure P-7 Power failure, generator, 2010 FAO standard operating procedure P-8 Power failure, radio channel, 2009 9B.8 9-24 Combined communications center hierarchy 9B.9 9-25 NFPA 1061 Standard for professional qualifications for public safety telecommunicator,
2007 ed., annex c guide for telecommunicator training authority
Employees completing EMD training FAO standard operating procedure T-7 Training – communications,
documentation/procedure, 2011
American Heart Association BLS for healthcare providers course description NAED EMD Certification course curriculum (available on site) 9B.10 9-27 Southern Nevada Area Communication Council brochure (available on site) FAO standard operating procedures B-9 BLM-Las Vegas interagency communications
center, 2010; B-12 boating accidents, 2009; E-7 emergency operations center, 2010; R-6 tactical talk groups, 2010; U-001, University of Nevada, Las Vegas (UNLV), 2011
Radio Rodeo after action reports, 2011 and 2011 (sensitive information; full-documents available on site)
Criterion 9C 9-29 Las Vegas Fire & Rescue Strategic Business Plan FY2012 Las Vegas Fire & Rescue organizational chart, 2011 9C.1 9-30 Las Vegas Fire & Rescue organizational chart, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
Eliminated positions list ISO classification notification 9C.2 9-31 I-Procurement screenshots LVFR office equipment inventory 9C.3 9-32 Fire & Rescue computer profile 9C.4 9-34 Public information handouts 9C.5 9-35 Enterprise records management City of Las Vegas policy and procedures manual – interoffice memorandum for legal
documents
CATEGORY 10 - EXTERNAL SYSTEMS RELATIONSHIPS 10-1 Criterion 10A 10-2 NRS 277 Interlocal cooperation act After action report – radio rodeo (full documents available on site) 10A.1 10-3 Example external agency agreements Allure drill overview City hall exercise invite SNFO high rise plan 10A.2 10-5 Example external agency agreements 10A.3 10-6 NRS 277 Interlocal cooperation act Example external agency agreements 10A.4 10-8 City Manager’s Office organizational chart, 2011 Criterion 10B 10-9 Agreement master list LVFR agreements SharePoint site (available electronically on site) 10B.1 10-10 Example external agency agreements LVFR agreements SharePoint site (available electronically on site) 10B.2 10-11 Franchise agreement with AMR Operational agreement with CSN 10B.3 10-12 Agreement master list LVFR agreements SharePoint site (available electronically on site)
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Category I: Governance and Administration For purposes of this Category, Governance is defined as the recognition of the authority that
allows an organization or agency to legally form and operate. In fulfilling this responsibility, the
legal entity that oversees this formation process reflects the public interest, protects the agency
from undesirable external interference, determines basic policies for providing services and
interprets the agency’s activities to its constituency. Administration is defined as the activities
that carry out the implementation of the policies established by the authority having jurisdiction.
In fulfilling this responsibility, the agency or organization carries out the day-to-day operations.
The legal entity and governing authority defines the duties and responsibilities of the agency in
an official policy statement, which should include a separation of powers between the policy-
making function of the boards of directors or other elected officials and the executive and
administrative responsibilities of those who carry out those policies. An organization’s charter
or local or state general statutes likely contain an agency’s official policy statement.
The chief executive or chief fire officer should provide staff leadership in developing policy
proposals for the legal civil authority having jurisdiction, so those officials can take action to
implement public policy based upon knowledgeable input from public safety leadership. It is the
primary responsibility of agency leadership that reports to an elected governing board and/or
other high-ranking individual for the execution of policy, to keep that higher authority informed
on all matters affecting the agency and delivery of emergency services to the public.
It must be recognized that other organizations participate in the governance of the agency, such
as the state/provincial and federal governments through legislation, regulations, and funding
procedures, and other organizations through associations and bargaining units. The governing
board has the responsibility for the administrative activity and coordinates all of these diverse
interests to set the direction of the agency.
The agency administration exercises responsibility for the quality of the agency through an
organized system of planning, staffing, directing, coordinating, and evaluating. The agency
administration is entrusted with the assets and charged to uphold its mission and programs, to
ensure compliance with laws and regulations, and to provide stability and continuity to the
agency.
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For many volunteer fire service organizations, the governing board is within the municipal or
county government and is the executive/legislative body for municipal or county governance,
some elected directly by the public, such as special districts.
In the absence of a municipally appointed fire chief, or chief executive officer, for purposes of
accreditation, the duly elected or appointed fire chief shall be the individual responsible for the
criteria and performance indicators.
In many city or county municipal organizations a separation of powers exists that give the
governing body legislative responsibility while giving administrative responsibility for policy
and administration with a strong mayor or city manager. The chief fire officer/chief executive
officer in such organizations generally reports directly to the mayor, manager, or their designee.
It is vital that the leadership of every agency understand who actually sets policy for the
government structure they are working in and their role in implementing that policy.
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Criterion 1A: Governing Body
The governing body and/or agency manager is legally established to provide general policies to
guide the agency, approved programs and services, and appropriated financial resources.
Summary:
The governing board of Las Vegas Fire & Rescue is the Las Vegas City Council and the Mayor
of the City of Las Vegas. The City of Las Vegas was officially established on March 16, 1911.
The Chief of Public Safety oversees the operations of the Fire Department for the governing
body and provides guidance to the Fire Chief and executive staff regarding agency programs and
services and general policies. Las Vegas Fire & Rescue produces an annual budget in
accordance Nevada Revised Statute (NRS) 354 Local Financial Administration and with
guidance from the Department of Finance and Business Services that supports its Strategic
Business Plan and the City Council’s Priorities.
Resources
Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting sometime
before May 1912
City Manager’s Office organizational chart, 2011
NRS 354 Local financial administration
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CC 1A.1 The agency is legally established
.
Description
Chapter II section 69 of the City of Las Vegas Charter legally establishes Las Vegas Fire &
Rescue. In addition, City Council meeting minutes from early 1912, provide evidence of the
Department’s establishment with the appointment of a fire chief.
Appraisal
The Department was established legally and has provided fire protection and prevention services
as directed in the city charter.
Plan
The agency will continue to support the framework of the city charter and/or subsequent
ordinances to maintain its existence as a full-time paid professional fire department.
References
Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting sometime
before May 1912
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1A.2 The governing authority having jurisdiction over the fire service organization or agency
periodically reviews and approves
programs and ensures compliance with basic governmental as
well as agency policies.
Description
The governing authority over the Fire Department is the City of Las Vegas Mayor and Council
through the City Manager’s Office. The governing body approves programs by vote or through
direction of the City Manager. The City Manager has the authority to review department
programs for compliance via the Office of the City Auditor that randomly reviews areas within
departments. According to the City Auditor’s Office Policy Statement, the objective of an audit
is “to add value, improve the City’s operations, and investigate fraud, waste, or abuse of City
resources.” The final report goes to the Audit Committee Chairman, City Manager, Deputy City
Managers, and management of the audited department(s). The City Manager, through the
Auditor’s Office ensures appropriate actions are taken to address the audit findings and
recommendations and tracks progress in an Annual Audit Recommendation Follow-Up Report.
Appraisal
Since FY2007, three programs within Las Vegas Fire & Rescue have been audited: Fire
Investigations – Bomb Squad in FY2007-08; Fire Prevention Division in FY2008-09; and
Metropolitan Medical Response System (MMRS) Grant program in FY2010-2011. LVFR has
successfully implemented recommendations aimed at improving processes and/or compliance, as
tracked through Annual Audit Recommendation Follow-Up reports posted on the City’s Internet
site. As noted on pages three and four of the June 30, 2010 report, LVFR achieved all but one
due recommendation (MMRS audit excluded). The Fire Prevention Division completed its
remaining recommendation (page 6) after the most current annual report was published.
Plan
The Department will continue to participate in periodic reviews and/or audits of its programs as
mandated by the Office of City Auditor, City Manager, or Mayor and Council to ensure its
programs comply with city policies. It will continue to work with the Auditor’s Office through
follow-up meetings to ensure recommendations are implemented.
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References
City Auditor’s Office policy statement
Audit of Fire & Rescue: Fire Investigations – Bomb Squad (1301-0708-05)
Audit of Fire Prevention division (1303-0809-06)
Audit of the Metropolitan Medical Response System grant program (2010-1011-06)
City of Las Vegas complete audit report website
Annual audit recommendation follow-up as of June 30, 2010, page 3-4, 6
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1A.3 The method used to select the agency’s chief fire officer/chief executive officer includes
evaluation of candidate qualifications and credentials
.
Description
The City of Las Vegas Department of Human Resources develops the recruitment methods and
candidate qualifications and credentials for selecting the chief fire officer with input from the
City Manager’s Office and Las Vegas Fire & Rescue. Recent candidate qualifications include a
Bachelor’s Degree or equivalent per City Manager’s discretion, six years of increasing
responsible experience in all-risks of the fire service, three years of administrative and
supervisory experience, labor relations experience, and completion of Incident Command System
(ICS) courses ICS-300 and ICS-400.
Appraisal
The last Fire Chief selection occurred in 2010. Unlike the national recruitment conducted in
2007-08, the City Manager determined qualified internal candidates and invited them to apply
for the position. Those who accepted the invitation were interviewed by a panel that included the
City Manager and Deputy City Manager1
. The fire chief was selected by the City Manager who
recommended ratification by the City Council, which was granted January 2011.
Plan
LVFR will continue to provide Human Resources the technical information about the position
and Department that is necessary to establish an effective process to evaluate qualified
candidates. The Department’s Executive Staff will be available to vet applicants if requested by
the City Manager’s Office or City Council.
References
Job description for Director, Fire & Rescue (Fire Chief)
1 In 2011, the Deputy City Manager position that oversees the Fire Department was realigned as Chief of
Public Safety.
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1A.4 The governing body approves the administrative structure
that carries out the agency’s
mission.
Description
According to the City’s Operations Manual City of Las Vegas Governance: How the City Operates,
“the City Manager is responsible for the design, organization, and implementation of the City
administration.” The Fire Chief can recommend changes to the Department’s organizational
structure and composition by submitting a request to the City Manager through the Department of
Human Resources. This centralizes the control of the organization, ensures provision of all City
services and functions, and allows for determining the organizational needs, staffing levels, and
appropriate compensation levels.
Appraisal
Due to continued economic decline, the City Manager implemented flatter administrative
structures across the City. Since 2007, Las Vegas Fire & Rescue lost one Senior Deputy, two
Assistant Fire Chief, and three administrative battalion chief positions. In 2011, the Fire Chief
redistributed administrative duties among the Department’s remaining executive staff, as
reflected in the 2011 organizational chart. This resulted in the realignment of divisions and units
to reflect combined oversight by executive staff.
Plan
The Department will maintain an administrative structure with a manageable span of control for
safety and oversight. LVFR will request approval to fill vacant administrative positions, if
funding recovers and becomes available. It will obtain approval from City Management for any
structural changes deemed critical to achieving LVFR’s mission.
References
City of Las Vegas governance: How the City works, CITY MANAGER and Organizational
Structure, page 2
Las Vegas Fire & Rescue Organizational Charts, 2007 and 2011
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1A.5 The governing body has policies to preclude
individual participation of governing board
members and staff in actions involving possible conflict of interest.
Description
Chapter 281A – Ethics in Government of the Nevada Revised Statutes provides the City of Las
Vegas guidance regarding possible conflicts of interest (example sections: 281A.020 (b) and
281A.420). In addition, the City has personnel policies in place relating to conflict of interest
that include: HR3.06.02 Workplace Relationships Constituting Conflicts Policy, which
references NRS 281.210; HR3.12.01 Outside Employment Policy; CM109 Campaigning for
Political Office and/or Serving as an Elected Official Policy; and CM403 Employee Vendor
Relationship Policy.
Appraisal
Nevada Revised Statutes have provided legal guidance to government bodies regarding potential
conflicts of interest. The City of Las Vegas adopted several personnel policies that have served
to advise employees to avoid participation in actions such as outside employment, workplace
relationships, political activities, and/or vendor relationships that could present potential conflicts
of interest.
Plan
The City of Las Vegas will continue to support policy that upholds the intent of Chapter 281A –
Ethics in Government of the Nevada Revised Statutes. The Department will comply with
personnel policies, as directed by the City Manager’s Office.
References
NRS 281A Ethics in government (for example: 281A.020 (b); 281A.210, and 281A.420)
HR3.06.02 Workplace relationships constituting conflicts policy
HR3.12.01 Outside employment policy
CM109 Campaigning for political office and/or serving as an elected official policy
CM403 Employee-vendor relationship policy
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1A.6 A communication process is in place between the governing body and the administrative
structure
of the agency.
Description
Communication between City and Fire Department management progresses formally from the
Fire Chief to the Chief of Public Safety to the City Manager, Mayor, and Council members. The
City Manager’s office transmits formal communication of critical information to the Mayor and
Council in the form of City Manager Information Briefs (CMIRS). Department executives
participate in Team Las Vegas meetings, which are open to Directors and Deputy Directors of all
City departments. Other forms of formal and information communications include meetings,
memorandums, emails, and phone calls.
Appraisal
The communication process between Fire Administration and the City of Las Vegas has
functioned through formal and informal channels. Las Vegas Fire & Rescue has prepared
CMIRs for the City Manager as requested. CMIR’s have been posted on the City’s Intranet site
for access by any employee. Team Las Vegas meetings have been held weekly and provided
LVFR strategic guidance and feedback on citywide initiatives, successes, and challenges.
Agendas and notes have been posted for on the City’s Intranet site for access by any employee.
Plan
The Department will continue to participate in communication processes put forth by the City
Manager’s Office or as directed by the Mayor and City Council. Executive staff will continue to
attend Team Las Vegas meetings in order to improve communications with other departments.
References
City Manager Information Brief (CMIR) procedures
City Manager Information Brief (CMIR) Intranet site (available online on site)
Example Team Las Vegas agenda and notes
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1A.7 The role and composition of various policy making, planning and special purpose bodies
are defined in a governing body organization chart
for the authority having jurisdiction.
Description
The City of Las Vegas organization chart identifies the Mayor and each Council member. It then
identifies the structure of the City Manager’s Office and the relationship of the Deputy City
Manager and department chiefs to the departments they oversee. Lastly, the chart shows the
director and deputy director(s) of each department.
Appraisal
The policymaking and planning structure of the City of Las Vegas has been defined and
displayed in the City’s organization chart. The organizational chart has been updated, when
needed to reflect changes in composition and role of the governing body. The March 2011
organization chart reflected the elimination of executive management positions across the City
and a flattened policy and planning body (City Manager’s Office).
Plan
The City will continue to maintain an organization chart that reflects the policymaking and
planning bodies of the City. It will provide updates when elected officials or Department
management changes or the Mayor and Council approve departmental adjustments at the
governing level.
References
City of Las Vegas organizational chart, 2010
City Manager’s Office organizational chart, 2011
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1A.8 The governing body publishes a mission statement
for the agency.
Description
The City of Las Vegas maintains a website for each Department. This site does not include the
Department’s mission statement verbatim, but a statement that summaries the services the
Department provides the community. The City uses this format for all department websites.
Appraisal
In 2007, Las Vegas Fire & Rescue crafted a new mission statement based on the City’s
implementation of the Performance Plus strategic business planning process. The previous
statement remained on new Department publications, other than the strategic business plan, until
FY2011.
Plan
In FY2012, the City will place all department strategic business plans on the website for public
access. The Department will ensure that new informational and educational publications reflect
the mission that is written in the Department’s strategic business plan.
References
Las Vegas Fire & Rescue website
Las Vegas Fire & Rescue strategic business plan FY2012
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Criterion 1B: Agency Administration
The established administrative structure provides an environment for achievement of the
agency’s mission, purposes, goals, strategies, and objectives.
Summary:
The administrative structure of Las Vegas Fire & Rescue reflects its mission, goals, size, and
complexity. Programs found in the strategic business plan align to the three divisions and create
a direct association between the executive staff and the programs they oversee. Program
managers are responsible for establishing, monitoring, and implementing policies or processes
that will help the Department achieve result measures (goals) and objectives.
Resources
Las Vegas Fire & Rescue organizational chart, 2011
Las Vegas Fire & Rescue strategic business plan FY2012
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1B.1 The administrative structure
reflects the agency’s mission, goals, objectives, size, and
complexity.
Description
The administrative structure of Las Vegas Fire & Rescue reflects its mission, goals, size, and
complexity and remains relatively unchanged even with reductions in staff. Programs found in
the strategic business plan align to three divisions within the Department to create a direct
association between the executive chiefs and the programs they oversee. Due to the size and
complexity of the Department and limited executive personnel (assistant and deputy chiefs), the
administrative structure includes other personnel who mange the day-to-day operations of areas
such as Public Information and Education, the Fire Investigators/Bomb Squad Unit, and the Fire
Shop, but report ultimately to an executive fire chief.
Appraisal
Continued revenue shortfalls in the City caused LVFR administrative positions vacated through
attrition to be frozen or eliminated. Until 2010, the Department’s four divisions were
administered by four Deputy Fire Chiefs. These personnel established and maintained program
goals and objectives for their areas of responsibility. In 2011, when the current fire chief was
promoted, his position as Deputy Fire Chief remained vacant. The Fire Chief reassigned areas of
responsibility to the remaining executive staff. For administrative purposes, two previously
separate areas of oversight (Administrative Services and Support Services) were combined into
Business and Planning Services and assigned to one Deputy Fire Chief. These changes have
resulted in fewer administrative personnel, but have not affected the administrative structure as
related to the agency’s mission, goals, objectives, size, and complexity
Plan
The Department will continue to use available administrative staff to ensure its ability to meet its
mission and goals.
References
Las Vegas Fire & Rescue organizational charts: July 2010 and 2011
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1B.2 Resource allocation
reflects the agency’s mission, goals, and objectives.
Description
Las Vegas Fire & Rescues mission, goals, and objectives focus on providing fire and life safety
education, fire prevention, and emergency response services. The Department allocates its
resources (financial and personnel) using the structure of its strategic business plan (four lines of
business containing fifteen total programs). The Department’s budget analyst monitors and
provides weekly budget updates to executive staff. Using this information, the Department
evaluates resources, makes modifications, and re-allocates line-item resources that have less of
an impact on the Department’s priorities.
Appraisal
Before fiscal year 2010, the Department reevaluated and reorganized the program structure
reflected in its Strategic Business Plan and combined several like-programs reducing them from
twenty-three to fifteen. This allowed for more sensible and less complicated resource allocation.
City’s revenues have decreased significantly each year since 2007, which caused resource
allocations for every program to be scrutinized for any efficiency that would lead to cost savings.
Plan
The Department will continue to evaluate its resource allocation to accomplish its mission while
remaining as fiscally responsible as possible.
References
Las Vegas Fire & Rescue strategic business plans FY2012 and FY2010
Example budget update
Cost vs. Budget Reports: June 2011, June 2010, June 2009
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CC 1B.3 The agency administration demonstrates compliance with legal requirements
of local, state/provincial, and federal governments.
Description
Certain City Departments (Human Resources, Finance and Business Services, the City Auditor,
and the City Attorney’s Office) provide guidance and assistance to LVFR’s executive staff
(administration), when requested or deemed necessary, to ensure actions of the department are
within legal parameters. Personnel working for these support departments possess the
appropriate knowledge to assist City departments in complying with legal requirements. In
addition, a number of documents are available to all City employees on an intranet site, which
provides easy and immediate access to legal requirements on the local and state level. In order
of authority these documents include: Nevada Revised Statutes; Charter of the City of Las
Vegas; Las Vegas Municipal Code; Collective Bargaining Agreements between the City and its
recognized bargaining units; City of Las Vegas Civil Service Rules adopted by the City Council;
City of Las Vegas Personnel Policies Manual; City of Las Vegas Operations Manual; City of Las
Vegas Safety Rules and Procedures Manual; City of Las Vegas Risk Management Loss
Prevention Manual; City of Las Vegas Policies and Procedures; and City of Las Vegas
Departmental Rules, and Division/Section rules, as required.
Appraisal
Assistance provided by Human Resources, Finance and Business Services, the City Auditor, and
the City Attorney’s Office has ensured operational actions, scope of services, personnel policies,
codes, and ordinances, met applicable local, state, and federal government legal requirements.
Documents available electronically have ensured city employees access to essential
governmental requirements.
Plan
The Department will continue to seek guidance from other City Departments with the subject-
matter expertise necessary to ensure LVFR complies with legal requirements set forth by local,
state, and/or federal agencies.
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References
City of Las Vegas policies and procedures Intranet site (available online on site)
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1B.4 Personnel functions, roles, and responsibilities are defined in writing, and a current
organization chart
exists that includes the agency’s relationship to the governing body.
Description
City of Las Vegas job descriptions define in writing personnel functions, roles, and
responsibilities for every authorized position within Las Vegas Fire & Rescue. The Department
of Human Resources maintains written job descriptions for all city departments. LVFR can
submit changes to written job descriptions that must then be approved by the City’s Civil Service
Board.
The City of Las Vegas Organization Chart depicts the Las Vegas Fire & Rescue’s relationship to
its governing body at the administrative level. The Department maintains its own organizational
chart that reflects all authorized personnel positions. In order to remain current, updates to these
items occur when changes in personnel occur or at a minimum each July for the start of the fiscal
year.
Appraisal
Personnel functions of the Department have been defined in forty-nine written City job
descriptions and Human Resources has maintained written copies of all job descriptions.
Changes reflected in the City, City Manager’s, and Las Vegas Fire & Rescue’s organization
charts, all updated in 2011, included the newly elected mayor and council members, reduced
staffing, a new fire chief, and changed management structure at both the City and Department
level. Through the combination of the City and Department organizational charts, the
relationship between the agency and the governing body have been reflected.
Plan
The Department will continue to follow Human Resources, Civil Service Board, and/or City
procedures for maintaining and updating written position descriptions. LVFR will continue to
update its organizational chart at least each fiscal year, or as needed.
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References
List of LVFR City job descriptions (all City job descriptions available online)
City of Las Vegas organization chart, 2010
City Manager’s Office organizational chart, 2011
Las Vegas Fire & Rescue organizational chart, 2011
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1B.5 The agency’s title is consistent with its mission.
Description
Las Vegas Fire & Rescue’s official title, per bill 99-30, ordinance 5154 of the municipal code is
Department of Fire and Rescue, which is consistent with its mission to provide fire, medical, and
other emergency response and prevention services to its community.
Appraisal
Ordinance 5154, adopted by City Council in 1999, changed the fire department’s title officially
from the Department of Fire Services to the Department of Fire and Rescue, which reflected
better the services it provided.
Plan
The Department will consider future updates to its title if necessary to maintain consistency with
its mission.
References
City Ordinance 5154 (July 12, 1999)
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Category II: Assessment and Planning Assessment and planning are defined as the processes used to identify the community’s fire
protection and other emergency service needs in order to identify potential goals and objectives.
All agencies should have a basic source of data and information in order to logically and
rationally define the organization’s mission. Assessment and planning is critical to the
establishment of service level objectives, standards of response coverage, and ultimately, the
quality of program outcomes.
The overall purpose of using these processes is to establish a long-range general strategy for the
operation of the system.
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Criterion 2A: Documentation of Area Characteristics
The agency collects and analyzes data specific to the distinct characteristics of the community
served and applies the findings to organizational planning.
Summary:
Las Vegas Fire & Rescue collects and analyzes community characteristics (demographics,
population density, at-risk populations) from the City’s Department of Planning and
Development, GIS personnel in the Combined Communication Center, the U.S. Census Bureau
and other sources.
Las Vegas Fire & Rescue assesses its community at the jurisdictional, battalion, and 4-minute
travel time demand zone, including first-due unit, station levels. It also considers Insurance
Services Office (ISO) coverage recommendations of 1.5- and 2.5-mile zones for coverage of
engines and trucks, respectively when conducting organizational planning for future resources.
Risks are also defined by analyzing jurisdictional fire loss, fire prevention records on building
occupancy type, and the level of fire protection systems.
LVFR develops organizational results (goals) and objectives that are consistent with the City’s
Priorities, Department’s mission, and community expectation for service delivery.
All of this information is compiled and presented in the Department’s standards of cover manual
in sections such as Section A Section A: Community served, Section C: Community expectations
and performance goals, and Section D: Risk assessment.
References
ISO engine truck coverage maps
LVFR standards of cover manual, 2011 edition, Section A: Community served; Section C:
Community expectations and performance goals; and Section D: Risk assessment
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2A.1 Geographical boundaries for the authority having jurisdiction are identified
(e.g., street and
local highway network, jurisdictional boundaries, mutual and automatic aid zones, contract
service areas, etc.)
Description
The City of Las Vegas is an incorporated jurisdiction within Clark County that encompasses
133.20 square miles. It is essentially land-locked, as it is surrounded by incorporated cities
(North Las Vegas, Henderson, Boulder City), unincorporated townships (Paradise, Enterprise),
and the Paiute Indian Reservation. The City of Las Vegas Department of Planning and
Development provides shapefile layers of information such as Census data, political ward
boundaries, legal jurisdictional boundaries, streets, and highway networks. These data layers are
available to geographic information system (GIS) personnel who develop maps for department
use that can show response zones, fire districts, and a wide variety of other data of use to the fire
department.
Appraisal
The City of Las Vegas has clearly established geographical boundaries and jurisdictional
information identified by the Department of Planning and Development. GIS technology has
allowed immediate access to valuable information produced in the form of easily-understood
maps or .pdf files. City personnel have managed to maintain data current as possible even with
historic growth experienced in the Las Vegas Valley.
Plan
The City of Las Vegas, through the Department of Planning and Development will continue to
manage information regarding legal jurisdictional boundaries, streets, and highways, and other
important data. LVFR will continue to use GIS personnel to develop maps displaying this
information.
References
Example maps: Las Vegas Valley metropolitan area; LVFR battalion maps; Demand zones
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2A.2 The agency organizes the community into geographic planning zone(s)
for purposes of
analyzing service provision.
Description
Las Vegas Fire & Rescue divides its community into several geographic zones for planning
purposes. These include overall jurisdictional boundaries of the City of Las Vegas, City
battalions (1, 4, and 10), one-square mile fire districts, and four-minute travel time demand zones
that represent the road distance a unit can travel in four minutes. GIS technology and census
data provide other zones, such as census tracks that are available for special projects or requests,
but are not used typically in service provision analysis.
Appraisal
Resources assigned to three battalions within the city’s jurisdiction allowed equitable distribution
of management responsibilities between the three Battalion Chiefs on duty daily. All Valley fire
departments have used the one-square mile fire districts for decades. All incidents are
dispatched based on district and phantom location and crews have referenced district maps for
response and other expected duties such as hydrant inspection. They have provided the ability to
isolate small areas or specific areas of the Valley for incident analysis and population density.
Plan
LVFR will continue to use jurisdiction, battalion, and fire district zones for service provision
analysis and reference. The Department will consider modifying or adding planning zones if
deemed necessary, requested by city officials, or if additional GIS tools become available that
allow for more detailed analysis.
References
Example maps: Las Vegas Valley metropolitan area; LVFR battalion map; Demand zones
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CC 2A.3 The agency analyzes the community by service area/population density1
for
the purpose of developing total response time standards.
Description
Las Vegas Fire & Rescue analyzes total response time performance in its Standards of Cover
using jurisdictional boundaries and fire districts and evaluates population density along with call
volume and severity and excludes fire districts within the city’s jurisdiction with zero population.
Considering the City of Las Vegas as a whole, it is a metropolitan community with an average
density of 4,145 persons per square mile. LVFR can use population density by fire district to
develop total response time performance standards, but does not do so as standard method due to
an operational expectation to front-load all emergency response resources. LVFR uses four-
minute travel time response zones around each of its fire stations to determine first-due total
response time performance in each response zone as well as each station’s performance within its
zone.
Appraisal
LVFR analyzed 2011 population density estimates for the 154 one-square-mile fire districts for
which the Las Vegas jurisdiction incorporates (county islands and partial districts). Analysis
revealed 92 (59.74%) metropolitan, 7 (4.55%) urban, 7 (4.55%) suburban, 16 (10.39%) rural,
and 32 (20.78%) undeveloped/unpopulated districts. For this reason, LVFR considered
metropolitan total response time standards and excluded undeveloped/unpopulated districts when
it developed total response time standards for all service levels.
Plan
LVFR will develop total response time standards based on population density when required by
Commission on Fire Accreditation International guidelines. Until then, it will continue to
exclude response to unpopulated areas in its total response time performance expectations.
1 See FESSAM pp. 70-71 for discussion of service area/population density.
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References
LVFR standards of cover manual, 2011 edition, Section A: Community of Las Vegas, page A-6
Population density by fire district map
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2A.4 Data including fire loss, injury and life loss, property loss, and other associated losses, are
recorded
for a minimum of three immediately previous years.
Description
The Department maintains at least three years of loss information in electronic databases and/or
collection systems. LVFR has two electronic reporting systems in which personnel record loss:
FireRMS by Zoll contains non-medical related incident reports; and HealthEMS by Sansio
contains medical-related incident reports. Fire personnel maintain Excel spreadsheets of known
fire related deaths. The Insurance Services Division of the Department of Human Resources
maintains data regarding loss of work time due to employee injury in the OSHA 300 Log.
Appraisal
Since 2001, the FireRMS database has allowed authorized personnel easy access to incident
report information related to fire loss. Use of FireRMS reports or Crystal Reports software have
provided useful data extraction for analysis and reporting, such as for the annual NFPA Fire
Experience Survey. In May 2010, LVFR transitioned medical incident and patient care reports
to the Sansio HealthEMS database, which has provided a similar easy to use and data rich system
for recorded data as detailed for fire reports. The life-loss data maintained by the Department’s
Public Education and Information Officer and Records staff have allowed department personnel
to complete annual reports annually, as requested. City of Las Vegas Human Resources
personnel have provided the OSHA Log 300, as requested.
Plan
The Department will continue to collect loss information in available incident reporting systems
or other available collection methods to ensure the data is available and accessible for analysis or
reporting purposes. The City will continue to maintain employee injury records, as mandated.
References
NFPA fire experience surveys: 2008-2010
OSHA Log 300 (available onsite)
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2A.5 Demographics such as population, land use, topography, climate and occupancy groups
are identified and documented
.
Description
The City’s Department of Planning and Development compiles and provides demographic
estimations for the City of Las Vegas. The City and Fire Department also access census data
from the US Census Bureau American FactFinder website.
Topography, climate, and other data relating to the area are available from websites such as the
National Weather Service. Information on the flood channels and washes throughout the Valley
is available through the Clark County Regional Flood Control District and accessible to GIS
personnel. Both the City and LVFR maintain shapefile layers of data, maps, and .pdf files that
serve as permanent documentation of demographic information.
Appraisal
LVFR has been provided requested and/or needed demographic data, which included City
estimates and US Census Bureau data through City publications. The Department of Planning
and Development’s statistical analyst has fulfilled, in a timely fashion, specialized requests in the
form of customized maps, as needed. GIS personnel have turned shapefile layers into
customized maps, as requested, which has created a useful historic record of information.
Plan
Las Vegas Fire & Rescue will continue to use community demographic information available
from the Department of Planning and Development and the US Census Bureau. It will continue
to use GIS technology to document these data.
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References
City of Las Vegas Department of Planning and Development website
US Census Bureau American FactFinder website
National Weather Service website
Customized maps (land use, flood control network, commercial structure height, public schools,
and group quarters)
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2A.6 Significant economic indicators used in the planning effort
are identified (e.g., revenue
sources, local economic factors, insurance evaluations, and assessed valuation of various
components).
Description
Through an annual budget workshop, the City’s Department of Finance and Business Services
presents a financial PowerPoint to the city departments, City Management, City Council, and
Mayor, which use it for planning efforts. Economic indicators such as sales tax, gaming
revenues, the unemployment rate, new home sales, visitor volume, convention attendance,
hotel/motel occupancy, commercial building permits for some examples, are found in the Las
Vegas Perspective, the Center for Business and Economic Research, and the Clark County
Monitoring Program website. These have a direct affect on the major revenue sources to the city
such as Consumer Consolidated Tax, Property Tax, as well as Licensing and Franchise Fees.
Appraisal
The focus on economic indicators used for planning efforts has intensified based on continued
economic difficulties faced by the City of Las Vegas evidenced by the City Manager’s weekly
newsletter has included routine budget updates for the City and other municipalities throughout
the country.
The Department of Finance and Business Services has played a critical role in tracking economic
indicators related to the City’s finances. Finance has used a five-year forecasting model to
ensure a broader look at the economics of both the revenues and expenditures. A financial
oversight committee comprised of leaders from outside development, gaming, legislative, and
financial communities, has provided assistance with validation and evaluation of economic
trending and assumptions used in the City’s modeling.
Based on the Comprehensive Annual Financial Report for the fiscal year ended June 30, 2010,
the City of Las Vegas has maintained Aa3 bond rating from Moody’s Investor Service, and an
AA bond rating from both Fitch and Standards and Poor Corporation, which has served as an
indicator of conservative and strong financial stewardship.
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Plan
The Fire Department, with guidance from the Department of Finance and Business Services, will
continue to evaluate economic indicators while addressing service needs, and fire planning. Fire
reports will continue to be prepared and reviewed monthly to ensure timely evaluation of all
trending and alignment with the strategic business plans. These reports will continue to be
widely distributed to ensure all stakeholders have the opportunity to review and adjust where
necessary.
References
Las Vegas Perspective: 2010 and 2011 (available on site)
Clark County Monitoring Program website
CityLink: City Manager’s newsletter (available electronically onsite)
The Center for Business and Economic Research – University of Nevada, Las Vegas
City of Las Vegas Comprehensive Annual Financial Report FY2010
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2A.7 The water supply system that provides available fire flow for the planning zones, major
risks, key risks, and special hazard areas should be documented and included in the planning
effort
.
Description
The Las Vegas Valley Water District (LVVWD) maintains the water supply system for the City
of Las Vegas and surrounding area. Lake Mead provides 90% of the Valley’s water supply with
the remaining 10% coming from 76 wells. The system’s maximum production capacity is 900
million gallons per day (MGD). The system has 4,100 miles of water transmission pipelines, 37
pumping stations, and 35 reservoirs and tanks capable of storing 916 million gallons of water.
At the end of 2010, 20,917 active fire hydrants were on the water supply system within the City
of Las Vegas and another 1,077 within county islands surrounded by the City. Fire Department
GIS personnel work with the water district to ensure fire district maps reflect all public and
private hydrants. LVFR records public hydrants in the City in its FireRMS system and requires
fire crews flow hydrants annually.
Appraisal
Based on the Insurance Services Office (ISO) on-site visit conducted April 2008, Las Vegas Fire
& Rescue received a relative classification for water supply of 1 (38.11 out of 40.00).
LVVWD’s water distribution system has supplied adequate pressures during the maximum daily
demand plus minimum fire flow requirements using gravity storage only. Calculated fire flow
for structures protected by fire sprinkler systems can be reduced by up to 50%, with the
minimum flow rate of 1,500 GPM still required. In 2010, suppression personnel flowed 16,393
public hydrants.
Plan
The Department will continue to work with involved personnel or agencies to maintain water
system information, including minimum fire flow requirements and location of fire hydrants. It
will continue to perform annual fire hydrant flows to ensure water supply availability.
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References
Example hydrant map (all district maps available electronically on site)
ISO classification notification
2010 hydrant flow test report
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Criterion 2B: Fire Risk Assessment and Response Strategies
The agency assesses the nature and magnitude of the hazards within its jurisdiction and develops
appropriate response coverage strategies. Each significant fire risk should be categorized and
listed to permit future analysis and study in determining standards of response coverage and
related services.
Summary:
Las Vegas Fire & Rescue performed a risk assessment (Section D: Risk assessment) of its
coverage area as part of developing it Standards of Cover (SOC) manual, 2011 edition. A
variety of data were examined and used to establish risk ratings for all occupancy types. GIS
technology was used to examine census data and plot demographic risk factors of local citizens.
The Department classified risks into the categories of low, moderate, significant, maximum, and
special.
The risk assessment allows the Department to address hazards in a priority fashion, to evaluate
special needs, and to respond better to the challenge of providing risk reduction programs to
citizens and/or areas at a higher risk level.
The Department will maintain a program of risk assessment, update GIS data as required, and
revise coverage and/or deployment to meet future needs.
References
LVFR standards of cover manual, 2011 edition, Section D: Risk assessment
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CC 2B.1 Each planning zone and population area is analyzed and risk factors are
evaluated
in order to establish a standards of response coverage.
Description
The Department considers the jurisdictional boundaries of the City of Las Vegas, four-minute
travel time demand zones around each fire station, station first-due areas, battalions, and fire
districts as planning zones in its Standards of Cover. The risk assessment (section D) analyzes
relevant aspects of the community to include geospatial, transportation networks, climate,
demographics, development, population and assets protected. LVFR classifies risk as low,
moderate, high, or severe.
Appraisal
Through the analysis of its jurisdiction, Las Vegas Fire & Rescue evaluated fire risk factors at
four levels: low, moderate, high, and severe. LVFR established baseline performance goals
detailed in Section C: Community expectations and performance goals of the 2011 Standards of
Cover manual. These included first unit and initial effective response force performance, where
applicable, for fire and non-fire incident response for data between fiscal year 2007 and fiscal
year 2011 (July 1, 2006 through June 30, 2011) and was based on 5-year overall performance at
the 90th percentile. Benchmark performance goals were developed based on expectations
achievement by fiscal year 2016 (July 1, 2015 through June 30, 2016) and were detailed in
Section F: Performance objectives and performance measures.
Plan
The Department will continue to assess risk and identify areas for improvement that will enhance
life safety within the community. LVFR will focus on committing resources first to areas with
high call volume or severe nature of calls that result in high loss of life or property.
References
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals; Section F: Performance objectives and performance measures
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2B.2 The frequency and probability of occurrence of fire suppression service demands are
identified in each planning zone.
Description
Using problem nature codes assigned by the combined communication center (fire alarm office),
Las Vegas Fire & Rescue assesses the distribution and frequency of any fire suppression service
demand for which a fire department resource responds. Fire service demands range from tree,
brush, or trash can fires to multiple-alarm responses to high-rise hotels. The department uses
GIS technology to create maps showing historic incident location, concentrations, and trends
over time. GIS technology can identify jurisdictional boundaries, battalion areas, fire districts,
and 4-minute travel time zones around existing fire stations to help LVFR in analyzing the
frequency and probability of incidents.
Appraisal
Risk assessment performed in the Standards of Cover, 2011 edition evaluated fiscal year 2007
through fiscal year 2011 (July 1, 2006 through June 30, 2011) data and revealed LVFR resources
were assigned to low-risk fire incidents most often (approximately 3,800 per year).
Implementation of f-codes by the Combined Communication Center further defined types of fire
incidents that have occurred and allowed for better tracking of actual risk.
LVFR reviewed NFIRS physical asset types recorded in fire incident reports between fiscal year
2007 and 2011 and determined 72.40% of fires were classified as Other, meaning only 27.6
percent of fires occurred in structures of value (Standards of Cover, Table 27, page D-4). GIS
mapping confirmed that the areas around Downtown Las Vegas (Battalion 1) experienced the
highest concentration of fire incidents (all risk levels).
Plan
The Department will continue to use historic information from its fire alarm office, incident
reports, and GIS mapping technology to identify the frequency and probability of fire incidents
within the City of Las Vegas. This will be done at each planning zone level that the Department
defines.
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References
Risk analysis output summary, pages 6-10
Location distribution maps, page 1
LVFR standards of cover manual, 2011 edition, Table 27 Percent of fire incident occurrence per
NFIRS category
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2B.3 The maximum or worst fire risk(s) in each planning zone is/are identified and located
,
i.e., hazards that require maximum amount of fire protection resources or would result in greatest
loss of life or property; key or special hazard risk in each planning zone identified and located,
i.e., hazards that if destroyed would be a critical or essential economic loss to the community
(this could include cultural, environmental, or historical loss); typical or routine risks in each
planning zone are identified, i.e., risks most common to planning zone; remote or isolated risks
in each planning zone identified, i.e., risks distant from others as to be almost unique to the
planning zone; and/or other locally adopted equivalencies are used to identify fire risk.
Description
Through the fire risk assessment process, which uses physical asset type (occupancy) data from
the Hansen database and historic fire incident data from FireRMS, LVRS can determine the
overall risk for each occupancies in the City of Las Vegas (approximately 21,000). LVFR
defines occupancies with a physical asset type of Special as high-overall risk regardless of
historic fire occurrence. This includes local, state, federal, and historic structures. GIS
technology maps each location. The Department uses Crystal Reports software to extract the
data, which can then be exported to Excel for analysis and GIS mapping purposes.
Appraisal
The Department categorized 302 (21 high and 281 special) structures within the City as those
with the maximum fire risk. These and all other occupancies were located and plotted on
jurisdictional maps. Mapping confirmed a high concentration of high/special risk structures in
Battalion 1. LVFR has dedicated more resources to this area.
Plan
The Department will continue to use a classification process to identify high-risks in its
jurisdiction. It will also continue to evaluate appropriate response protocols based on needed
resources for each risk level.
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References
Standards of cover manual, 2011 edition, Section D: Risk assessment
Special physical assets
Overall fire risk assessment map
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2B.4 A critical task analysis of each risk category and/or fire incident is conducted to
determine the effective response force
(ERF).
Description
As part of the process of developing a standards of cover, LVFR considers the critical tasks for
crews to initiate at the scene of each level for fire risk (low, moderate, high, and severe) it
identifies in populated areas of Las Vegas. LVFR operates under constant staffing, participates
in Valley-wide operational directives for safe and effective response, and has the ability to draw
on additional personnel and/or other jurisdictions to achieve response compliments beyond an
initial response force. National Fire Protection Association (NFPA) 1710 Standard for the
Organization and Deployment of Fire Suppression, Emergency Medical, and Special Operations
to Public by Career Fire Departments, 2010 edition, Section 5.2.4.2.2 suggests an initial full
alarm for a moderate risk fire of 15 personnel to establish command, initiate fire attack, support
the operation with water, ventilation, and rescue capabilities.
Appraisal
Through the critical task analysis of the different risk levels of fire incidents, LVFR established
the following effective response force standards:
• For low-risk fire incidents in populated areas of the City, LVFR achieves an effective
response force when one, four-person engine company (or company with engine
capabilities) arrives on the scene of an incident.
• For moderate-risk fire incidents in populated areas of the City, LVFR achieves an
effective response force when two, four-person companies arrive on the scene of an
incident; and
• For high-risk and severe, high-rise, hospital fire incidents in populated areas of the City,
an effective response force is achieved when four, four-person companies and one two-
person advanced life support transport-capable rescue arrive on the scene of an incident.
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Plan
The Department will monitor initial response force performance and evaluate it against the
Valley-wide deployment model that ensures front-loaded resources needed to reduce loss of life
and property damage arrive on scene to fire incidents.
References
NFPA 1710 Standard for the organization and deployment of fire suppression, emergency
medical and special operations to public by career fire departments, 2010 edition
Standards of cover manual, 2011 edition, Section D: Risk assessment, Fire risk, page D-4
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CC 2B.5 Agency baseline and benchmark travel time objectives for fire response
conform to industry best practices
as prescribed on pages 70-71 for first due and effective
response force (ERF).
Description
LVFR references the CFAI fire & emergency services self-assessment manual (FESSAM) to
understand industry best practices and to determine agency benchmark objectives. It also
considers NFPA 1710 Standard for the organization and deployment of fire suppression,
emergency medical, and special operations to public by career fire departments. As Las Vegas is
predominantly metropolitan in population density, the Department references this CFAI
performance standard to meet community expectations to incidents designated as severe or high-
risk and excludes unpopulated areas of the city. The industry best practice benchmark for travel
time is four minutes, 90% of the time and the industry best practice baseline is five minutes
twelve seconds, 90% of the time. Benchmark travel time performance for the effective response
force is eight minutes and baseline performance is ten minutes twenty-four seconds, 90% of the
time.
Appraisal
Over the past five fiscal years (FY2007 to FY2011), first-engine travel time performance at the
90th percentile to severe fire incidents has ranged from 6:06 (FY2010) to 3:40 (FY2011) and has
resulted in an overall baseline expectation of 4:43. The balance of baseline performance times
and benchmark performance expectations can be found in the standards of cover in Section C:
Community expectations and performance goals and Section F: Performance objectives and
performance measures, respectively.
Plan
LVFR will continue to reference industry best practice baseline and benchmark travel time
objectives for first due and effective response force. It will continue to strive to attain
performance within this range. The department will equate its defined levels of risk to the CFAI
population density levels while working toward measuring total response time performance
based on population density as put forth in the FESSAM.
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References
Fire & Emergency Service Self-Assessment Manual, pages 70-71
NFPA 1710 Standard for the organization and deployment of fire suppression, emergency
medical, and special operations to public by career fire departments, 2010 edition
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals and Section F: Performance objectives and performance measures
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CC 2B.6 Given the fire risk(s), area of responsibility, demographics, economic
indicators, fire loss data, water supply and automatic fire protection system information,
an effective standards of response coverage strategy is established
.
Description
Las Vegas Fire & Rescue establishes standard of cover strategies by analyzing its jurisdiction,
four-minute travel time demand zones, first due station areas, and fire districts. Demographics,
economic indicators, loss of life and property, and fire flow, and fire sprinkler systems are
considerations in determining fire risk.
Appraisal
LVFR determined four levels of fire risk within its jurisdiction: low, moderate, high, and severe.
The Department’s critical task analysis established effective response force for each service level
that confirmed LVFR’s commitment to support the operational intent of front loading required
resources to minimize the time/temperature curve thus increasing life safety and enhancing
property conservation.
Plan
The Department will continue to assess standards of cover strategies for fire risk using area
demographics, life and fire loss data, and fire prevention practices, to ensure resources are
available to achieve an effective response force.
References
LVFR standards of cover manual, 2011 edition, Section D: Risk Assessment
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2B.7 Fire protection suppression and detection systems are identified and being considered in
the planning process
.
Description
Fire code requires all new commercial occupancies over 5,000 square feet or 300 occupants have
an automatic fire suppression and detection system. An example would be a high-rise hotel that
includes an Assembly-occupancy along with residential units. There are smaller thresholds
requiring such systems depending on the hazardous process or occupancy type. The Fire
Prevention Division maintains a record for each business within the Hansen database system that
includes occupancy codes, square footage, and use types that all factor into the Section D: Risk
assessment of the Standards of Cover manual.
Appraisal
As part of the 2011 Standards of Cover, LVFR reviewed all physical asset types (occupancies)
and identified those that had built-in fire suppression and detection systems. Fire Prevention
data revealed 8,713 commercial occupancies and 1,679 residential homes within the City with
built-in fire suppression systems.
Plan
Las Vegas Fire & Rescue will continue to require fire suppression and detection systems per the
adopted fire code. Inspection personnel will continue to maintain data on each existing business
in the Hansen database. The Department will use this data in performing risk assessment
updates.
References
Commercial locations with sprinklers
Residential locations with sprinklers
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CC 2B.8 The agency utilizes a formal process periodically to assess the balance
between fire suppression capabilities and fire risks
in the service area. Identified
imbalances are addressed through the planning process.
Description
The formal process Las Vegas Fire & Rescue uses to assess suppression capabilities against fire
risks includes fire prevention’s assessment of fire hazards, fire suppression’s first-due and
effective response force total response time performance, and historical fire data. Fire Protection
Engineering staff conduct initial appraisal of the hazard risk, when compared to suppression
capabilities (e.g. access, water supply), at the pre-development stage to identify any deficiencies
and/or requirements. The Department requires developments with such deficiencies to provide
mitigating measures such as residential fire sprinklers or fire watch systems, which if required,
may reduce the fire risk. The Fire Prevention Division continues the assessment process by
conducting inspects of developing and existing structures for deficiencies and or requirements.
Appraisal
The department’s fire prevention engineering performed and through strategic planning process
that included annual review and update of the standards of cover and strategic business plan, and
quarterly review of fire suppression performance. Over fiscal year 2009 through fiscally year
2011, the Fire Protection Engineering Division performed 6,377 fire and life safety plan reviews
(including failed) and the Fire Prevention Division performed over 49,000 inspections.
Plan
The Department will continue to assess the balance of fire suppression capabilities and risk from
the pre-development stage through the life of the structure and through the formal process of
conducting a fire risk assessment in a standards of cover manual.
References
LVFR standards of cover manual, 2011 edition, Section D: Risk assessment
Performance Plus data FY2010 and FY 2011 Fire Prevention division
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Criterion 2C: Non-Fire Risk Assessment and Response Strategies
The agency assesses the nature and magnitude of other hazards and risks within its jurisdiction
and identified appropriate strategies, methods of operation, and resource allocation required to
mitigate potential emergencies. These may include a wide variety of risk and service demands,
e.g., hazardous materials, emergency medical services, rescue, etc. Special attention should be
paid to identify, analyze and develop strategies for non-fire or limited fire risks that gain
importance due to cultural, economic, environmental, or historical value.
Summary:
The Department identified non-fire risks hazards, deployment strategies, and operational
methods for those risks. Significant non-fire risks include Emergency Medical Services (EMS),
Hazardous Materials, Technical Rescue, and other service calls.
Analysis of fiscal year 2007 through fiscal year 2011 call data inside the City of Las Vegas for
which Las Vegas Fire & Rescue units were assigned indicates non-fire risk responses
(emergency medical, technical rescue, and hazardous materials) account for almost 94 percent
(92.69% medical, 0.28% technical rescue, 0.85% hazardous materials, and approximately 0.10%
explosive-, aviation-related and other) of total call volume. Non-fire risk assessment and
analysis identified areas of concern as highways and freeways and areas around Downtown Las
Vegas. Las Vegas faces the threat of natural disasters from flooding and earthquakes, but the
probability is very low as development of a regional flood control district has improved
channeling of flood waters and research from the US Geological Survey showed only a handful
of measurable (2.5 magnitude or greater) earthquakes have occurred in the Las Vegas Valley
over the last three decades.
References
Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E:
Historic perspective and system performance)
Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition –
Section E: Historic perspective and system performance)
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CC 2C.1 Each planning zone and population area is analyzed and non-fire risk factors
evaluated
in order to establish a standards of response coverage.
Description
Las Vegas Fire & Rescue recognizes medical, hazardous materials, technical rescue, explosive-
related, aviation, nature disasters such as flooding and earthquakes, and terrorist acts as potential
non-fire risk within its jurisdiction or surrounding communities. Las Vegas Fire & Rescue
considers it’s the populated areas of its jurisdiction, four-minute travel time demand zones
around each fire station (first due areas), and fire districts as planning zones for when developing
its Standards of Cover. Based on fire district population density, LVFR considers itself
predominately a metropolitan jurisdiction.
LVFR classifies medical risk at four levels: low, moderate, high, and 6-person response, which is
required for identified incidents such as cardiac arrest whereas a larger response force can affect
outcomes. High-risk factors include volume, severity, and frequency of calls, and loss of life.
LVFR uses a Medical Priority Dispatch System to classify four levels (Alpha, Bravo, Charlie,
Delta) of medical severity and response. LVFR assesses the frequency and probability of calls
within each zone by compiling historic incident volume and using GIS mapping to show incident
locations, concentrations, and trends.
LVFR’s hazardous materials and technical rescue teams can respond to other jurisdictions in the
Las Vegas Valley and LVFR’s bomb squad’s response jurisdiction includes all of Clark County
and neighboring counties of Nye and Lincoln County Nevada and Bullhead County AZ.
Appraisal
Through the analysis of its jurisdiction, Las Vegas Fire & Rescue evaluated fire risk factors at
four levels: low, moderate, high, and severe. LVFR established performance baseline and
benchmark performance expectations in its standards of cover that addressed these risk levels
and assessed five years (fiscal years 2007 through 2011) of performance data for incidents that
occurred in populated areas of the City of Las Vegas.
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Plan
The Department will continue to assess non-fire risk and identify areas for improvement that will
enhance life safety within its community. LVFR will continue to deploy resources first to high-
call volume area or severe nature of calls that result in high loss of life or property.
References
Standards of cover manual, 2011 edition – Section D: Risk assessment, Non-fire risk assessment
starting on D18
Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition –
Section E: Historic perspective and system performance)
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2C.2 The frequency and probability of occurrence of service demands other than fire are
identified
in each planning zone.
Description
Using problem nature codes assigned by the combined communication center (fire alarm office),
LVFR can assess the distribution and frequency of any service demand for which a fire
department resource responds. Non-fire service demands include medical, technical rescue,
hazardous materials, and explosive-related incidents. The department uses GIS technology to
create maps showing historic incident location, concentrations, and trends over time. GIS
technology can identify jurisdictional boundaries, battalion areas, fire districts, and 4-minute
travel time zones around existing fire stations to help LVFR in analyzing the frequency and
probability of incidents.
Appraisal
In its 2010 Standards of Cover, Las Vegas Fire & Rescue analyzed medical, technical rescue,
and hazardous materials response services as non-fire risk. Based on feedback received by its
peer assessment team in December 2010, LVFR revised its Standards of Cover and further
defined technical rescue to include flash flooding (water rescue) and hazardous material
response. Also based on received feedback received, LVFR added explosive-related response
and earthquake risk.
This level of detailed review revealed few if any historical occurrence of service demand for
various technical response categories such and that only two earthquakes over magnitude 2.5
have occurred inside the City of Las Vegas in the last 30 years (2.9 and 3.3 respectively) (SOC,
D-50). Calls for service analysis revealed that medical incidents accounted for almost 93% of
the service demand within the City of Las Vegas (Risk analysis output summary, page 5 and 10).
the highest frequency of incidents occurred on Friday evenings. The moderate-risk medical
incident type 32B-Unknown Problems was the most often received call for service. GIS
mapping confirmed that Downtown Las Vegas (Battalion 1) experienced the highest
concentration incidents (all risk categories).
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Plan
The Department will continue to use historic data to determine the frequency and probability of
non-fire service demands and despite lack of probability of certain incidents will continue to
consider them as part of its standards of cover risk assessment.
References
Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E:
Historic perspective and system performance)
Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E:
Historic perspective and system performance)
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2C.3 The maximum or worst non-fire risk(s) in each planning zone is/are identified and
located; the key or special hazard risk in each planning zone is identified and located, i.e.,
hazards, which if destroyed would be a critical or essential economic loss to the community (this
could also include cultural, environmental, or historical loss); the typical or routine non-fire risks
in each planning zone are identified, i.e., those risks most common to the planning zone; the
remote or isolated non-fire risks in each planning zone are identified, i.e., those risks most distant
from other risks as to be almost unique to the planning zone; and/or other locally adopted
equivalencies are utilized to identify non-fire risks.
Description
By reviewing historic data, LVFR knows certain areas (the Downtown Corridor and roadways)
create a high probability for technical rescue and emergency medical incidents. GIS mapping
provides the Department with historic trends of risk occurrence by incident type in each planning
zone. Fire Prevention personnel maintain records of occupancies that require hazardous
materials permits and this data can be mapped by planning zone.
Medical risk assessment considers the levels of criticality associated with the patient’s chief
complaint identified by the communication specialist using medical priority dispatch protocols
and/or by the emergency responders when on scene. As with fire response, LVFR front-loads its
response to certain types of incidents to ensure resources are available for the worst-case
scenario.
Appraisal
The entire jurisdiction of the City of Las Vegas was used in the assessment of non-fire risks.
Analysis identified areas of concern as transportation networks (highways, freeways, and
railways), high-rises, Downtown corridor, and occupancies where hazardous materials are stored.
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Plan
The Department will continue to use historic incident data to identify non-fire hazards within its
jurisdiction. With the increase in service area demands for the Hazardous Materials and
Technical Rescue Teams, LVFR will need to establish a method to identify risk in the
surrounding jurisdictions.
References
Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E:
Historic perspective and system performance)
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2C.4 A critical task analysis of each risk category and/or non-fire incident is conducted to
determine the effective response force
(ERF).
Description
Las Vegas Fire & Rescue provides an all hazards response to the citizens and visitors of Las
Vegas to ensure life safety and property conservation and recognizes the following non-fire risk
categories/incidents as potential risks within its jurisdiction or surrounding communities:
emergency medical services, hazardous materials, technical rescue, explosive-related response,
aviation-related response, nature disasters such as flooding and earthquakes, and terrorist acts.
The critical task analysis and initial effective response force for each identified risk category can
be found in Section D: Risk assessment of LVFR’s 2011 edition of its standard of cover, pages
D-16 through D-51.
Appraisal
Based on feedback received through its onsite evaluation conducted December 2010, LVFR
modified its standard of cover manual and further detailed the critical task analysis and effective
response force for non-fire risks identified in the City of Las Vegas. Some identified risks had
little to no historic probability of occurrence, which resulted in the development of tasks and an
effective response force based on operational expectations.
Plan
Las Vegas Fire & Rescue will continue to monitor the critical tasks required for incident
response based on services provided, industry best practices, and operational objectives of the
department and will continue to represent this information in its standards of cover manual.
References
LVFR standards of cover manual, 2011 edition, Section D: Risk assessment
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CC 2C.5 Agency baseline and benchmark travel time objectives for non-fire incident
response conform to industry best practices
as prescribed for first due and effective
response force (ERF).
Description
LVFR references the CFAI fire & emergency services self-assessment manual (FESSAM) to
understand industry best practices and to determine agency baseline performance expectations
and benchmark performance goals. It also considers NFPA 1710 Standard for the organization
and deployment of fire suppression, emergency medical, and special operations to public by
career fire departments. As Las Vegas is predominantly metropolitan in population density, the
Department references this CFAI performance standard to meet community expectations to
incidents designated as high-risk and excludes unpopulated areas of the city. The industry best
practice benchmark for travel time is four minutes, 90% of the time and the industry best practice
baseline is five minutes twelve seconds, 90% of the time. Benchmark travel time performance
for the effective response force is eight minutes and baseline performance is ten minutes twenty-
four seconds, 90% of the time.
Appraisal
Over the past five fiscal years (FY2007 to FY2011), first advanced life support (ALS) unit travel
time performance at the 90th percentile to medical incidents that require a six-person team
response ranged from 5:36 (FY11) to 6:20 (FY2007) and resulted in an overall baseline
expectation of 6:04 travel time for the first arriving ALS unit, 90% of the time. Travel time
performance at the 90th percentile to all high-risk medical incidents ranged from 6:05 (FY2011)
to 6:32 (FY2007) and resulted in an overall baseline expectation of 6:20.
For all technical rescue incidents, over the last five fiscal years, travel time performance of the
first emergency response unit staffed with a minimum of four firefighters ranged from 8:16
(FY2010) to 9:30 (FY2007), 90% of the time and resulted in an overall baseline expectation of
8:45 (SOC, C-14). For all hazardous materials incidents, over the last five fiscal years, travel
time performance of the first engine company or company with hazardous materials response
capabilities, staffed with a minimum of four firefighters ranged from 7:43 (FY2011) to 8:14
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(FY2007), 90% of the time and resulted in an overall baseline performance expectation of 8:04
(SOC, C-20).
The balance of baseline performance times and benchmark performance expectations can be
found in the standards of cover in Section C: Community expectations and performance goals
and Section F: Performance objectives and performance measures, respectively.
Plan
LVFR will continue to reference industry best practice baseline and benchmark travel time
objectives for first due and effective response force. It will continue to strive to attain
performance within this range. The department will equate its defined levels of risk to the CFAI
population density levels while working toward measuring total response time performance
based on population density as put forth in the FESSAM.
References
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C-10 through C-25; Section F: Performance objectives and
performance measures
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CC 2C.6 Given the importance and magnitude of service demands, a standards of
response coverage strategy is established for each type of non-fire risk(s) and service
demand.
Description
Las Vegas Fire & Rescue recognizes medical, technical rescue, hazardous materials, explosive-
related, and aviation incidents as probable non-fire risks within its jurisdiction or surrounding
communities. It also acknowledges the possibility, though remote, of significant nature disasters
such as flooding and earthquakes, and man-made disasters such as terrorist acts. LVFR
establishes standard of cover strategies for dealing with this risk by analyzing its jurisdiction,
four-minute travel time demand zones, first due station areas, and fire districts. The department
considers severity levels (consequence), probability, and frequency in performing non-fire risk
determination.
Appraisal
In Section D: Risk assessment of the 2011 edition of the Standards of Cover manual, LVFR
determined the critical tasks needed to begin mitigation of an incident and developed initial
effective response forces for all non-fire risk. For example, for medical incidents, response
strategies varied based on severity level of service need – a low-risk medical incident in the City
of Las Vegas achieved an effective response force when one, four-person ILS truck company, or
one four-person ALS engine company, or one two-person ALS transport-capable rescue unit
arrives on the scene of an incident while for the highest risk medical incidents in populated areas
of the City that required 6-person team response, LVFR achieved an effective response force
when one, four-person ALS engine company and one two-person ALS transport-capable rescue
unit arrived on the scene of an incident.
The Department’s critical task analysis confirmed LVFR’s commitment to support the
operational intent of front loading required resources to minimize life loss. The balance of
response strategies can be found in Section D: Risk assessment of the standards of cover.
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Plan
The Department will continue to assess standards of cover strategies for non-fire by analyzing
severity levels (consequence), probability, and frequency of service demands within its
jurisdiction when performing non-fire risk determination.
References
LVFR standards of cover manual, 2011 edition, Section D: Risk assessment
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Criterion 2D: Strategic Planning
A strategic plan or other form of long-term planning (3 to 5 years in the future) is in place and,
along with the budget, is guiding the activities of the agency. The plan is submitted to the
appropriate authority having jurisdiction.
Summary:
Las Vegas Fire & Rescue’s strategic business plan contains strategic results (goals) that reflect 3-
5-year performance objectives. The Department’s executive staff, along with other key
personnel (budget analyst, management analyst) reviews the plan, and when necessary, updates
key result measures. The plan is submitted to the Office of Performance Management (OPM)
and the Chief of Public Safety who oversees the Fire Department before the beginning of each
subsequent fiscal year (July 1) along with a change document. OPM and the management level
staff from three departments under public safety meet to discuss plans. The Chief of Public
Safety must review the strategic business plan and approve it (by signature) before they are
considered final.
References
Las Vegas Fire & Rescue strategic business plan FY2012
Signed FY2012 SBP change document
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CC 2D.1 The fire service agency has a published strategic plan
.
Description
Las Vegas Fire & Rescue’s approved multi-year strategic plan is available on the Department’s
SharePoint site. The City’s Office of Performance Management (OPM) publishes all City
department strategic plans on its SharePoint site. Other documents that LVFR uses as part of its
strategic planning process, specifically its standards of cover are also available to all LVFR
employees via SharePoint.
Appraisal
Since Performance Plus was implemented in 2007, the Department has published each strategic
plan on the Department’s SharePoint site. Since fiscal year 2008, performance has been reported
quarterly to the Performance Plus Executive Team (PPET) and these presentations published on
the Department’s internal SharePoint site and the OPM site. LVFR has published its
accreditation documents on SharePoint since 2006.
Plan
The Department will continue to provide employees access to its strategic business plan and
related documents. The City plans to publish all fiscal year 2012 plans on the City’s Intranet site
for public access.
References
Las Vegas Fire & Rescue strategic business plans FY2009, FY2010, and FY2011
Performance Plus presentations FY2010 and FY2011
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2D.2 The strategic plan is approved within the agency and submitted to the governing body
or
administrative officer with responsibility over the fire agency and to whom the chief fire
officer/chief executive officer reports.
Description
Las Vegas Fire & Rescue’s executive and other designated staff review and approve the strategic
business plan (SBP) before each subsequent new fiscal year (July 1), typically around April. The
Department then submits the updated SBP, with attached change document, to the Office of
Performance Management (OPM) and the Chief of Public Safety over the fire department.
Management-level personnel from the departments that make up public safety (detention and
enforcement, fire & rescue, and municipal court) meet and discuss each department’s plan. After
any changes or suggestions are added to the plan, the Chief of Public Safety then signs-off on the
change document finalizing the process for that fiscal year.
Appraisal
LVFR submitted its proposed fiscal year 2012 strategic business plan and change document to
the Chief of Public Safety over the fire department and Office of Performance Management
(OPM) in April 2011. Management-level staff from the three departments within public safety
met April 21, 2011 and discussed current and future plans. The fire department implemented
suggestions, resubmitted the document, and received the public safety chief’s signature, which
finalized the plan.
Plan
The Department will continue to submit an updated strategic plan in accordance with the
requirements and schedule of the City Manager’s Office.
References
Las Vegas Fire & Rescue strategic business plan FY2012
Signed FY2012 SBP change document
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
3-1
Category III: Goals and Objectives Agencies should establish general organizational goals designed to implement their assigned
mission and short-range plans. Additionally, agencies should establish goals and objectives for
and to direct the priorities of operational programs (to include at least those outlined in Category
V) and support services. All goals and objectives should be developed consistent with the
elements of the published Strategic and Capital Improvement Plans. Goals are general
statements that identify where the agency wants to be at some point in time. Goals establish
targets for performance improvement. Objectives are specific statements designed to document
the steps necessary to achieve the agency’s goal statements, and apply to a specific time period.
For purposes of accreditation, objectives should be consistent with the elements of the acronym
“S.M.A.R.T”1
• Specific
• Measurable
• Attainable
• Realistic
• Time-bound
Standards of Cover incorporate performances objectives written to measure current (baseline)
and future (benchmark) response capability and performance and should be depicted as
appropriate within the written responses to the criteria outlined below. An agency that wishes to
make improvements in their standards of cover performance should include goals and objectives
to that effect.
Agencies should establish a systematic method of communicating and implementing the
established goals and objectives. Agencies also should enact a formal process to routinely assess
their organizational progress toward achievement. Each of the goals and objectives should be re-
examined and modified routinely with an eye toward their necessity and appropriateness. In this
way, the agencies can ensure their goals and objectives remain consistent with their mission and
their short/long-range plans.
1 Peter F. Drucker (1986). The Practice of Management, New York: HarperCollins Publishers, Inc.
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Criterion 3A: Goals and Objectives
The agency has established general goals and specific objectives that direct the agency’s
priorities in a manner consistent with its mission and appropriate for the community it serves.
Summary:
The Department’s strategic business plan (SBP) through strategic result statements and standards
of cover manual, 2011 edition address the major issues facing the Department and the
community it serves. These documents identify customers and service needs and contain long-
term goals (strategic results and benchmark performance objectives) that as of fiscal year 2012
are five years out (FY2016).
References
Las Vegas Fire & Rescue strategic business plan FY2012
LVFR standards of cover manual, 2011 edition
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CC 3A.1 The agency publishes general organizational goals directed toward achieving
the agency’s long-range plans. Corresponding specific objectives are published
to
implement these goals and incorporate the measurable elements of time, quantity, and
quality.
Description
Las Vegas Fire & Rescue publishes its strategic business plan (SBP) and any related documents
on its internal SharePoint site. The strategic business plan addresses issues facing the
Department over the next 3-5 years. It contains strategic results (long-term five-year
performance goals), and program result measures. Result measures in the SBP are measurable
by identified time elements (i.e., monthly, quarterly, and annual) and the Department quantifies
performance quarterly assessing quality using a green, yellow, red stop-light scale. The
Department presents data quarterly to the Performance Plus Executive Team (PPET) and
includes narratives in its presentation to explain performance. In its SBP, LVFR uses the 90th
percentile standard to assess first unit (distribution) performance for elements of total response
time.
Las Vegas Fire & Rescue also publishes it Standards of Cover manual on its internal SharePoint
site. This document contains baseline and benchmark objectives that focus the provision of
emergency response (Dispatch Operations, Fire Operations, EMS Operation, and Special
Operations) as related to first unit (distribution) and effective response force (concentration) total
response time. Again, performance is measurable by a defined element of time. Baseline
performance is established using the five-year overall performance (fiscal year [FY] 2007 –
FY2011). Benchmark expectations focus on long-term progress. The Department quantifies
performance annually after the end of the fiscal year (June 30) and assesses quality using fractile
performance (90th percentile).
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Appraisal
The stop-light system implemented through Performance Plus has provided a simple, easily
understood method to measure achievement of or progress toward goals. SharePoint has
provided the department a sustainable method where personnel have been provided access to
Department documents including its strategic business plan, quarterly performance reports,
standards of cover manual, and self-assessment manual.
Plan
LVFR will continue to use the technologies available to provide personnel access to the
Department’s strategic planning and accreditation documents. It will continue to use the
Performance Plus system of judging performance against a stop-light scale and will continue to
assess total response time performance using the factile method and a performance standard of
the 90th percentile.
References
Las Vegas Fire & Rescue strategic business plan FY2012
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals and Section F: Performance objectives and performance measures
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3A.2 The agency establishes goals for each operational program with corresponding specific
objectives
that incorporate the measurable elements of time, quantity and quality.
Description
There are fifteen service programs in Las Vegas Fire & Rescue’s strategic business plan. Each
program lists result measures and performance measures. Program managers collect data for
each measure on a monthly, quarterly, semi-annual, or annual basis. The Office of Performance
Management provides each department a template to use for quarterly reports given to a group of
city managers know as the Performance Plus Executive Team (PPET). Each program rates the
performance quality or quantity of key result measures using a stop-light scale (red, yellow,
green) in relation to how close performance is to the annual target. Objectives relate directly to
each program result measure. The Department’s Standards of Cover manual contains
performance goals for each service area and judges performance using the 90th percentile
(fractile) for elements for total response time for first arriving units and an initial effective
response force.
Appraisal
Since Performance Plus was adopted in 2007, Las Vegas Fire & Rescue modified the
organization structure reflected in its strategic business plan. Before fiscal year 2010, the
Department reduced the number of service programs from twenty-one to fifteen. This structure
better reflected the services provided and customers served by the Department. The measurable
elements of time, quantity, and quality were defined by the Office of Performance Management
and provided to each department each fiscal year in the PPET template for quarterly reporting
instructions. The Standards of Cover has provided the department in-depth view of emergency
response performance within the aspect of total response time.
Plan
The Department will continue to follow the annual citywide process of reviewing and updating
its strategic business plan to ensure program results correspond to City and Department service
objectives. LVFR will continue to use both the performance plus and standards of cover process
to assess performance goals for elements of time, quantity, and quality.
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References
FY2012 PPET template for quarterly reporting instructions, page 2
FY2012 PPET quarterly presentation template
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals and Section F: Performance objectives and performance measures
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3A.3 Published materials accurately portray the agency’s goals and objectives
as well as
mission, vision and values in context.
Description
Las Vegas Fire & Rescue publishes a variety of materials for both internal and external
customers. Las Vegas Fire & Rescue’s Internet website reflects information about the
department and items of interest to employees and the community. This information supports
the services the Department provides and accurately reflects the department’s mission to provide
fire suppression, prevention, and education programs to the City of Las Vegas. LVFR’s internal
SharePoint site provides employees access to goals and objectives in the form of the Strategic
Business Plan, Standards of Cover, standard operating procedures, and other items relating to
each program. The Strategic Business Plan includes the Department and program mission
statements, services, and goals.
Appraisal
The minimal budget provided to the Public Education and Information Office and the City’s
sustainability initiative required LVFR to limit physical published materials to those required for
educational purposes. LVFR embraced use of Microsoft SharePoint technology as a method that
ensured continued access by department and City employees to its strategic business plan,
standards of cover manual, and self-assessment manual that all served to communicate the
department’s mission, values, services provided, and strategic performance.
Plan
Physical materials related to fire and life safety education will continue to be a priority for any
funding available for publications. LVFR will continue to provide the most current and accurate
information customers using available technology to ensure access to documents related to the
department’s goals, objectives, and performance.
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References
Las Vegas Fire & Rescue Internet website
Knowledge Network – LVFR’s Intranet SharePoint site (access available on site)
Public education handouts (available on site)
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3A.4 Agency goals and objectives are submitted to and reviewed by the governing authority
responsible for establishing policy.
Description
Las Vegas Fire & Rescue’s program results (goals) are part of the strategic business plan that
executive and other designated staff review, modify, and approve before the start of each fiscal
year (July 1). LVFR completes a change documents that details the differences between the past
strategic business plan and the future and submits this along with its updated strategic plan to
city management. The Office of Performance Management (OPM) reviews the document, offers
input, and the Public Safety Chief over the fire department signs the document to finalize it after
review and discussion.
Appraisal
LVFR’s FY2012 strategic business plan was submitted to the Office of Performance
Management and reviewed April 21, 2011 with the Public Safety Chief. Development of
objectives to achieve goals has not been required as part of the strategic planning process, so
LVFR included priority performance objectives in Section H: Overall evaluation of its Standards
of Cover manual.
Plan
The Department will continue to participate in the annual review, modification, and approval
process, as set forth by the Office of Performance Management. The Department will use the
FY2012 change document to submit its objectives action plan as part of the strategic business
planning process. If advised not to by the Office of Performance Management, the Department
will continue its internal review and approval process.
References
Las Vegas Fire & Rescue strategic business plan FY2012
FY2012 change document
LVFR standards of cover manual, 2011 edition, Section H: Overall evaluation
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Criterion 3B: Implementation of Goals and Objectives
A management process is utilized for implementation of goals and objectives.
Summary:
Las Vegas Fire & Rescue’s executive staff organization is central to the management process in
place for implementing Department goals and objectives. Executive staff manage the programs
in the strategic plan and are ultimately responsible for the content and performance of result
measures. The program manager or designee tracks data for each measure and records it so the
Department’s Budget and Management Analysts can prepare a quarterly presentation for City
management. The program manager establishes specific objectives that will help the Department
achieve result measures and works within the appropriate chains of command to ensure the
execution of objectives.
References
Las Vegas Fire & Rescue strategic business plan FY2012
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CC 3B.1 Some form of organizational management process is identified
and used to
implement and track the agency’s goals and objectives.
Description
The Fire Department’s strategic business plan contains four lines of business that represent the
high-level division of services. An executive staff member manages each program and is
responsible for the program’s performance. The program manager or designee tracks
performance data for each program measure and records it in the P+ application. The Deputy
Fire Chief of Logistics/Support Services oversees the strategic business planning process along
with the budget analyst who monitors program budgets and the management analyst who
maintains the Department’s documents. The City of Las Vegas Office of Performance
Management provides procedures for reporting performance goals.
Appraisal
Program managers implemented measures based on program needs. For fiscal year 2011, the
City of Las Vegas replaced the P+ application and developed Oracle Business Intelligence
dashboards that allowed automatic tracking of data stored in electronic databases. Data not
stored in electronics database has been hand-populated. Before the Office of Performance
Management was established in 2009, the oversight of Performance Plus at the City level was
not well defined, as no staff were dedicated to the process full-time.
Plan
Executive staff will continue to be responsible for the performance of programs they oversee and
report performance quarterly. Support staff will continue to manage the Department’s strategic
business plan and assist City IT in data tracking. The Department will conform to any
procedures established by the Office of Performance Management.
References
Las Vegas Fire & Rescue strategic business plan FY2012
P+ Application and OBI Dashboard Screenshots (access available on site)
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3B.2 The agency’s goals and objectives are disseminated
to all members of the organization.
Description
Las Vegas Fire & Rescue uses an internal Microsoft SharePoint site (Strategic Resources –
LVFR) to disseminate strategic documents to its members. Documents available on this site
include: current and past strategic business plans that detail the goals and objectives for each
Line of Business and program and complies with the City’s Performance Plus initiative;
Commission of Fire Accreditation International documents including current and previous
iterations of the Standards of Cover and Self-Assessment manuals, Annual Compliance Reports,
and Commission reports; and Insurance Services Office (ISO) surveys and communications.
This site is available to all members of the organization and other city departments.
Appraisal
The use of Microsoft SharePoint since 2006 has ensured that any department employee or City
management personnel have had immediate access to current and past department goals and
objectives. This dissemination system has also supported the City’s sustainability initiative
through reduced printing costs and used resources.
Plan
The Department will continue to provide all members access to strategic documents that contain
or support its goals and objectives through the SharePoint site.
References
LVFR strategic resources SharePoint site (available electronically on site)
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Criterion 3C: Measurement of Organizational Progress
Processes are in place to measure and evaluate progress towards completion of specific
objectives and overall system performance. The goals and objectives are re-examined and
modified periodically.
Summary:
Las Vegas Fire & Rescue identifies its 3-5 year goals in its strategic business plan. Based on the
program adopted by the City of Las Vegas in 2007, these goals are referred to as Strategic
Results. Each strategic result is tied to a program within the plan. The next step below strategic
results is key results. These represent the short-term (fiscal year) results (goals) that will assist
the program in achieving its 3-5 strategic result. The performance of key result measures are
reported to the Performance Plus Executive Team (PPET) each quarter. Program managers are
aware of progress or lack thereof toward achieving the yearly performance target. Managers can
modify processes internally at any time and communicate this during PPET presentations, but the
strategic plan is officially updated each fiscal year.
The adopted strategic business planning process does not require LVFR to develop a document
reflecting the steps necessary to achieve goal statements and specific times. Program managers
are required to complete action plans for any key measure not achieving its target. The action
plans include a statement of difficulties in achieving targets, whether the Department plans to
address the deficiency, and if so, what will be done. Action plans are signed by the Fire Chief
and submitted to the Office of Performance Management.
Resources
Las Vegas Fire & Rescue strategic business plan FY2012
Las Vegas Fire & Rescue PPET presentations FY2011
Example program action plans
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CC 3C.1 The agency’s goals and objectives are examined and modified at least
annually
for quality and to ensure they remain current and consistent with the agency’s
mission, vision, and long range plan(s).
Description
The strategic business plan (SBP) outlines result measures (goals) for all Department programs.
Executive and designated staff reviews, makes modifications to the document, and sets annual
targets before the start of each fiscal year (July 1). The result measures (goals) are consistent
with the Department’s mission and long-term (3-5 year) plans found in the strategic business
plan (strategic results) and Standards of Cover manual (benchmark performance statements).
Written objectives detailing to the methods to achieve all results (goals) is not an integral part of
the City’s strategic planning process. The Department identifies measures with which is
struggles most and offers actions it will take during the upcoming fiscal year to improve
performance.
Appraisal
The department examined and modified its strategic business plan annually since at least 2005.
In doing so, the Department reduced the number of service programs from twenty-one to fifteen,
which better reflected services provision and customers. Annual review allowed the department
to implement hot-topic performance goals requested by City Management, such sick leave use
and on-the-job-injuries (added in FY2011 and FY2012, respectively). Based on the anticipated
release of an updated standards of cover reference manual, LVFR delayed an annual update of its
standards of cover until it prepared for reaccreditation, which proved ill-advised.
Plan
The Department will continue to review and update its strategic business plan and set annual
targets each fiscal year in accordance with Office of Performance Management direction.
Annual performance data will be maintained in the Standards of Cover manual, which will be
reviewed annually as well.
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References
Las Vegas Fire & Rescue strategic business plan FY2012
LVFR standards of cover manual, 2011 edition, Section B: Community expectations and
performance goals; Section F: Performance objectives and performance measures
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3C.2 The agency establishes performance measures to evaluate achievement of general
organizational and operational program goals and objectives
.
Description
The Las Vegas Fire & Rescue’s strategic business plan (SBP) contains result (performance)
measures for each service program. Performance measures evaluate quality and measure
achievement against both annual targets and strategic results (3-5 year goals). The Department
determines achievement of program results (goals) using a stop-light scale (red-yellow-green)
and evaluates current (quarterly) performance results against annual performance targets. Items
meeting targets are green, those within 15% of the target are yellow, and performance with a gap
of more than 15% of the target is red. The Department’s standards of cover manual contains
operational benchmark performance statements relating to total response time performance at the
90th percentile. The annual targets in the SBP help evaluate achievement of those statements.
Appraisal
LVFR has established annual and strategic targets in its strategic business plan and has used a
stop-light scale to evaluate achievement. Based on quarterly performance presentations
presented in Performance Plus Executive Team (PPET) meetings in fiscal year 2011, LVFR
achieved (green) performance targets 44.79% of the time. LVFR has established baseline
performance expectations for each service provided and detailed these in Section C. Community
expectations and performance goals of the 2011 edition of the standards of cover against which it
has evaluated annual and five-year performance at the 90th percentile.
Plan
The Department will continue to evaluate progress toward and achievement of organizational
performance and program results (goals) using the Performance Plus process and CFAI industry
best practice standards.
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References
Las Vegas Fire & Rescue strategic business plan FY2012
Las Vegas Fire & Rescue PPET Presentations FY2010 and FY2011
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals
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Category IV: Financial Resources This category evaluates the financial condition of an agency to determine its ability to fund
operational priorities, its effectiveness in serving the community needs, and its prognosis for
long-range quality of service given what can be a dynamic and adverse fiscal environment.
Resources must be adequate to maintain the various programs to which an agency has made a
commitment. Whether the agency is public or private, stability of revenues (demonstrated by a
consistent history through at least the past three years) is fundamental.
The chief fire officer or chief executive officer, professional staff, and governing board share
responsibility for planning, management, and stability of financial resources. Budget preparation
is the ultimate responsibility of the chief fire officer or chief executive officer and administrative
staff. Since the budget is the financial expression of agency programs and priorities, it should be
developed through appropriate consultation with the governing board of the authority having
jurisdiction, departments, divisions, and other units.
In approving the budget, the governing board approves the acquisition and allocation of
resources consistent with agency goals, objectives, and stated priorities.
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Criterion 4A: Financial Planning
Financial planning and resource allocation is based on agency planning involving broad staff
participation. The agency’s plan for financing should reflect sound strategic planning and a
commitment to its stated goals and objectives. Financial support for programs and services
should be deemed by the agency as adequate to maintain the number and quality of personnel
and other operational costs.
Summary:
City of Las Vegas Municipal Code 4.08.010 requires City Departments submit an annual budget
by the first Wednesday of February and Nevada Revised Statute (NRS) 354.472 establishes
provisions for the preparation and management of local government budgets. The fiscal year
runs July 1 through June 30. The Budget and Finance Division administers the annual budget
process under the direction of the City Manager’s Office and City Council. In January before the
new fiscal year starting the following July, the Finance Director issues budget targets for each
department to meet to balance the City’s budget with anticipated revenue. The Finance Director
includes a budget schedule with key submittal dates that includes two City Council Budget
Workshops (Special Joint City Council and Redevelopment Agency Budget Workshop) for the
tentative and final budgets. NRS 354.596 requires the City submit a tentative budget to the
Nevada Department of Taxation on or before April 15 and the final budget on or before June 1
(NRS 354.598). In addition, the City submits its capital budget on or before August 1 (NRS
354.5945). The Fire Department develops its operating and capital improvements budgets using
its strategic business plan. These budgets reflect City priorities that the City Council establishes.
Historically, budget policies, guidelines, and processes were easy to work with, as they remained
static. However, continued economic downturn, has caused the process to change. Las Vegas
Fire & Rescue will continue to prepare and plan its annual budget based on City Council’s
directives and reduced allocations from the Budget and Finance Division.
References
City of Las Vegas Municipal Code 4.08.010
Nevada Revised Statutes 354 §§472, 5945, 596, 598
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4A.1 The governing body and regulatory agencies give the agency appropriate direction in
budget and planning matters within their scope of services.
Description
The Budget and Finance Division for the Department of Finance and Business Services
administers the annual budget process under the guidance of the City Manager’s Office and City
Council. In January before the new fiscal year, the Finance Director issues budget targets for
each department to meet to balance the city’s budget with the anticipated revenue numbers. The
Finance Director issues a budget schedule with key budget information submittal dates, which
includes two City Council Budget Workshops (Special Joint City Council and Redevelopment
Agency Budget Workshop) for the approval of tentative and final budgets. As shown in the
tentative budget message from the City Manager to the Council and citizens of Las Vegas, the
City’s revenues continue to struggle; therefore Departments receive budget ceilings and
instructions to make the allocation work without the process of submitting a fully detailed budget
request. The Fire Department develops its line-item budget spreadsheet and submits it to the
Budget and Finance Division before the first Wednesday in February per Municipal Code
4.08.010. City Council then adopts the final budget, which provides the legal basis for the
expenditure of funds.
Appraisal
Through FY2009 (June 30, 2009), Operating Budget Preparation and Capital Improvements
Budget Preparation Manuals issued by the Budget and Finance Division provided excellent
guidance and direction on how to prepare specified budgets that met the goals and objectives of
the fire department. This written process ended due to the City’s budget crisis and was replaced
with a short informational memo from the Finance Director. However, this process has not
hindered LVFR’s ability to have major capital improvement projects funded.
Plan
Las Vegas Fire & Rescue will continue to prepare and plan its annual budget based on the City
Council’s directives and allocations from the Budget and Finance Division. The Department will
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retain its detailed budget internally in order to assess whether the reduced general fund budget
allocation will affect services (budget orgs).
References
Budget workshop meeting agenda and minutes, April 06, 2011
Special joint City Council and Redevelopment Agency budget workshop meeting agenda and
minutes, May 17, 2011
Tentative budget message to the Mayor and City Council April 14, 2011
City of Las Vegas Municipal Code 4.08.010
Budget PowerPoint presentation by Mark Vincent April 6, 2011
Budget memo from Mark Vincent December 22, 2010
General Fund expenditure projection report by budget org as of December 31, 2010
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CC 4A.2 Policies, guidelines and processes for developing the annual budget
are
defined and followed.
Description
City of Las Vegas Municipal Code 4.08.010 requires City Departments submit an annual budget
by the first Wednesday of February and Nevada Revised Statute 354.472 establishes provisions
for the preparation and management of local government budgets. The fiscal year runs July 1
through June 30. The Budget and Finance Division administers the annual budget process under
the guidance and direction of the City Manager’s Office and City Council. In January before the
new fiscal year starting the following July, the Finance Director issues budget targets for each
department to meet in order to balance the City’s budget with anticipated revenue. The Finance
Director also includes a budget schedule with key budget information submittal dates. This
schedule includes two City Council Budget Workshops (Special Joint City Council and
Redevelopment Agency Budget Workshop) for the tentative and final budgets. Nevada Revised
Statute 354.596 requires the City submit a tentative budget annually to the Nevada Department
of Taxation on or before April 15 and the final budget on or before June 1 (NRS 354.598). In
addition, the City submits its capital budget on or before August 1 (NRS 354.5945). The Fire
Department develops its operating and capital improvements budgets using its annual strategic
business plan and multi-year strategic planning documents. These budgets reflect City priorities
that the City Council establishes.
Appraisal
Historically, budget policies, guidelines, and processes were easy to work with since they
remained the same year after year. However, with the continued economic downturn, the
Department has re-adjusted its budget allocations due to reduced resources administered by
Finance during the budget process. Program budget adjustments were made under short
deadlines.
Plan
Las Vegas Fire & Rescue will continue to prepare and plan its annual budget based on City
Council’s directives and reduced allocations from the Budget and Finance Division.
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References
City of Las Vegas Municipal Code 4.08.010
Nevada Revised Statutes 354 §§472, 5945, 596, 598
Budget workshop meeting agenda and minutes, April 06, 2011
Special joint City Council and Redevelopment Agency budget workshop meeting agenda and
minutes, May 17, 2011
City of Las Vegas budget policies for FY2012
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4A.3 The budget process involves input
from appropriate persons or groups, including staff
officers and other members of the agency.
Description
The City’s budget process is typically a meaningful teamwork and planning exercise for the
Department’s Executive Staff (i.e., fire chief, deputy chiefs, assistant fire chief, budget analyst,
and management analyst) and key department personnel. Through various budget meetings, the
Executive Staff approve major budget items that the budget analyst then submits in the operating
and capital budget requests, which the City maintains in an Oracle 11i system.
Appraisal
Department personnel from all divisions have been involved in the budget process and it worked
well to ensure varying interests of the department were represented. Reduced budgeted
resources forced the executive staff to focus on community safety impacts if service had to be
decreased to meet budget expectations. This information was shared with city and fire union
officials and dominated the budget process. It also limited the number of personnel involved in
the budget process, as funding has stagnated or decreased in most non-emergency response
focused areas of the department.
Plan
Las Vegas Fire & Rescue will continue to prepare its capital and operating budgets using input
from appropriate personnel.
References
Capital Project Report – September 2011
Total Revenues & Expenditure by account report – LVFR: FY12
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4A.4 The annual budget, short and long-range financial planning, and capital expenditures are
consistent with agency priorities and support achievement of the agency’s strategic plan
and
goals and objectives.
Description
Each year, LVFR submits a one-year operating budget that reflects short-term financial plans.
The operating budget is a line-item format that funds salary, benefit, service, supply, and the
capital outlay expenses in the General Fund Budget. The operating budget reflects the annual
Strategic Business Plan, which is part of the City’s Performance Plus initiative.
LVFR updates and submits annually its five-year capital improvement budget (items $25,000 or
more) that supports long-term financial plans. Long-term capital projects include fire stations
that support key measures in the Strategic Business Plan relating to response time for emergency
services. Both budgets reflect items in the City of Las Vegas Priorities document that the City
Council establishes.
Appraisal
The fire department’s plans and priorities have been reflected directly in both the annual budget
(short-range financial plan) and five-year capital plan (long-range financial plan). Implemented
in 2007, and refined annually through the fiscal year update, the Performance Plus strategic
planning process provided documented performance and efficiency of services and contributed
to a direct correlation between the planning documents and the execution of budgeted resources
that did not exist previously.
Plan
The Department will continue to prepare short- and long-term financial plans using current
procedures. The Strategic Business Plan will continue to be evaluated before each fiscal year to
determine if the goals remain applicable as management tools and if the measurements reflect
accurately our services to the community.
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References
Las Vegas Fire & Rescue strategic business plan FY2012
Performance Plus presentation and financial report – First quarter FY2012
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4A.5 Budgeted expenditures are consistent with projected financial resources
.
Description
Chapter 354 of the Nevada Revised Statutes explains the legal parameters of the budget process
for local governments. Section 354.626 makes it a misdemeanor for any local government
official/department to expend any money beyond that appropriated in the budget process.
Furthermore, all department budgets must operate within the guidelines found in the City’s
Budget Policies.
The City of Las Vegas’ on-line budgeting and accounting system, Oracle 11i, prevents the
processing of purchase order requests without sufficient appropriations. The day-to-day
management of LVFR’s budget is the responsibility of the Budget Analyst. The Budget Analyst
reviews the expenditure status and emails the budget monitor report weekly to various fire,
finance, and other city officials. This report compares expenditures to benchmark allocations
and documents variances. The department’s budget liaison from the Finance and Budget
Division reports the overall budget allocations and expenditures monthly in a Cost vs. Budget
report that captures the financial condition of the overall fire general fund budget. Finance’s
Capital Project report tracks capital improvement project expenses.
Appraisal
The Nevada Revised Statutes, on-line budget program, Budget Analyst’s day-to-day
management, and budget overview management from Finances’ budget liaison have been used to
ensure Department’s expenditures are in line with budget appropriations. For fiscal year 2011,
Las Vegas Fire & Rescue finished the year with a deficit of $345,170.15 caused predominately
by overtime required for constant staffing. This deficit was augmented from Finance.
Plan
The Department will continue to comply with Nevada Revised Statutes and City budgeting and
purchasing policies.
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References
Nevada Revised Statute 354 § 626 Unlawful Expenditure of Money
Fire budget monitor summary report – June 30, 2011
Cost vs. budget reports: June 2011, June 2010, June 2009
Capital project report – June 2011
City of Las Vegas budget policies for FY2012
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Criterion 4B: Financial Practices
Financial management of the agency exhibits sound budgeting and control, proper recording,
reporting and auditing.
NOTE: An agency that has already received the Certificate of Achievement for Excellence in
Financial Reporting (Certificate) from the Government Finance Officers Association (GFOA)
for their Comprehensive Annual Financial Report (CAFR) may submit that certificate and
their Comprehensive Annual Financial Report as prima facie compliance with this criterion.
(The agency need not address performance indicators 4B.1 – 4B.8). Reciprocity for this is
acknowledged by review of the GFOA’s process for reviewing CAFRs submitted to its Certificate
Program.
Summary:
The City of Las Vegas received the Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officers Association (GFOA) for its FY2009
Comprehensive Annual Financial Report (CAFR). This certificate is included in the City of Las
Vegas FY2010 Comprehensive Annual Financial Report for the fiscal year ended June 30, 2010.
References
City of Las Vegas Comprehensive Annual Financial Report FY2010
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Criterion 4C: Resource Allocation
Financial resources are allocated appropriately to support the established organizational
mission, the stated long-term plan, and goals and objectives, and to maintain the quality of
programs and services.
Financial stability is a fundamental aspect of an agency’s integrity. The agency must ensure that
programs and services provided can be supported by the necessary fiscal resources using sound
budgetary practices.
Summary:
Nevada law governs how local governments, including the City of Las Vegas, prepare and
administer budgets. These laws require the budget show both anticipated revenues and
expenditures and be balanced. Operational and Capital Improvement Projects budgets are
written to support the organizational mission and support, in part, City Council goals.
Development of a budget is a managerial process with financial and technical dimensions.
Budget preparation provides departments the opportunity to reassess goals and objectives and the
means to accomplish them. The City of Las Vegas’ annual budget provides the foundation from
which LVFR endeavors to provide efficient and cost-effective services and infrastructure
improvements for the benefit of residents. The final budget provides the legal basis for
expenditures of funds in accordance with the City Council’s priorities and established policies.
Strategic Planning is the cornerstone of the budget preparation process and is used to create
focus, consistency, and purpose for City organizations. The Strategic Plan reflects the City’s
commitment to provide services that enhance the quality of life for its citizens and visitors while
ensuring fiscal integrity and smart growth.
References
Las Vegas Fire & Rescue strategic business plan FY2012
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CC 4C.1 Programs and activities based on current and anticipated revenues
are
adequate to maintain adopted levels of service.
Description
The City of Las Vegas’ budget anticipates General Fund revenue in FY2012 to decrease by one
(1) percent compared to FY2011 estimates, excluding transfers. Consolidated Tax, 46.9 percent
of the FY2012 revenue, represents the sales, cigarette, liquor, and motor vehicle privilege tax
revenues collected by the State of Nevada and distributed to counties and cities based on a five-
year backward averaging formula that considers assessed valuation and population. The city
anticipates that the future effects of this revenue distribution formula will dampen the immediate
impacts of significant changes (increases or decreases) in the City’s contribution to these tax
bases. All of the fire programs are 100% dependent on these tax revenues.
Appraisal
The Department of Finance and Business Services has enforced its budgetary policies and
guiding principles when appropriating funding for current programs. Due to diminished
revenues, Fire’s General Fund budget was reduced from $117,162,060 in FY2010 to
$104,297,028 in FY2012. In FY2011, the Fire Union offered $6.5 million in contract
concessions and another $4,050,000 in FY2012, but it is uncertain whether that will be enough to
balance the fire budget and avoid taking various emergency units out of service.
Plan
The Department will continue to work through the reduced operating budget allocation and will
attempt to maintain existing service levels without browning out units.
References
General Fund expenditure projection report by budget org as of December 31, 2010
City of Las Vegas budget policies for FY2012
IAFF Contract Concessions Agenda Item No.51 – City Council Meeting on July 7, 2010
IAFF Contract Concessions Agenda Item No.55 – City Council Meeting on October 5, 2011
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4C.2 Plans exist for the payment of long-term liabilities
and debts.
Description
Each fiscal year, the City’s Finance Department publishes a Debt Management Policy and
submits it to the Clark County Debt Management Commission and the Nevada Department of
Taxation. This policy serves as a guide for determining the City’s use of debt financing as a
funding source for capital projects and establishes guidelines for the issuance of debt. The policy
establishes the Department of Finance as coordinator of all matters involving debt financing
including issuing and structuring the debt and determining repayment sources. The Department
of Finance establishes a debt service fund to account for monies used to repay issued bonds. The
City is obligated to repay one bond issue for Fire Services. The bond issue of $10M issued
November 1, 2007 has an outstanding balance as of July 31, 2011 of $7.4M and has a final
maturity date of November 1, 2017. The City is currently in the process of issuing another $10M
in bonds with an amortization period of 10 years. The bonds are anticipated to be sold in
December of 2011. These bonds are secured by a 9.5-cent fire protection tax override or $33.25
for every $100,000 of assessed value. These bonds provide funding for financing the
acquisition, construction, and renovation of fire service facilities and equipment.
Appraisal
The Debt Management Policy has provided fiscally sound liability and debt management for the
fire and other city departments. This policy, coupled with the City’s conservative budget and
financial management practices, has resulted in a favorable bond rating (AA from Fitch and
Standards and Poor [S&P] Corporation and an Aa3 rating from Moody’s Investors Service), as
listed on page 25 of the City of Las Vegas Comprehensive Annual Financial Report FY2010, and
thus lowered interest costs for bond issues.
Plan
The Department does not anticipate any changes to the plan to repay the City’s Fire bond
obligations, as they constitute direct and general obligations.
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References
City of Las Vegas Comprehensive Annual Financial Report FY2010, page 25
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4C.3 Future asset maintenance costs are projected
with related funding plans.
Description
Before the budget process begins, the Budget Analyst estimates anticipated maintenance costs
for the upcoming fiscal year, based on historical cost trending, to ensure future maintenance
needs are met. Total costs are part of the Support Services Division’s General Fund budget and
include facilities, equipment, and vehicle maintenance.
Appraisal
The Department’s budget allocations for funding facility, apparatus, and equipment repairs have
been reasonably adequate to meet operating needs. In FY2011, the facility maintenance budget
spent 56.84% of its total allocation. Equipment maintenance spent 79.65% of its allocation due
to aging equipment and vehicle maintenance spent 93.31% of its allocated budget, again due to
an aging fleet.
Plan
The Budget Analyst will continue to monitor maintenance costs to support functions.
References
Fire budget monitor as of June 30, 2011 (line items 540100, 540200, and 69100)
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4C.4 Financial plans avoid the use of one-time funding sources
to cover ongoing costs unless
plans are provided to ensure a means of continuity for personnel resources and capital assets.
Description
LVFR receives funding from three sources: the operating budget, the capital improvement
projects budget, and grants. The operating budget provides the only funding available for
ongoing operations. Capital Improvement Projects and grants are considered one-time funding.
The Budget Office within Finance and Business Services prohibits the use of capital
improvement or grant funding for ongoing costs, unless a particular grant exclusively approves
certain operating costs. However, the funding of grant-specific operating costs tends to have
time and function-related restrictions.
Appraisal
Based on Finance and Business Services’ fiscal policies, ongoing costs have not been covered by
one-time funding sources, unless specified by the funding source (e.g., grant).
Plan
The Department will continue to comply with the Finance and Business Services’ Fiscal and
Budget Policies when developing its operating and capital budgets.
References
City of Las Vegas budget policies for FY2012
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4C.5 Contingency funds are maintained
in accordance with GAAP recommendations and
anticipate budgetary restrictions and/or shortfalls.
Description
The City’s Budget Policy requires the City’s general fund have a reserve that can be used as a
contingency fund and the ending fund balance should equal at least 12 percent of operating
revenues.
Appraisal
The city’s policy is to maintain an unreserved fund balance in the General Fund equal to 12% of
budgeted General Fund expenditures. That policy was temporarily suspended for fiscal year
2011 and replaced with a requirement that the fund balance equal 10% of budgeted General Fund
revenues. However, the 12% policy was reinstated for the fiscal year 2012 budget.
The city cut approximately $115.2 million in operating expenses since fiscal year 2008, a 20
percent reduction. Swift action was possible to help manage LVFR’s budget through concessions
with the collective bargaining groups. Those agreements were expected to save the city more
than $36 million over the next two fiscal years, represented between 3.5 percent and 10.8 percent
in reductions of pay and benefits. Through these agreements the city is better able to manage
long-term costs of wages and benefits. In large part, this is due to new hires having newly
structured pay and benefits, which will result in even more savings. The city also reorganized the
overall structure of management and administration, cutting staff in these areas by 25 percent.
Executive positions have been reduced by 28 percent, and their average compensation has
dropped over the last several years by nearly 8 percent. The key to the new structure was the
creation of four chief positions that oversee a super department of interrelated disciplines. The
idea was to get departments that have a natural nexus working together to improve synergy and
improve the way the city does business.
Plan
Finance and Business Services will maintain the City’s overall sound financial practices and
continue to comply with its budget policy of maintaining at least 12 percent of the operating
revenues for FY12.
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References
Tentative budget message (page 23) dated April 14, 2011
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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
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Criterion 5A: Fire Suppression
The agency operates an adequate, effective, and efficient fire suppression program directed
toward controlling and/or extinguishing fires for the purposes of protecting people from injury
or death, and reducing property loss.
Summary:
Las Vegas Fire & Rescue provides adequate, effective, and efficient fire suppression services to
the City of Las Vegas and surrounding communities. LVFR is a member of the Southern
Nevada Fire Operations (SNFO) Committee that develops and implements NIMS-ICS policies
and procedures within the Las Vegas Valley. The operational intent of local fire departments is
to front load required resources to minimize the time/temperature curve thus increasing life
safety and enhancing property conservation. The Department deploys apparatus from seventeen
fire stations assigned to one of three battalions. A Battalion Chief and Aide (captain) supervise
daily operations of each battalion. Fire suppression personnel work 24-hour shifts for a 56-hour
week on a rotating three-platoon system. Minimum daily staffing is 163 suppression personnel
with 514 authorized positions assigned to Emergency Services.
Front line equipment consists of 19 engines, 6 trucks, 20 paramedic rescues, 1 heavy rescue, 1
chemical, biological, radiological, nuclear, explosive (CBRNE), 1 hazardous materials unit, 1 air
resource unit, and 1 water tender. Established standardized equipment inventories meet or
exceed NFPA 1901 Standard for Automotive Fire Apparatus guidelines.
Baseline total response time for the first arriving unit to fire related incidents in populated areas
of the City of Las Vegas established in the 2011 edition of the standards of cover and represent
the five-year overall performance of fiscal years 2007 through 2011 (July 1, 2006 – June 30,
2011). Baselines are as follows:
• All fires: 10:36;
• Severe, high-rise, hospital fires: 8:57;
• High-risk fires: 8:14;
• Moderate-risk fires: 8:22; and
• Low-risk fires: 11:09.
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References
LVFR standards of cover manual, 2011 edition, Section B: Services provided, page B1; and
Section C: Community expectations and performance goals, pages C4-C9
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CC 5A.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time, pumping capacity,
apparatus and equipment deployment objectives for each type and magnitude of fire
suppression emergency incidents
.
Description
Las Vegas Fire & Rescue considers NFPA 1710 and 1901 Standard for automotive fire apparatus
as guidelines when identifying critical task objectives for the first arriving unit to fire incidents
(severe, high, moderate, and low), with regards to staffing, pumping capacity, and apparatus and
equipment. For all levels for fire response, LVFR deploys at a minimum one four-person engine
company, or company with engine capabilities. Operationally, the fire departments in the Las
Vegas Valley are capable of front-loading required resources to minimize the time/temperature
curve thus increasing life safety and enhancing property conservation. LVFR assesses total
response time using the 90th percentile (fractile) performance expectation for all service levels.
Baseline performance presented in the 2011 edition of the standards of cover represents overall
performance between fiscal year (July 1 – June 30) 2007 through 2011. Total response time
performance for the first arriving unit to fire related incidents in populated areas of the City of
Las Vegas are as follows:
• All fires: 10:36;
• Severe, high-rise, hospital fires: 8:57;
• High-risk fires: 8:14;
• Moderate-risk fires: 8:22; and
• Low-risk fires: 11:09.
Appraisal
Based on established deployment for all levels of fire risk, LVFR has achieved its effective
response force and responded a minimum of one four-person engine company to calls received.
Engines purchased by LVFR have exceeded minimum pumping requirements established by
NFPA 1710 and are equipped at or above 1901 guidelines concerning apparatus and equipment
deployment. In fiscal year 2011, LVFR achieved the following total response time performance
for the first arriving unit to fire related incidents in populated areas of the City of Las Vegas:
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• All fires: 10:27 (0:09 better than baseline);
• Severe, high-rise, hospital fires: 6:56 (2:01 better than baseline);
• High-risk fires: 7:59 (0:15 better than baseline);
• Moderate-risk fires: 8:02 (0:20 better than baseline); and
• Low-risk fires: 10:49 (0:20 better than baseline).
Plan
Las Vegas Fire & Rescue will continue to maintain performance regarding staffing, pumping
capacity, and apparatus and equipment deployment. By fiscal year 2016, the Department will
strive to meet the following benchmark performance expectations for the first arriving unit in
populated areas of the City of Las Vegas, total response time, to 90% of:
• All fire incidents: 9:45 (0:42 better than FY2011 performance);
• Severe, high-rise, hospital fire incidents: 6:20 (0:36 better than FY2011 performance);
• High-risk fire incidents: 7:40 (0:19 better than FY2011 performance);
• Moderate-risk fire incidents: 7:00 (1:02 better than FY2011 performance); and
• Low-risk fire incidents: 10:00 (0:49 better than FY2011 performance).
During fiscal year 2012, LVFR will focus on reducing call processing time, which increased with
the implementation of f-codes in 2009. The Department will accomplish this by monitoring and
discussing performance at monthly manager’s meetings, continue to improve dispatch
notification to crews, seeking feedback from communication specialists on potential
modifications of the f-code system, and by providing any identified training for communication
specialists.
References
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C4-C9; Section D: Risk assessment, pages D7-D15; Section F:
Performance objectives and performance measures, pages F1-F4
NFPA 1710 Organization and deployment of fire suppression operations, emergency medical
operations, and special operations to the public by career fire departments, 2010 edition
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
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5A.2 The agency defines and provides appropriate and adequate equipment
to accomplish the
stated level of response for fire suppression and to be compliant with local, state/provincial and
national standards.
Description
Las Vegas Fire & Rescue uses NFPA 1901 Standard for Automotive Fire Apparatus as a
guideline to ensure fire apparatus carry a minimum level of adequate equipment. LVFR’s Safety
Committee researches, tests, and evaluates equipment beyond NFPA 1901 that fit operational
needs on apparatus.
Appraisal
Established standardized equipment inventories for fire apparatus have met or exceeded NFPA
1901 Standard for Automotive Fire Apparatus guidelines. NFPA required water tanks be 300
gallons minimum capacity, LVFR established a tank capacity on engines of 500 or 750 gallons.
Based on Safety Committee recommendations, additional equipment was approved for engines.
Since 1998, all have been ordered with on-board foam systems. Since 2008, all have been
ordered with remote controlled deck guns that eliminated the need to position a firefighter on top
of the apparatus, in-cab seatbelt monitoring systems, vehicle roll alert systems, 360-roll
protection, additional Code 3 lights on the rear of the cab, additional warning lights on cab door
interiors, and back cameras for added safety. Chevron striping was added to the design of all
new units to improve unit visibility and increase crew safety on the incident scene.
Plan
Las Vegas Fire & Rescue will continue to use NFPA 1901 as a guideline to establish equipment
inventories carried on fire apparatus. The Safety Committee will continue to identify, evaluate,
and recommend the acquisition of equipment that will enhance services for the Las Vegas
community.
References
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
Equipment inventories for apparatus with fire suppression equipment
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5A.3 Supplies and materials allocation (e.g., foam, gasoline, fuel, batteries, etc.) is based on
established objectives, is appropriate to meet fire suppression operational needs
, and is compliant
with local, state/provincial and national standards.
Description
The Department maintains supplies and materials such as fuel, foam, water that are appropriate
for fire suppression operations and that comply with NFPA 1901 Standard for Automotive Fire
Apparatus guidelines, meet Insurance Services Office Apparatus & Equipment list criteria, and
local response needs.
Appraisal
Twelve 10,000 gallons tanks have been provided at different locations that store a 120-day
supply of diesel fuel for department apparatus. Diesel and unleaded fuel for non-suppression
apparatus has been stored at four satellite locations.
Each fire station has been stocked with approximately 15 gallons of Class A and AFFF foam and
each engine company stocked with 25 gallons of Class A and 25 gallons of AFFF foam. As of
late 2011, six engines have been stocked with 30 gallons of alcohol resistance aqueous film
forming foam (AR-AFFF) and the water tender with 250 gallons. Station 103 (190 Upland Blvd)
has been converted to serve as the department’s warehouse.
The Department has ensured access to an adequate supply of drinkable water by maintaining two
pallets (72 cases each) of drinking water at its warehouse and has stocked the three battalion
chief vehicles and air resource unit with supply for daily/immediate use.
Plan
Las Vegas Fire & Rescue will retain its present inventories of supplies and materials to achieve
operational needs and meet ISO standards. By July 2012, LVFR will convert its entire inventory
from AFFF to AR-AFFF foam.
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References
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
ISO apparatus & equipment list
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CC 5A.4 Current standard operating procedures or general guidelines are in place
to
direct fire suppression activities.
Description
Las Vegas Fire & Rescue standard operating procedures (SOPs) in the 200 series direct the
department’s fire suppression activities. In addition, LVFR functions within the operational
intent of fire departments within the Las Vegas Valley to front load available resources to
minimize the time/temperature curve to increase life safety and enhance property conservation
when possible. The guidelines that direct this intent are in the Strategies and Tactical manual
that includes best practices for fire ground operations for services.
Appraisal
New fire ground SOP’s were implemented in August 2010 and included sections from the
Strategies and Tactics manual. Also, Southern Nevada Fire Operations (SNFO) SOP’s continue
to be developed and updated by fire chiefs from Las Vegas, Clark County, North Las Vegas,
Boulder City, Henderson fire departments. These documents provided unified, consistent, and
safe operational practices and training methodologies agreed to by all regional fire departments.
Department employees have been provided access to standard operating procedures and manuals
via a Microsoft SharePoint site. LVFR implemented training and use of the Strategies and
Tactics manual as well as the updated SNFO SOP’s.
Plan
The Department will continue to create, review, and update standard operating procedures or
general guidelines related directly to its fire suppression activities. LVFR will continue to
participate in Valley-wide operational efforts for planning and training for all SNFO SOP’s
based on agreement of the SNFO Committee. Future editions of the Strategies and Tactics
manual will be updated when the department determines need.
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References
Standard operating procedures 200 series fire suppression (available electronically on site)
Las Vegas Fire & Rescue strategies and tactics manual
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CC 5A.5 The agency uses a standardized incident command/management system
.
Description
Las Vegas Fire & Rescue uses the National Incident Management System (NIMS) Incident
Command System (ICS). All fire/emergency response and police agencies in Southern Nevada
use the NIMS-ICS during risk and non risk-type incidents and emergencies. LVFR is a member
of the Southern Nevada Fire Operations (SNFO) Committee that develops and implements
NIMS-ICS policies and procedures for the participating fire departments within the Las Vegas
Valley within the guidelines put forth by the Department of Homeland Security Presidential
Directive-5. This includes a strategies and tactics manual that details eight functions of
command: establishing; evaluating; communicating; deployment; strategy and incident action
planning; organization; reviewing, evaluating, revising; and continuing, transferring, terminating.
Las Vegas Fire & Rescue, as well as other fire departments use the SNFO incident command
worksheet at incident scenes that supports the use of ICS.
Appraisal
LVFR SOP 201.10 and 202.10 were supported the incident command system and were replaced
in 2010 by the implementation of the Strategies and Tactics manual used by area fire
departments. Inclusion of area fire departments in the developed and implemented ICS system
has ensured common terminology, common expectations, and common forms are used at the
incident scene. Also, the Strategies and Tactics manual has met the guidelines established by the
Department of Homeland Security Presidential Directive-5. Training provided to LVFR
suppression personnel since 2009 has been based on the Strategies and Tactics manual and
NIMS-ICS. Las Vegas Fire & Rescue has used the Southern Nevada Fire Operations Incident
Command Worksheet that has supported the use of ICS at incident scenes.
Plan
LVFR will continue to use the NIMS-ICS system to manage emergency and applicable non-
emergency situations. Changes to SOPs and the Strategies and Tactics manual will be active and
ongoing based on department needs or the direction of the SNFO committee, respectively.
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References
Achieved LVFR SOP 201.10 and 202.10
Las Vegas Fire & Rescue strategies and tactics manual
Southern Nevada Fire Operations incident command worksheet
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5A.6 The agency’s information system allows for documentation and analysis
of its fire
suppression response program and incident reporting capability.
Description
Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,
an electronic patient care report (ePCR), and a reports management system (RMS). The CAD
gathers all incident information beginning with the receipt of an emergency call. When
complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where fire
personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern
Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410
Records, Reports: Pre-hospital care records, respectively. Internal fire suppression program
analysis is done using Crystal Reports software to extract data from CAD and RMS. The
Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United
States Fire Administration (USFA) and medical information to the Southern Nevada Health
District at least annually for analysis by outside agencies.
Appraisal
The CAD, ePCR, and RMS systems have provided appropriate means for documenting and
analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting
additional responsibilities on other staff, but established reports continue to be used to conduct
fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors
(Zoll and Sansio) have helped the Department modify existing or create new reports needed for
analysis.
Plan
The Department will continue to use the available information systems and if necessary either
seek application enhancements from vendors or new systems that provide the level of incident
documentation and program analysis required.
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References
Example CAD, FireRMS, and ePCR report documentation
SOP 101.00 Fire reporting documentation
Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care
records, page 48
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CC 5A.7 An appraisal is conducted
, at least annually, to determine the effectiveness of
the fire suppression program.
Description
Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its
fire operations program via the City’s performance plus strategic planning initiative and the
Commission on Fire Accreditation International (CFAI) standard of cover process. With regards
to the strategic business plan, the Fire Operations program is part of the Emergency Services
Line of Business. The program identifies key result measures similar to those found in LVFR’s
Standards of Cover (SOC) manual, states annual performance goals (results), and then evaluates
performance based on a stop-light (green, yellow, red) grading system. The department’s SOC
manual is much more in-depth as a tool for appraising the effectiveness of the fire operations
program in that LVFR includes performance expectations for all service levels (low, moderate,
high, and severe fire risk incidents) and effectiveness is determined by comparing performance
against baseline standards. Both appraisal systems use a 90th percentile (fractile) performance
expectation.
Appraisal
Since Performance Plus was implemented in 2007, LVFR has reported program data to City
Management through quarterly performance plus executive team (PPET) presentations. The
stop-light appraisal system provided simple, easily understood methods that measured
achievement of or progress toward annual goals. SharePoint has provided the department a
sustainable method where personnel have been provided access to Department documents
including its strategic business plan, quarterly performance reports, standards of cover manual,
and self-assessment manual.
Plan
The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the
Fire Operations program, as related to system performance. When necessary, it will modify
strategic measures and/or targets to encourage innovation and creativity in meeting Department
goals and/or the service needs of the community. The department will continue to develop its
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standards of cover using CFAI direction and assess effectiveness within published guidelines for
total response time.
References
Strategic Business Plan – Fire Operations Program, FY2012, page 9
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C4-C9
Performance Plus presentations: Fire operations, FY2010 and FY2011
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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
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Criterion 5B: Fire Prevention/Life Safety Program
The agency operates an adequate, effective, and efficient program directed toward fire
prevention, life safety, hazard risk reduction, the detection, reporting, and control of fires and
other emergencies, the provision of occupant safety and exiting, and the provisions for first aid
firefighting equipment1
. NOTE: Fire Investigations are covered in Criterion 5D.
Summary:
In an effort to support its mission, Las Vegas Fire & Rescue operates an effective and efficient
Fire Prevention Division, directed by a Deputy Chief/Fire Marshal. There are 21 authorized Fire
Prevention positions (thirteen inspectors, two hazard unit inspectors, two deputy fire marshals,
two assistant fire protection engineers, one Public Education/Information Officer and one Office
Specialist II) in the Fire Prevention Division (excluding Deputy Chief/Fire Marshal). All staff in
the engineering section are certified as Fire Plan Reviewers. Additionally, this section is staffed
with a licensed Fire Protection Engineer, a Certified Fire Protection Specialist, a Certified Fire
and Building Inspector, and a Certified Building Plan Reviewer. All staff in the inspection
section are Certified Fire Prevention Inspectors.
The Division supports the Department’s mission by inspecting buildings, enforcing adopted City
Fire Codes, reviewing building plans and fire protection equipment for compliance with local,
state, and national standards and codes, and providing fire safety and injury prevention education
programs.
The Division has been successful in providing the City of Las Vegas fire prevention and
education services. Under the direction of Management, the Division will, on a routine basis,
review, evaluate and take necessary corrective action to continue to provide the customer service
levels required to meet the mission of Las Vegas Fire & Rescue.
1 For more information about “first aid firefighting equipment,” reference NFPA 10 and the current
International Fire Code
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References
Fire Prevention organizational chart, 2011
Prevention services line of business Performance Plus presentations: FY2010 and FY2011
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CC 5B.1 The authority having jurisdiction has an adopted fire prevention code
.
Description
The City of Las Vegas adopts a model fire code through ratification by the City Council of a City
Ordinance. Through the ordinance, Las Vegas Fire & Rescue enforces provisions of the State of
Nevada Revised Statutes (NRS) and Administrative Codes (NAC) related to fire and life safety.
The adopted fire code is on file in the Fire Prevention Division resource library for review.
Appraisal
The Model Fire Code has been updated every three years, reviewed by Las Vegas Fire & Rescue
Fire Prevention Division management, amended, and adopted by City Ordinance. On January 5,
2010, the City of Las Vegas replaced Ordinance 5667, the 2003 edition of NFPA 1 Uniform Fire
Code, and adopted Ordinance 6124, the 2009 edition of the International Fire Code.
Plan
The current process of review, amending and adopting a Model Fire Code provides an effective
and efficient means of providing fire and life safety laws that ensure the safety of residents,
visitors, and fire suppression crews in the Las Vegas Fire & Rescue jurisdiction. As Model Fire
Codes are periodically updated, the Department will continue to review, amend, and adopt
ordinances as needed.
References
City of Las Vegas fire code adoption ordinance 6124
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-5
CC 5B.2 The code enforcement program is designed to ensure compliance with
applicable fire protection law
and agency objectives.
Description
The Fire Prevention Division uses a “step up” enforcement program to ensure compliance with
applicable Fire Codes. Fire inspectors document violations discovered during initial inspection
on the Fire Safety Inspection Report and indicate a re-inspection date on the form. Upon re-
inspection, the Inspector issues a Fire Hazard Warning Notice for violations not corrected, notes
outstanding violations, and sets another re-inspection date. If on the third inspection, noted
violations are still not corrected, the Inspector levies a re-inspection fee and issues an Order to
Comply with a final re-inspection date. If violations exist on final re-inspection, the Inspector
may issue a misdemeanor citation, defined in Section 9 on page 3 of City Fire Code Ordinance
6124. Inspectors can use their discretion to skip steps within the process based on the nature of
the violation(s). If the violation presents an immediate life and/or property hazard, the Inspector
issues a Stop Order requiring activity stop immediately or the violation be corrected
immediately.
Business owner/operators can request additional time to make corrections by submitting a Letter
of Intent outlining the reason for additional time and a date of correction. A Deputy Fire Marshal
reviews the letter and approves or denies it based on the nature of violations and information
provided.
Appraisal
The “step up” process has afforded inspection staff and the customer a defined process that
efficiently and effectively ensures fire code compliance. The process has proven successful in
that no misdemeanor citations were issued for outstanding fire code violations for the past three
years. The different levels of documentation provided appropriate due process when citations
have been written and the violator appeared in court. Most fire code violations identified are
corrected within the required time. Less than 5 percent of fire code violations identified require
a third notice or order to comply.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-6
Plan
The Department will continue this process and review its effectiveness in reducing fire code
violations, as needed.
References
Fire safety inspection report
Fire hazard warning notice form
Order to comply form
Stop order form
Letter of intent form
City of Las Vegas fire code adoption ordinance 6124: section 9, page 3
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-7
CC 5B.3 The program has adequate staff with specific expertise to meet the fire
prevention/life safety program goals
and objectives.
Description
Fire Prevention Division consists of 13 fire prevention inspectors, 2 hazard unit fire prevention
inspectors, 2 deputy fire marshals, and 2 assistant fire protection engineers. All fire inspectors
are NFPA Fire Inspector I certified. The Division performs fire and life safety and building plan
reviews and related inspections, business license application inspections, citizen complaints,
annual inspections for high-risk occupancies that require an operational permit per the adopted
Fire Code, annual sustainability routine inspections, and all related re-inspections to ensure
compliance.
All plan review and inspection activities, with the exception of routine occupancy inspections,
have time mandates per City customer service goals and objectives. The Division performs all
other activities are as needed.
Appraisal
As of September 2011, 20,758 occupancies in the City required inspection. To manage demand,
inspection staff were assigned to geographical areas in which inspectable occupancies vary from
a low of 1,076 (Area 8-Northwest; high residential) to 1,983 (Area 11-Central;
business/mercantile). The average number of properties/locations per inspection area was 1,597.
Of those occupancies that required inspection per fire code, 11,271 (54.30%) were inspected in
fiscal year 2011. The inspection section performed 98.41% of high-risk occupancy fire
inspections, an increase from 86.40% in FY2009.
Due to the slowdown in construction activity, Fire Prevention engineering staff was reduced. In
FY2010, this section completed fire and life safety plan reviews within five business days
92.48% of the time, an increase from 78.35% in FY2009. Staffing has been adequate to meet
current demand and lower demand has allowed staff to focus on other job responsibilities, which
have included interaction and participation with field inspection staff and has established
cooperation with investigation staff.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-8
Plan
Increased workload and/or staff reductions may result in changes to customer service goals, such
as, but not limited to extending action times on time-mandated inspections, using overtime, or
inspecting medium or light hazard occupancies and locations only when a service request such as
a business license application or citizen complaint is received.
For FY2011, Fire Prevention engineering goals will be modified to reflect different customer
service focus. Fire and life safety review time will increase to ten business days and the goal for
initial building plan reviews will be decreased to five business days. Changes to workload
and/or reductions of Fire Protection Engineering staff may result in additional modifications.
References
Fire Prevention organizational chart, 2011
Occupancy count per inspection area breakdown printout
Prevention Services line of business Performance Plus presentations: FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-9
5B.4 A plan review process is in place
to ensure that buildings and infrastructure (e.g.,
hydrants, access, street width, etc.) are constructed in accordance with adopted codes and
ordinances.
Description
The City of Las Vegas has an extensive plan review process in place that ensures the design and
construction of buildings, infrastructure, and fire protection systems occur in accordance with the
Model Fire Code adopted through City Ordinance 6124. Example sections of the code can be
seen in the Southern Nevada fire code amendments section 507.1 required water supply (page
40) and 901.0.3 plans (page 47). The review process begins with initial development at the
Department of Planning & Development. City departments with an interest in reviewing the
plans are aware of upcoming projects and able to address areas of concern. Fire Protection
Engineering receives plans for civil review, structures, remodels, and/or tenant improvements
and reviews them for fire protection water supply, automatic fire sprinkler systems, special fire
suppression systems, automatic fire detection and notification systems, and smoke management
systems.
Appraisal
The Las Vegas Fire & Rescue’s plan review process has proved efficient and productive. In
fiscal year 2009, Fire Prevention Engineering reviewed 4,300 plans. In fiscal year 2010,
engineering personnel reviewed 3,772 plans. In fiscal year 2011, engineering personnel reviewed
3,926 plans.
Plan
LVFR will continue to provide fire and life safety plan reviews for development within the City,
unless otherwise directed by City leadership.
References
City of Las Vegas fire code adoption ordinance 6124 (listed examples on .pdf pages 44 and 51)
Plan review process flow chart
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-10
5B.5 The agency defines and provides appropriate and adequate equipment, supplies and
materials to meet the
fire prevention/life safety program needs.
Description
Fire Prevention Division staff receive an initial standard equipment issuance of required code
books, reference books, office supplies, safety equipment, communication equipment, and a
vehicle. Personnel request replacement of worn, damaged, and/or lost equipment.
Appraisal
Through budget allocations, the Fire Prevention Division has been provided adequate equipment
and supplies to perform the fire prevention function. In 2007, the Division issued field input
devices (Xplore tablets) to all inspectors. This decreased the need for inspectors to input
inspection results in the office and offer real-time status updates to the Fire Prevention and City
of Las Vegas records management system for occupancy tracking. In addition, all documents
related to inspections are scanned and stored electronically (eB document storage system) to be
viewed at any workstation or mobile computer and reducing overall costs of maintaining paper
records. The Division has maintained and serviced equipment required for fire flows and public
education activities. The Department has provided office supplies and maintained an up-to-date
fire code reference library.
Plan
Las Vegas Fire & Rescue will continue to budget for the necessary equipment and supplies to
perform the fire prevention function.
References
Fire Prevention initial supply issuance form
Xplore tablet reference sheet
eB document storage screenshot
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-11
5B.6 Current standard operating procedures or general guidelines are in place to direct the fire
prevention
/life safety program.
Description
Las Vegas Fire & Rescue Standard Operating Procedure Series 700 addresses Fire Prevention
operations and procedures. The SOPs deal with vacation-sick leave; scheduling; new hires; Fire
Prevention Inspectors assigned to fire stations; Fire Prevention response to incidents; fire
prevention post incident analysis; fire drills at City of Las Vegas properties; property security -
Knox box system; fire prevention hazardous materials enforcement; residential smoke detector
program; notices of violations and corrections notices for City of Las Vegas properties;
misdemeanor citation procedure; inspection management program; management reports; and the
Fire Safety House.
Appraisal
Since 2008, Fire Prevention adopted five SOPs that reflected improved technology and or
inspection processes implemented by the Division. For example, added SOPs included
procedures for Inspectors deployed to fire stations (730.00), inspectors responding to fires and
other incidents to serve as a resource for Incident Command (740.00), and managing reports
related to inspection, staff productivity, and other activities (770.20).
Plan
Fire Prevention management will continue to review, delete, and/or update SOPs related to the
Fire Prevention/Life Safety Program on a regular basis. Additional SOPs will be written when a
process or function within the division requires it.
References
LVFR SOPs 730.00 FP inspect assigned to fire stations, 740.00 Fire prev response to fire
incidents, and 770.20 Management reports
Standard operating procedures 700 Series – Fire Prevention (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-12
5B.7 The agency’s information system allows for documentation and analysis
of the fire
prevention program.
Description
Las Vegas Fire & Rescue’s Fire Prevention Division uses a Windows-based computerized
Enterprise activity and transaction informational system (Hansen) to document and analyze Fire
Prevention activities. The Hansen system tracks all inspection related activities using an
inspection-based code system, which allows for documentation and analysis. Other City
departments use this system to track specific parcel and/or building address activities.
Appraisal
The Hansen system, implemented in 2003, has provided more functionality than the previous
Legacy system. Staff, along with City IT resources, have maintained the system and its
functionality, which has allowed in-house modifications. Inspection personnel were issued
hand-held field input devices that allowed for real-time inspection update and inquires. Data
collected by Hansen has been reported in several different formats using Crystal Reports. Full
implementation by other identified City Departments has not occurred, which is a substantial
drawback to the Hansen system.
Plan
The Fire Prevention Division will continue to use, modify, upgrade, and evaluate the Hansen
system, especially as the remaining City Departments come online. Fire Prevention will evaluate
its field input devices for ease of use and will make changes, if necessary, through the capital
replacement process.
References
Hansen screen shots of Fire Prevention activities
Sample Hansen data retrieved using Crystal Report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-13
CC 5B.8 An appraisal is conducted
, at least annually, to determine the effectiveness of
the fire prevention program and its efforts in risk reduction.
Description
Las Vegas Fire & Rescue conducts appraisals monthly, quarterly, and annually depending on the
area monitored. The Fire Code Enforcement (inspection) and Fire Protection Engineering
Programs are part of the Prevention Services line of business, as outlined in the Department’s
strategic business plan (Performance Plus). The program identifies key result measures and
states annual performance goals (targets). A standard scale measures performance: target met
(green); 0-15% off target (yellow); more than 15% off target (red). For any measure not
achieving stated targets (yellow or red), the program manager submits to City Management
action plans with explanations and/or specific actions needed for improvement.
Appraisal
LVFR has reported performance data to City Management quarterly and annually since
Performance Plus was implemented in 2007. Since January 2011, front-line managers have been
required to report data at a monthly manager’s meeting. Fire Code Enforcement categorized
occupancies into four hazard group levels (I-IV), prioritized inspections based on the
designation, and set performance goals for each level. For FY2011, the program exceeded its
goal (90%). 91.38% of hazard group I occupancies received an inspection within twelve months.
Though the goal was achieved, performance decreased from FY2010 (98.41%), as expected due
to decreased staffing.
Though not required by fire code, the fire engineering program monitored and reported the
percentage of single-family homes in the City permitted for construction with built-in residential
fire sprinklers in order to keep focus on the issue.
Plan
The Fire Prevention Division will continue monthly, quarterly, and annual appraisal of the Fire
Code Enforcement and Fire Protection Engineering programs, as related to system performance.
When necessary, it will modify strategic measures and/or targets to meet Department goals.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5B-14
References
Strategic Business Plan – Prevention Services line of business: FY2011 and FY2012
Hazards group I-IV designations
Prevention Services line of business Performance Plus presentations: FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-2
Criterion 5C: Public Education Program
A public education program is in place and directed toward identifying and reducing specific
risks in a manner consistent with the agency’s mission.
Summary:
The Public Education and Information Office serves the Department’s mission and supports its
goals. Las Vegas Fire & Rescue assesses the fire and life safety education needs of its
community and provides public education programs to meets those needs.
The Public Information Education Officer (PEIO) assesses the community need by responding to
incidents to gauge fire and life safety issues in the community; attending neighborhood and
homeowner association meetings and asking what problems need addressing; talking to civic and
community groups regularly and asking for input; and analyzing statistical data such as incident
reports. For example, by reviewing where certain types of incidents occurred, it was discovered
that the majority of the residents in that part of the city do not speak or read English. As a result,
an emphasis was placed on working with the Hispanic media and developing Spanish materials
to be distributed where needed. Presentations are customized to meet audience needs and
evaluated for overall effectiveness.
References
Activity reports: Daily, weekly, monthly
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-3
5C.1 The diversity and delivery of the public education program includes individual, business,
and
community audiences.
Description
Las Vegas Fire & Rescue’s Fire & Life Safety, public education, and community risk reduction
programs encourage participation by individuals, families, businesses, and community groups.
The Department strives to reach high risk and other target audiences and customizes
presentations through a number of Fire & Life Safety Programs including those for special needs
groups such as people with disabilities.
Appraisal
LVFR’s Fire & Life Safety Education Program has provided education to and encouraged
community involvement at every level from individuals to large corporations and every age
group from preschoolers to senior citizens. These programs have been delivered in a number of
ways as outlined in the Fire & Life Safety Programs exhibit. From 2007 to 2009, the public
education and information officer provided 454 formal fire and life safety classes to 17,104
people. Firefighters provided additional demonstrations during station tours, school visits, and
other events that reached over 25,000 people.
Plan
The Department will continue to provide to individuals, business, and the community public
education programs that are diverse and serve the needs of the City of Las Vegas, as determined
by surveys, identifying trends through statistical data, and Public Education & Information
Officer observations while on emergency incidents.
References
LVFR Fire & Life Safety programs overview
Activity Overview 2007 – 2009
PEIO 2009
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-4
5C.2 The program has staffing with specific expertise to accomplish the program
goals and
objectives.
Description
The Public Education and Information Office has two-full time personnel. One is the Public
Education / Information Officer (PEIO) who reports directly to the Fire Chief and the other is an
administrative support person. The PEIO holds the following State and/or National
certifications: Fire & Life Safety Educator III; Nevada State Fire Marshal Master Instructor; and
Juvenile Fire Setter Intervention Specialist II.
Appraisal
The PEIO’s expertise and certifications have allowed the Fire & Life Safety Public Education
Program to accomplish program goals and objectives, which is to provide education that will
meet certain requirements in the community such as OSHA required Fire Extinguisher Classes
for employees of businesses, as well as provide courses for groups where a risk or need has been
identified. One Fire Safety CD developed for children was, produced both in English and
Spanish and over 100,000 copies have been distributed.
Plan
The Department will continue to draw upon the expertise of current staff to deliver its
educational programs. It will also continue to research new methods to deliver programs in the
future using new technologies including interactive computer programs, DVDs, or streaming
programs over the Internet.
References
Las Vegas Fire & Rescue organizational chart, 2011
PEIO Certifications
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-5
5C.3 The agency defines and provides appropriate adequate equipment, supplies and materials
to meet the
public education program needs.
Description
The Public Education Officer defines and acquires equipment, supplies, and materials
appropriate for the educational programs LVFR provides its community. In order to meet the
needs, the Fire & Life Safety Education Program seeks additional outside funding in the form of
grants or donations from corporate sponsors or citizens
Appraisal
The approximately $10,000 received yearly from telecommunications companies that pay rental
fees for a tower located on fire department property has funded public education. The limited
Fire & Life Safety Public Education Program budget created the need for partnerships with local
and national organizations and businesses as funding sources. The PEIO attained grant funding
to purchase fire safety education materials and equipment. Between February 2008 and March
2010, approximately $100,000 was awarded from the Fireman’s Fund Insurance Heritage
Program and the Liberty Mutual Insurance Firemark Award program. With grant monies
received, the Department purchased modern training equipment including a new BullEx Safety
“BullsEye” Fire Extinguisher simulator, a ModelTech Sparky Fire Safety Hazard House exhibit
on display at the Children’s Discovery Museum, Scotty Fire Safety and 5,000 ionization/
photoelectric smoke alarms available for public distribution.
Plan
The Department will continue to seek additional financial support such as grants and community
donations to augment public education efforts.
References
Public Education program training aids (available on site for demonstration)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-6
CC 5C.4 The public education program targets specific risks and risk audiences
as
identified through incident, demographic, and program data analysis.
Description
The Public Education/Information Officer (PEIO) responds to many working incidents to
evaluate the fire and life safety issues present in the community and identifies high-risk groups
by analyzing fire reports and other local demographic data for indicators such as fire related
injuries and fatalities, drowning, and children left in locked vehicles. The PEIO compares local
data with NFPA, Southern Nevada Health District, Nevada State Fire Marshal, and Safe Kids
Coalition statistics to verify Las Vegas Fire & Rescue provides appropriate educational
programs.
Appraisal
Based on analysis, target risks and risk audiences identified in the City of Las Vegas included:
water related incidents including pools; children left in parked vehicles; children (under 8);
senior citizens; Neighborhood Associations (old/low income); special needs/handicap people;
and businesses, schools, public safety agencies, medical facilities, hotels, and casinos.
The Heat Kills program launched in 2004 has been successful in that the instances of children
left unattended in parked vehicles have diminished greatly. In 2009, no deaths were reported.
Another program developed to benefit identified risk was Hotel Employee Life-safety Program
(H.E.L.P.) for casino workers. This program was provided originally at the Department’s
Training Center allowing limited attendance. Starting in 2007, the PEIO delivered the program
at the casinos at varying times, which allowed many more employees to attend.
Plan
The Department will continue to provide educational opportunities to identified high-risk groups
and hazards. Programs that reduce the risk of death, injuries, and dollar loss will continue to be
developed and delivered. Program results will continue to be evaluated, at least yearly based on
the results of the Department’s PEIO annual report, to maintain and maximize effectiveness.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-7
References
LVFR fire & life safety program overview
Activity reports: Daily, weekly, monthly
Activity overview 2007 – 2009
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-8
CC 5C.5 Current standard operating procedures or general guidelines are in place
to
direct the public education program.
Description
The Fire & Life Safety Public Education Program operates currently under adopted SOPs within
the fire and rescue organization.
Appraisal
Standard fire and life safety education programs have been used as guidelines for education
provided to the Las Vegas community. The PEIO’s certifications and expertise have allowed
LVFR to modify or develop programs suited for general audiences and identified risk groups.
Plan
The PEIO, in conjunction with the Department’s Fire Chief, will continue to develop and adopt
standard operating procedures for the Fire & Life Safety Education Program, Juvenile Firesetter
Intervention Program and Public Information program as needed. SOPs will be reviewed each
December by the PEIO and the Executive Staff and changes made if necessary.
References
SOP Public education program
SOP XXX Juvenile fire-setter intervention program (draft)
SOP 790.00 Fire safety house (being updated in December)
SOP 760.00 Residential smoke detector program (being updated in December)
SOP 202.45 Public information (being updated in December)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-9
5C.6 The agency’s information system allows for documentation and analysis
of its public
education program.
Description
The Public Education and Information Office staff maintains information regarding offered
educational program using various Microsoft Office products such as Excel and SharePoint.
This information helps measure the effectiveness of programs and shows areas on which to focus
more attention. Due to staffing, time spent on statistical analysis is limited.
Appraisal
Current data retrieval methods are time consuming. Data entry requirements have been a burden,
as staff is limited. In 2008, a community relations SharePoint site was created where
suppression personnel enter details regarding public education events conducted at stations. This
eliminated some data entry demands on support staff. It also eliminated the need for personnel
to send reports back to Fire Administration via interoffice mail.
Plan
The Department will continue to take advantage of available technologies to increase its ability
to document and analyze the public education programs. New cooperative programs were begun
in August 2010 with the Southern Nevada Health District on drowning and with the University
Medical Center Burn Unit for all burns victims treated at UMC will help to track incidents,
gather data and analyze trends using new technologies to help develop future education programs
which will address adverse trends indentified.
References
Community relations SharePoint site (available online on site)
Community relations survey
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-10
CC 5C.7 An appraisal is conducted
, at least annually, to determine the effectiveness of
the public education program and its effect on reducing identified risks.
Description
The PEIO and Executive Staff evaluate the effectiveness of the Fire & Life Safety Education
program at least annually and makes modifications where needed to ensure it meets the needs of
the community. Regularly assessing each program for effectiveness through reports that the
PEIO drafts daily, weekly and monthly ensures limited staff and materials are focused on the
areas where they will have greatest community impact. Appraisals of each program provide
valuable information as to how well we are doing our job and how to do better.
Appraisal
Individual programs have been evaluated as needed and updated regularly to improve quality.
Effectiveness of the Fire Safety House has been measured using participants pre- and post-tests
and written evaluations from teachers and parents. The number of visitors and speaker
evaluations provided to teachers and parents who bring children to events have been used to
evaluate National Fire Prevention Month (October) success. In collaboration with Southern
Nevada Fire Prevention Association, Clark County Safe Kids, and other organizations, lessons
learned by visitors have been measured since 1988. The Youth Fire Setters Intervention
Program was implemented in May 1996 and evaluated by LVFR and other valley departments
based on recidivism and other statistics from Clark County Juvenile Courts.
Plan
Data and analysis will continue to occur in January in order to prepare an annual report in March
that shows fire and life safety activity and trends to help plan for future and current education
programs.
References
Annual appraisal
LVFR fire & life safety programs overview
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-11
5C.8 There are programs in place that enable improved fire protection and injury prevention
for low income families
(e.g. as free smoke alarm installation, free bicycle helmet program, etc.)
Description
Las Vegas Fire & Rescue has several programs in place that offer fire safety information,
protection, and injury prevention for low-income families. The Public Education and
Information Officer meets monthly with neighborhood associations to get citizen input on fire
and life safety issues and needs. LVFR also works with various organizations and agencies (i.e.,
Clark County School District and Head Start) to determine Valley-wide program needs and those
for which LVFR can fulfill the need. Making smoke alarms available is the Department’s first
priority; with the provision of information and education second, especially in non-English
speaking areas where people are not aware of what fire problems exist. The Department
provides bicycle equipment safety as part of its “Adopt a Bike Program.” When funding is
available other special needs programs such as security bar education and modification are
provided. All agencies help each, with the lead being the agency specializing in that area.
Appraisal
Statistical data and meetings between agencies have been used to determine what fire protection
and injury prevention programs needed the most attention in the Valley. Since 2009, the PEIO
has collaborated with the City Neighborhood Services Department and provided monthly fire
and life safety information and demonstrations at neighborhood association meetings. LVFR has
provided smoke alarms free of charge to the public, as requested. Recently, an issue was
identified by an area burn unit that children in low-income areas are involved in burn accidents.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5C-12
Plan
The PEIO is meeting with staff at the Lion’s Burn Care Unit at University Medical Center twice
a month to track burn types and causes. The two are working to develop a new burn prevention
education program. Las Vegas Fire & Rescue will continue to focus fire protection and injury
prevention education on smoke alarms, senior citizens safety, juvenile fire setter intervention,
burn prevention, fire and life safety, and the Heat Kills program. The Southern Nevada Health
District will facilitate water safety – drowning prevention and the Police/Highway Patrol will
handle motor vehicle and bicycle safety.
References
Adopt-a-Bike program press release
Security window bar program press release
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-2
Criterion 5D: Fire Investigation Program
The agency operates an adequate, effective, and efficient program directed toward origin and
cause investigation and determination for fires, explosions, and other emergency situations that
endanger life or property.
Summary:
The Bureau of Fire Investigations – Bomb Squad of Las Vegas Fire & Rescue is a full time unit
that operates under the Homeland Security Section, which is under direction of the deputy fire
chief of logistics and support services. The Bureau’s mission is to: (1) Determine the origin and
cause of fires and explosions in the jurisdiction of the City of Las Vegas; (2) Enforce state arson
statutes with full law enforcement powers granted by the state of Nevada; (3) Respond and
mitigate explosive device incidents as the render safe bomb squad for all of southern Nevada.
The Bureau has thirteen personnel and has added more equipment over the last several years that
benefit the effectiveness of the unit. Part of the strategic plan from as early as 2002, included
creating a hierarchy of positions within the Unit in order to facilitate additional hiring in the
future, and creating more specific full times duties within the Unit. This hierarchy or chain of
command was established January 2005 by adding four (4) Senior Fire Investigator positions.
The Bureau of Fire Investigations – Bomb Squad will continue to specialize in its mission, train
new employees assigned to the Unit, and prepare for future growth.
References
LVFR organizational chart, 2011, page 2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-3
CC 5D.1 The agency’s fire investigation program is authorized
by adopted statute,
code, or ordinance.
Description
The following adopted codes and statues authorize Las Vegas Fire & Rescue’s Bureau of Fire
Investigations – Bomb Squad: Las Vegas Municipal Code 2.20.020 (e) and 2.20.040; and
Nevada Revised Statutes (NRS) for Arson Investigators 266.310(3), 289.250(4b), and 475.125 (1
and 2).
Per Municipal Code, the Fire Chief may appoint qualified Department members to investigate
suspected crimes of arson and other violations of law relating to fire and environmental safety.
Investigators so designated are peace officers.
Appraisal
The Bureau of Fire Investigations – Bomb Squad and its authority has been well established by
the City of Las Vegas Municipal Charter and the Nevada Revised Statutes In 2010, the Nevada
Legislature codified into NRS a new statute that established authority for LVFR Bomb Squad to
exist as authority for render-safe operations in Southern Nevada (NRS 476.210), which improved
overall authority for LVFR Bureau of Fire Investigations – Bomb Squad.
Plan
The Department will continue to monitor Municipal Code and Nevada Revised Statutes for
changes in law or description and implement, as necessary.
References
Las Vegas Municipal Code 2.20.020 (e); 2.20.040
Nevada Revised Statutes NRS 266.310(3); 289.250(4b); 475.125(1 and 2)
Nevada Revised Statute NRS 476.210
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-4
CC 5D.2 The scientific method (or an equivalent) is utilized
to investigate and
determine the origin and cause of all significant fires and explosions.
Description
The basic methodology of the fire investigation relies on the use of a systematic approach and
attention to all relevant details. The use of a systematic approach often uncovers new factual
data for analysis, which may require previous conclusions be reevaluated. The Bureau of Fire
Investigations – Bomb Squad uses NFPA 921 Guide for Fire and Explosion Investigations, 2011
edition, Section 4.2 Systematic Approach and Section 4.3 Relating Fire Investigation to the
Scientific Method as a guideline for recommending the method which it should investigate and
determine the origin and cause of fires and explosions. The scientific method includes the
following processes: recognizing the need; defining the problem; collecting data; analyzing the
data; developing a hypothesis; testing the hypothesis and selecting a final hypothesis.
Appraisal
The Bureau of Fire Investigations – Bomb Squad has recommended the scientific method, used
in the physical sciences, as the systematic approach used on significant fire and explosion scenes.
The method has provided the organizational and analytical process desired and deemed useful in
a successful fire investigation.
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to use a scientific method to
determine the origin and cause of fires and explosions. It will continue to reference NFPA 921
fire and explosion investigations guidelines.
References
NFPA 921, Guide for fire and explosion investigations, 2011 ed.: Section 4.2 Systematic
approach; Section 4.3 Relating fire investigation to the scientific method
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-5
CC 5D.3 The program has adequate staff with specific expertise
, training, and
credentials to accomplish the program goals and objectives.
Description
The Bureau of Fire Investigations – Bomb Squad is staffed by four three person teams, in
addition to a Battalion Chief supervisor who works a forty-hour week. Each team has two full-
time fire investigator/bomb technicians and a Senior Fire Investigator/bomb technician. The
senior fire investigator/bomb technician is responsible for overseeing the work product of each
team and functions as both a Lead member for the team and a point of contact to the Supervisor
of Fire Investigations – Bomb Squad and other Department command staff. All bureau members
are category I certified peace officers through Nevada Peace Officers Standards and Training
(POST). The Bureau of Fire Investigations – Bomb Squad is accredited by the Federal Bureau of
Investigation, Hazardous Devices School (HDS) and is trained by same. All public safety agency
bomb squad personnel in the United States are trained and accredited by HDS.
Appraisal
Las Vegas Fire & Rescue has provided the Fire Investigations Division adequate staffing trained
and certified to NFPA 921 and HDS standards. In January 2005, four personnel were promoted
to the entry-level classification of Fire Investigator I, which increased the team size to three
persons each. In addition, Las Vegas Fire & Rescue promoted four existing Fire Investigator II
personnel to Senior Fire Investigator. This enhanced operations and provided greater human
resources which resulted in greater continuity of investigations, enhanced efficiency on
explosive-related incidents, and enhanced safety for investigator/bomb technicians.
Plan
Las Vegas Fire & Rescue will continue to staff the Unit according to rule and regulation
guidelines to ensure minimum staffing. Additionally, training levels will continue to meet state
and federal guidelines and ensure the goals and objectives of the department are met to satisfy
response capabilities for the community.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-6
References
NFPA 921 Guide for fire and explosion investigations, 2011 ed.
LVFR Rule & Regulation 130.06.02 Manpower callbacks emergency & nonemergency callbacks
– Investigations
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-7
5D.4 The agency defines and provides appropriate and adequate equipment, supplies and
materials
to meet the fire investigation program needs.
Description
The Bureau of Fire Investigations – Bomb Squad has offices, vehicles, and fire/explosion scene
equipment necessary to accomplish the tasks of its mission. Unit personnel have desktop and
mobile laptop computers, cellular phones, pagers, digital cameras, response vehicles, and safety
equipment to include Nomex jumpsuits, fire boots, helmets, gloves, Air Purifying Respirators
(APR’s), evidence collection kits, and Bureau forms.
Appraisal
The Bureau of Fire Investigations – Bomb Squad Unit has been well equipped. The Unit has
issued individual equipment to its investigators used for fire investigations. In the years 2005
through 2010, the Unit obtained grant funding and purchased individual response vehicles for
Investigators to accommodate explosive device responses. This purchase has benefited fire and
arson investigations in that personnel have needed equipment with them at all times.
Plan
The Unit will continue to provide personnel with supplies and equipment necessary to achieve
program and department goals. The Unit will continue to budget for a major fire scene response
vehicle capable of being equipped with evidence supplies, shovels, rakes, heavy equipment such
as Amkus cutting tools, generators, and lighting systems.
References
Fire investigations / Bomb squad weekly apparatus maintenance schedule
Fire investigations – Bomb squad equipment inventory list (available on site only – Operational
Security [OPSEC])
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-8
5D.5 The agency establishes agreements for support from other agencies
to aid in
accomplishing the program goals and objectives.
Description
Agreements exist with the following agencies: Las Vegas Metropolitan Police Department
(LVMPD), Nevada Highway Patrol Criminal Justice Information System, and automatic aid with
area fire departments.
Appraisal
The Las Vegas Metropolitan Police Department has provided the Bureau of Fire Investigations –
Bomb Squad access to its Records and Communications departments for criminal justice
information through an established inter-local agreement. This aided the Bureau of Fire
Investigations with its role in enforcing the crime of arson. The Nevada Highway Patrol as well
as the Las Vegas Department of Detention and Enforcement have provided additional criminal
justice information and warrant confirmation for arson suspects arrested or pursued by the
Bureau of Fire Investigations.
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to use its existing Memorandum
of Understandings and Inter-Local Agreements in support of its mission statement. It will seek
further agreements with other agencies as needed.
References
LVMPD memorandum of understanding
NVDPS records & technology memorandum of understanding
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-9
CC 5D.6 Current standard operating procedures or general guidelines are in place
to
direct the fire cause and investigation program.
Description
The Bureau of Fire Investigations – Bomb Squad operates within the parameters outlined in
Standard Operating Procedures 600.00 - 630.10 inclusive specifically for Fire Investigations –
Bomb Squad as well as Department Rules and Regulations and related Manual of Operations.
The Unit uses a progressive Field Training Program (FTP) that entails a two tier probationary
period wherein a candidate promoted into the Unit demonstrates knowledge and completes daily,
for a period of sixty shifts, graded practical examinations recorded by a Field Training Officer
(FTO). The FTP consists of assertive and concentrated training in fire and explosion Origin and
Cause Investigations, Principles of Law Enforcement, and Bomb Squad Operations.
Appraisal
Standard operating procedures are reviewed and revised as needed. The Field Training Program
was developed in 1995 and revised in 1999 under the guidelines of NFPA 1033, Professional
Qualification for Fire Investigator and NFPA 921, Guide for Fire and Explosion Investigations.
It has been a good tool to introduce new candidates to the position of Fire Investigator I and Fire
Investigator II. The FTP was last revised in 1999 and an update to 2009 and 2011 NFPA
material, respectively, warranted.
Plan
The Bureau of Fire Investigation – Bomb Squad will continue to review its standard operating
procedures annually to remain current with industry best practices and based on Department
goals and objectives. The bomb squad commander will be responsible to update its training
program by the end of fiscal year 2012.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-10
References
Standard Operating Procedures 600 Series – Fire Investigations (available online on site [access
to 630 series is limited])
Field training program (limited access – available onsite)
NFPA 921 Guide for fire and explosion investigations, 2011 ed.
NFPA 1033 Standard for professional qualifications for fire investigator, 2009 ed.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-11
5D.7 The agency’s information system allows for documentation and analysis
of the fire
investigation program.
Description
The Bureau of Fire Investigations – Bomb Squad is an electronic Unit hosting all of its working
forms, Officer’s Reports, and photographs in digital media. Reports and photographs are
available instantly for reporting information, data collection, and analysis. Monthly Statistics
and Uniform Crime Reporting is sent directly to the Nevada state repository for criminal data
information. This system is on City of Las Vegas servers and is only accessible to authorized
personnel.
Appraisal
In 2002, the Unit started storing all Bureau information including forms, reports, and
photographs electronically. All reports and photographs prior to 2002 are kept on file in locking
file cabinets. In 2008, the unit implemented FireFiles, a reporting software engineered and
delivered specifically for tracking fire investigation and bomb squad responses.
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to use electronic storage and
retrieval for its documentation of fire and explosive scenes.
References
FireFiles software manual (available onsite)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5D-12
CC 5D.8 An appraisal is conducted
, at least annually, to determine the effectiveness of
the fire investigation program.
Description
The battalion chief over fire investigations – bomb squad, in conjunction with the deputy fire
chief over homeland security, performs an annual review of the Unit, which includes reporting
calls for service, response to fire and explosive related calls, significant accomplishments.
Appraisal
A year-end summary has been completed that included Unit accomplishments, statistics for
response volume, training hours, and percentage of arson cases cleared. Summaries also
included the number of fatalities and Uniform Crime Reporting data. In 2010, all members of
the Unit became credentialed federal marshals through a memorandum of understanding with the
FBI, which increased the scope of the investigation program and in turn, its effectiveness.
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to review its accomplishments,
statistics for call volume, calls for service and percentage of arrest cases/Uniform Crime
Reporting data to determine its effectiveness in the community and efficiency as a Unit. The
Unit will use this appraisal to forecast needed personnel, equipment, and resources and
incorporate these assets into its strategic plan.
References
Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-2
Criterion 5E: Technical Rescue
NOTE: The program described in this section may also be called ‘Heavy Rescue,’ ‘Extrication’
and/or ‘Urban Search and Rescue.’ The agency operates an adequate, effective, and efficient
program directed toward rescuing trapped or endangered persons from any life-endangering
cause, e.g., structural collapse, vehicle accidents, swift water or submersion, confined space,
cave-in, trench collapse, fire, etc.
Summary:
Las Vegas Fire & Rescue’s technical rescue team (TRT) program has adequate staffing,
equipment, supplies and materials, operating procedures and methods in place to meet the level
of response commitment to the City of Las Vegas. In order to be a certified technical rescue
technician, LVFR personnel complete a rigorous 240-hour training curriculum based on NFPA
1670 Standard on operations and training for technical search and rescue incidents. Personnel
demonstrate competencies by participating in training re-certification classes (monthly and
annual). The Deputy Chief of Emergency Services and the TRT Committee facilitate the TRT
program. Standard Operating Procedures have been developed that address staffing and field
operations. Current Technical Rescue staffing and training meets community needs. LVFR will
continue to evaluate personnel and community needs based on specialized rescue statistics.
References
TRT training overview (full Manuals and Curriculum available on site)
NFPA 1670 Standard on operations and training for technical search and rescue incidents, –
2009 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-3
CC 5E.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time, apparatus and
equipment deployment objectives for each type and magnitude of technical rescue
emergency incidents
.
Description
Las Vegas Fire & Rescue staffs one technical rescue team (TRT) is equipped and staffed with
apparatus and equipment to mitigate more serious technical rescue incidents such as confined
space rescue, rope rescue (high and low angle), heavy extrication, structural collapse, trench
rescue, and swift water rescue. LVFR operates one constant-staffed technical rescue unit
(HR44) and maintains a non-staffed support vehicle and cargo trailer to assist with transport of
additional equipment and supplies. In addition to the specialized response unit (HR44), Las
Vegas Fire & Rescue engines and trucks carry equipment and personnel are trained to mitigate
minor technical rescue incidents (i.e., elevator incidents, minor vehicle extrication, and water
response such as stalled vehicles) without the aid of the heavy rescue unit.
LVFR assesses total response time using the 90th percentile (fractile) performance expectation
for all technical response service levels. Baseline performance presented in the 2011 edition of
the standards of cover represents overall performance between fiscal year (July 1 – June 30)
2007 through 2011. Total response time performance for the first arriving unit to technical
rescue-related incidents in populated areas of the City of Las Vegas is as follows:
• All technical rescue incident response: 9:42;
• Elevator rescue incident response: 9:37;
• Water rescue incident response: 9:52;
• High angle/rope rescue incident response: 6:45;
• Structure collapse rescue incident response: 9:51 ; and
• Confined space rescue incident response: 5:33.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-4
Appraisal
The TRT has been housed at Station 44, with a minimum of six certified TRT technicians on
duty each day and has been equipped to meet NFPA 1670 operation and training requirements.
A TRT Committee has been formed to facilitate training, apparatus, equipment, and response
assessments.
In fiscal year 2011, LVFR achieved the following total response time performance for the first
arriving unit to technical rescue-related incidents in populated areas of the City of Las Vegas:
• All technical rescue incident response: 8:33 (1:09 better than baseline);
• Elevator rescue incident response: 8:05 (1:32 better than baseline);
• Water rescue incident response: 11:13 (1:21 longer than baseline);
• High angle/rope incident response: No incident responses;
• Structure collapse rescue incident response: 8:42 (1:09 better than baseline); and
• Confined space rescue incident response: No incident responses.
Plan
The Department will continue to rely on engine and truck companies to handle the majority of
non-critical technical rescue response. Annual review of total response time will determine
personnel, apparatus, and equipment needs. By fiscal year 2016, the Department will strive to
meet the following benchmark performance expectations for the first arriving unit in populated
areas of the City of Las Vegas, total response time, to 90% of:
• All technical rescue incident response: 8:33 (same as FY2011 performance due to limited
incident response);
• Elevator rescue incident response: 7:50 (0:15 better than FY2011 performance);
• Water rescue incident response: 9:52 (same as 5-year baseline due to limited incident
response);
• High angle/rope incident response: 6:45 (same as 5-year baseline due to limited incident
response);
• Structure collapse rescue incident response: 8:42 (same as FY2011 performance due to
limited incident response); and
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-5
• Confined space rescue incident response: 5:33 (same as 5-year baseline due to limited
incident response).
During fiscal year 2012, LVFR will focus on reducing call processing time that increased after
the implementation of f-codes in 2009. The Department will accomplish this by monitoring and
discussing performance at monthly manager’s meetings, continuing to improve dispatch
notification to crews, seeking feedback from communication specialist on potential
modifications of the f-code system, and by providing any identified training for communication
specialists.
References
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C14-C19; Section D: Risk assessment, pages D23-D33; Section F:
Performance objectives and performance measures, pages F8-F11
NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009
edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-6
5E.2 The agency defines and provides appropriate and adequate equipment
to accomplish the
stated level of response for technical rescue and to be compliant with local, state/provincial and
national standards.
Description
The Las Vegas Fire & Rescue technical rescue team (TRT) has adequate equipment to mitigate
the following specialized emergencies: high/low angle rescue, trench rescue, confined space
rescue, structural collapse rescue, swift water rescue, and heavy extrication. It uses equipment
that is NFPA and/or OSHA certified by the manufacturer. Equipment for the TRT is kept on the
heavy rescue unit, on the technical rescue support vehicle, and in the TRT support trailer.
Surplus TRT equipment is stored at fire station 44 and at the fire training center. In addition,
LVFR equips all engines and tricks with equipment to initiate mitigation of non-critical technical
rescues such as elevators, vehicles stalled in standing water, and minor vehicle accidents.
Appraisal
All LVFR engines and trucks have been equipped to provide initial response to minor technical
rescue incidents. As stated in NFPA 1670 Standard on the operations and training for technical
search and rescue incidents, 2009 edition, Las Vegas Fire & Rescue as the authority having
jurisdiction developed its technical rescue inventories to meet any level of technical rescue
response services it provides. Technical rescue team technicians have been involved in the
recommendation, selection, and evaluation of equipment used by Las Vegas Fire & Rescue.
Plan
LVFR will continue to use national standards as guidelines to determine equipment necessary to
provide technical rescue incident mitigation. It will continue to seek input and feedback from its
certified technical rescue technicians regarding the effectiveness of resources against response
expectations and local demands.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-7
References
Heavy rescue inventory list
TRT support trailer inventory list
TRT support vehicle inventory list
NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009
edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-8
5E.3 Supplies and materials allocation is based on established objectives, is appropriate to
meet technical rescue operational needs
, and is compliant with local, state/provincial and
national standards.
Description
The Las Vegas Fire & Rescue technical rescue unit, support vehicle, and cargo trailer carry a
compliment of standardized technical rescue response supplies and materials necessary to meet
the operational needs of all types of technical rescue (i.e., elevator, high-angle/rope, confined
space, structural collapse, and water rescue). The technical rescue unit (HR44) carries medical
supplies that allow it to respond as an Advanced Life Support Unit (ALS), per the requirements
put forth by the Southern Nevada Health District (SNHD). Additional supplies and materials are
available at fire station 44 and at the fire training center.
Appraisal
The technical response team has been equipped with the supplies and materials needed to meet
its intended response commitment to technical rescue incidents. Supplies and materials on the
heavy rescue inventory list were identified based on National Fire Protection Association
(NFPA) standard for the authority having jurisdiction to determine requirements based on
operational need. Medical supplies have been maintained in accordance with Southern Nevada
Health District inventory standards, which have allowed the technical rescue unit to provide ALS
medical response.
Plan
LVFR will continue to provide supplies and materials to its first responders and specialized
response units based on the needs identified by the deputy fire chief of emergency services and
certified technical rescue technicians and/or by referencing industry best practices such as NFPA
standards.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-9
References
Heavy rescue inventory list
TRT support trailer inventory list
TRT support vehicle inventory list
Southern Nevada Health District (SNHD) inspection inventories
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-10
CC 5E.4 Current standard operating procedures or general guidelines are in place
to
accomplish the stated level of response for technical rescue incidents.
Description
Las Vegas Fire & Rescue has standard operating procedures (SOPs) within the 200 series Fire
Suppression (210.05 – 210.20) that address technical rescue incident response. These SOPs are
guidelines that ensure safety and effectiveness at technical rescue incidents. In addition, Las
Vegas Fire & Rescue’s certified technical rescue technicians reference best practices such as
National Fire Protection Association (NFPA) 1670 Standard on operations and training for
technical search and rescue incidents, 2009 edition, are in place that allows the Technical Rescue
Team to mitigate high/low angle (i.e. rope), trench, confined space, structural collapse, swift
water, and heavy extrication incidents.
Appraisal
LVFR Standard Operating Procedures, were developed using Federal (OSHA) and national
(NFPA 1670) standards and are focused on procedures needed to perform rope, trench, swift
water, confined space, structural collapse, and heavy extrication rescues.
Plan
The Deputy Chief of Emergency Services, along with TRT Committee and TRT personnel, will
evaluate SOP’s and update them as needed to ensure the needs of the community and
Department are met. The Rope and Extrication SOP’s will be written by the TRT Committee
and implemented by2012.
References
Standard operating procedures 210.05 – 210.20 – Technical rescue
NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009
edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-11
5E.5 Minimum training and operational standards are established
and met for all personnel
who function in the technical rescue program.
Description
Minimum training levels for Las Vegas Fire & Rescue technical rescue team (TRT) personnel is
technician level, per NFPA 1670 Standard on operations and training for technical search and
rescue incidents for high/low angle, confined space, trench, structural collapse, swift water, and
heavy extrication rescue. TRT personnel complete Department training monthly and OSHA-
required online refresher courses annually in order to maintain technician certification. LVFR
SOP 130.06.01 Manpower details minimum staffing levels for the technical rescue team
program, which are six technicians on duty each day.
As any first responder may arrive on scene to an incident before a certified technical rescue
technician, all fire suppression personnel receive awareness training per the NFPA 1670
standard.
Appraisal
Las Vegas Fire & Rescue implemented a new initial TRT Technician certification program to be
completed on shift/on duty. The TRT training syllabus and TRT manuals have been used for
initial certification training. Initial certification has been conducted at station 44. LVFR has
scheduled monthly TRT training along with OSHA mandated online courses to maintain the skill
levels needed to perform technical rescue operation in the six disciples. Those technicians who
have completed training and maintained certification have been assigned to fire station 44 or
function as technicians as needed. As of October 2011, LVFR had 44 certified technicians.
Plan
LVFR will continue to complete in-house certification at fire station 44. TRT company officers
will continue to plan training exercises in the six disciplines to challenge TRT personnel. These
exercises will be designed to be as realistic as possible to ensure maintenance and performance
of required skills. Station 44 will continue to staff the TRT per the SOP.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-12
References
NFPA 1670 Standard on operations and training for technical search and rescue incidents
LVFR OSHA mandated training report
LVFR SOP 130.06.01 Manpower, pages 18-19
TRT training overview (full Manuals and Curriculum available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-13
5E.6 The agency’s information system allows for documentation and
analysis of the technical
rescue program.
Description
Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,
an electronic patient care report (ePCR), and a reports management system (RMS). The CAD
gathers all incident information beginning with the receipt of an emergency call. When
complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where suppression
personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern
Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410
Records, Reports: Pre-hospital care records, respectively. Internal technical rescue program
analysis is done using Crystal Reports software to extract data from CAD and FireRMS. The
Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United
States Fire Administration (USFA) and medical information to the Southern Nevada Health
District for analysis by outside agencies.
Appraisal
The CAD, ePCR, and RMS systems have provided appropriate means for documenting and
analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting
additional responsibilities on other staff, but established reports continue to be used to conduct
fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors
(Zoll and Sansio) have helped the Department modify existing or create new reports needed for
analysis.
Plan
The Department will continue to use the available information systems and if necessary either
seek application enhancements from vendors or new systems that provide the level of incident
documentation and program analysis required.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-14
References
Example CAD, FireRMS, and ePCR report documentation
SOP 101.00 Fire reporting documentation
Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care
records, page 48
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-15
CC 5E.7 An appraisal is conducted
, at least annually, to determine the effectiveness of
the technical rescue program.
Description
Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its
programs via the City’s performance plus strategic planning initiative and the Commission on
Fire Accreditation International (CFAI) standard of cover process. The deputy fire chief over
emergency services is responsible for monitoring program performance. With regards to the
strategic business plan, technical rescue response is included in the Special Operations program
and is part of the Emergency Services Line of Business. The program identifies key result
measures similar to those found in LVFR’s Standards of Cover (SOC) manual, states annual
performance goals (results), and then evaluates performance based on a stop-light (green, yellow,
red) grading system.
The department’s SOC manual is much more in-depth as a tool for appraising the effectiveness
of the technical rescue incident response program in that LVFR includes performance
expectations for all service levels (elevator, water rescue, structure collapse, high-angle/rope
rescue) and effectiveness is determined by comparing performance against baseline standards.
Both appraisal systems use a 90th percentile (fractile) performance expectation.
Appraisal
Since Performance Plus was implemented in 2007, LVFR has reported program data to City
Management through quarterly performance plus executive team (PPET) presentations. The
stop-light appraisal system provided simple, easily understood methods that measured
achievement of or progress toward annual goals. SharePoint has provided the department a
sustainable method where personnel have been provided access to Department documents
including its strategic business plan, quarterly performance reports, standards of cover manual,
and self-assessment manual.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5E-16
Plan
The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the
technical rescue program, as related to system performance. When necessary, it will modify
strategic measures and/or targets to encourage innovation and creativity in meeting Department
goals and/or the service needs of the community. The department will continue to develop its
standards of cover using CFAI direction and assess effectiveness within published guidelines for
total response time.
References
Strategic business plan – Special operations program, FY2012, page 11
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C14-C19
Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4,
respectively
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5F-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5F-2
Criterion 5F: Hazardous Materials (Hazmat)
The agency operates an adequate, effective, and efficient hazardous materials program directed
toward protecting the community from the hazards associated with fires and uncontrolled
releases of hazardous and toxic materials.
NOTE: Hazardous material emergencies, spills, releases, or accidents have become a major
function of fire service agency activity. Hazardous materials response is a complex undertaking,
and considerable knowledge and resources are required to cope with these types of emergencies.
Such incidents may require the integration or coordination of several agencies. The local fire
agency has generally become the lead agency during the destabilized emergency portion of the
incident.
Summary:
LVFR has adequate staffing, apparatus, equipment, supplies and materials, operating procedures,
and methods in place to meet the level of response commitment for the City of Las Vegas. The
Hazardous Materials Response Team (HMRT) meets NFPA 472 Standards for Competence of
Responders to Hazardous Material/Weapons of Mass Destruction Incidents, OSHA 1910-120
Hazardous Materials, and its curriculum has been accepted by the Nevada State Fire Marshall’s
Office.
The HMRT trains to provide the highest level of service possible. The HMRT will research new
and better methods of mitigation and improve its skills through practical exercises. LVFR will
continue to evaluate personnel and community needs based on specialized rescue statistics.
References
NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents, 2008 edition
OSHA 1910-120 Hazardous waste operations and emergency response
HazMat Technician certification and recertification training plan
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5F-3
CC 5F.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time, apparatus and
equipment deployment objectives for each type and magnitude of hazardous materials
emergency incidents
.
Description
LVFR operates one hazardous materials response team (HMRT) (Haz3) staffed by existing
engine company personnel assigned to fire station 3 who are also certified hazardous materials
technicians, as well as a supplemental Chemical, Biological, Nuclear, Radiological, and
Explosive (CBRNE) unit (CBRN8) that is constant-staffed by certified hazardous materials
technicians assigned to fire station 8. The Department equips and staffs both units to mitigate
more serious hazardous materials incidents.
In addition to the specialized response units (Haz3 and CBRN8), Las Vegas Fire & Rescue
engines and trucks carry equipment and personnel are trained in hazardous materials operations
to mitigate many incidents (i.e., biohazards and vehicle fluid spills) without the aid of the HMRT
or CBRNE unit. For all levels of hazardous materials response, LVFR deploys at a minimum,
one four-person company with hazardous materials response capabilities.
LVFR assesses total response time using the 90th percentile (fractile) performance expectation
for all service levels. Baseline performance presented in the 2011 edition of the standards of
cover represents overall performance between fiscal year (July 1 – June 30) 2007 through 2011.
Total response time performance for the first arriving unit to hazardous materials-related
incidents in populated areas of the City of Las Vegas are as follows:
• All hazardous materials incident response: 11:43;
• Level III incident response: 9:43;
• Level II incident response: 8:40; and
• Level I incident response: 11:57.
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Appraisal
Based on established deployment for all levels of hazardous materials risk, LVFR has achieved
an initial effective response force and responded a minimum of one four-person unit to calls
received. Through constant staffing detailed in the Manpower rules and regulations document
(130.06.01) for the two specialized units at two fire stations, LVFR has operated with a
minimum of eight certified hazardous materials technicians on duty daily. The Department has
referenced OSHA 1910-120 Hazardous Waste Operations and Emergency Response to
determine training, apparatus, equipment, and response assessments.
In fiscal year 2011, LVFR achieved the following total response time performance for the first
arriving unit to hazardous materials-related incidents in populated areas of the City of Las Vegas:
• All hazardous materials incident response: 10:44 (0:59 better than baseline);
• Level III incident response: 9:43 (same as 5-year baseline due to limited incident
response);
• Level II incident response: 8:14 (0:26 better than baseline); and
• Level I incident response: 11:36 (0:21 better than baseline).
Plan
The Department will continue to rely on engine and truck companies to handle the majority of
non-critical hazardous materials response. Annual review of total response time will determine
personnel, apparatus, and equipment needs. By fiscal year 2016, the Department will strive to
meet the following benchmark performance expectations for the first arriving unit in populated
areas of the City of Las Vegas, total response time, to 90% of:
• All hazardous materials incident response: 10:30 (0:14 better than FY2011 performance);
• Level III incident response: 9:30 (0:13 better than FY2011 performance);
• Level II incident response: 8:00 (0:14 better than FY2011 performance); and
• Level I incident response: 11:15 (0:21 better than FY2011 performance).
During fiscal year 2012, LVFR will focus on reducing call processing time that increased after
the implementation of “f-codes” in 2009. The Department will accomplish this by monitoring
and discussing performance at monthly manager’s meetings, continuing to improve dispatch
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notification to crews, seeking feedback from communication specialists on potential
modifications of the f-code system, and by providing any identified training for communication
specialists.
References
Standards of cover manual, 2011 edition, Section C: Community expectations and performance
goals, pages C20-C23; Section D: Risk assessment, pages D35-D41; Section F: Performance
objectives and performance measures, pages F12-F13
LVFR Rules & Regulation 130.06.01 Manpower, pages 17-18
OSHA 1910-120 Hazardous waste operations and emergency response
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5F.2 The agency defines and provides appropriate and adequate equipment
to accomplish the
stated level of response for hazardous materials response and to be compliant with local,
state/provincial and national standards.
Description
The Las Vegas Fire & Rescue hazardous materials response team (HMRT) and the Chemical,
Biological, Radiological, Nuclear, and Environmental (CBRNE) units have the equipment it
needs to meet its response commitments. The Department uses NFPA 472 Standard for
Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents and
recommendations from the Clark County Local Emergency Planning Committee (LEPC)
HazMat Plan as the basis of the hazardous materials equipment inventory checklist. In addition,
LVFR equips all engines and trucks with equipment to mitigate, at a minimum, level I response
to incidents such as small amounts of gasoline or diesel fuel spilled from an automobile, a leak
from a domestic natural gas line, or broken containers of consumer commodities (i.e., paint
thinner, bleach, fertilizers, swimming pool chemicals) without the aid of specialized units or
personnel. Specialized units (Haz3 and CBRN8) carry equipment that allows for response to
more severe risks such as a spill or leak requiring a large-scale evacuation, a major accident
(highway or railway), spillage or overflow of flammable liquids, a spill or leak of unknown
chemicals, or an accident involving extremely hazardous substances.
Appraisal
All LVFR engines and trucks have been equipped to meet level I hazardous materials response
services provided in the City of Las Vegas. The HMRT and CBRNE units have been equipped
to meet level II and level III hazardous materials response services, based on current NFPA 472
standards. HMRT personnel have been involved in the recommendation, selection, and
evaluation of equipment used by Las Vegas Fire & Rescue.
Plan
LVFR will continue to use national standards as guidelines to determine equipment necessary to
provide hazardous materials incident mitigation. It will continue to seek input and feedback
from its certified hazardous materials technicians regarding the effectiveness of resources.
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References
NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents, 2008 edition
Clark County LEPC HazMat Plan
Hazardous materials equipment inventory checklist
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5F.3 Supplies and materials allocation is based on established objectives, is appropriate to
meet hazardous materials response operational needs
, and is compliant with local,
state/provincial and national standards.
Description
The Las Vegas Fire & Rescue hazardous materials and chemical, biological, radiological,
nuclear, and environmental (CBRNE) units carry a compliment of standard hazardous materials
response supplies and materials to meet the operational needs of all levels of haz mat response as
detailed in the Clark County Local Emergency Planning Committee (LEPC) HazMat Plan, First
responder units’ equipment list. In addition, LVFR equips all engines and trucks with supplies
and materials recommends to mitigate, at a minimum, incidents such as small amounts of
gasoline or diesel fuel spilled from an automobile, a leak from a domestic natural gas line, or
broken containers of consumer commodities (i.e., paint thinner, bleach, fertilizers, swimming
pool chemicals) without the aid of specialized units or personnel.
Appraisal
The LVFR HMRT and CBRNE units have been equipped to meet its intended response
commitment to hazardous materials incidents. Supplies and materials listed on the hazardous
materials equipment inventory checklist were based on National Fire Protection Association
(NFPA) 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents requirements and the local hazmat plan developed by the City’s Emergency
Management division.
Plan
Las Vegas Fire & Rescue will continue to provide supplies and materials to its first responders
and specialized response units based on the needs identified in the Clark County LEPC
hazardous materials plan and/or by referencing industry best practices such as NFPA standards.
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References
Clark County LEPC HazMat Plan, Appendix - 26
Hazardous materials equipment inventory checklist
NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents, 2008 edition
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CC 5F.4 Current standard operating procedures or general guidelines are in place
to
direct the hazardous materials response program.
Description
Las Vegas Fire & Rescue has standard operating procedures (SOPs) within the 200 series Fire
Suppression (205.00 – 205.52) that address hazardous materials incident response. These SOPs
are guidelines that ensure safety and effectiveness at hazardous material incidents. In addition,
Las Vegas Fire & Rescue hazardous materials technicians reference best practices such as
National Fire Protection Association (NFPA) 472 Standard for competence of responders to
hazardous materials/weapons of mass destruction.
Appraisal
LVFR hazardous materials response technicians and first responders have been trained to follow
standard operating procedures. The SOPs have needed a revision to update procedures to handle
hazardous materials and WMD emergencies.
Plan
HMRT personnel and CBRNE, personnel will continue to use the existing hazardous materials
SOPs. The HazMat Committee will complete a revision of the hazardous materials SOP’s by the
end of calendar year 2012.
References
LVFR standard operating procedures hazardous materials series (205.00 – 205.52)
NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents, 2008 edition
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5F.5 Minimum training and operational standards are established
and met for all personnel
who function in the hazardous materials response program, including for incidents involving
weapons of mass destruction.
Description
Minimum training levels for the Las Vegas Fire & Rescue hazardous material team personnel is
technician level, as put forth in Chapter 7 Competencies for Hazardous Materials Technicians of
the National Fire Protection Association (NFPA) 472 Standard for the competence of responders
to hazardous materials/weapons of mass destruction incidents, 2008 edition. The State of
Nevada grants initial certification after personnel complete a 160-hour course. The hazardous
materials certification and recertification training plan includes materials from OSHA 1910-120
Hazardous Waste Operations and Emergency Response and NFPA 472 and provides operational
standards for analyzing incidents, collecting/interpreting information, describing conditions,
predicting behavior of materials, estimating endangered area, planning and implementing
response, decontamination procedures, action plans, terminating an incident, and documentation.
Personnel maintain recertification through completion of an online hazardous material technician
course every odd year and monthly training that occurs every year.
Appraisal
LVFR has established minimum training competencies for its hazardous material technicians
based on accepted industry best practices offered by the NFPA and OSHA. Those technicians
who have completed monthly and annual training and maintained certification have been
assigned to stations with hazardous materials response units (station 3 and 8) and/or functioned
as technicians. As of October 2011, LVFR had 51 certified hazardous materials technicians.
Plan
Las Vegas Fire & Rescue will continue to train, exercise, and recertify hazardous materials
technicians monthly and yearly. All training and exercises will be designed within accepted
industry standards and will be as realistic as possible to ensure maintenance and performance of
their skills and compliance with operational standards.
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References
NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass
destruction incidents, 2008 edition
OSHA 1910-120 Hazardous waste operations and emergency response
OSHA Refresher course interpretation
HazMat technician certification and recertification training plan (materials available on site)
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5F.6 The agency’s information system allows for documentation and analysis
of the hazardous
materials program.
Description
Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,
an electronic patient care report (ePCR), and a reports management system (RMS). The CAD
gathers all incident information beginning with the receipt of an emergency call. When
complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where suppression
personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern
Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410
Records, Reports: Pre-hospital care records, respectively. Internal hazardous materials program
analysis is done using Crystal Reports software to extract data from CAD and FireRMS. The
Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United
States Fire Administration (USFA) and medical information to the Southern Nevada Health
District for analysis by outside agencies.
Appraisal
The CAD, ePCR, and RMS systems have provided appropriate means for documenting and
analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting
additional responsibilities on other staff, but established reports continue to be used to conduct
fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors
(Zoll and Sansio) have helped the Department modify existing or create new reports needed for
analysis.
Plan
The Department will continue to use the available information systems and if necessary either
seek application enhancements from vendors or new systems that provide the level of incident
documentation and program analysis required.
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References
Example CAD, FireRMS, and ePCR report documentation
Standard operating procedure 101.00 Fire reporting documentation
Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care
records, page 48
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CC 5F.7 An appraisal is conducted
, at least annually, to determine the effectiveness of
the hazardous materials program.
Description
Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its
programs via the City’s performance plus strategic planning initiative and the Commission on
Fire Accreditation International (CFAI) standard of cover process. The deputy fire chief over
emergency services is responsible for monitoring program performance. With regards to the
strategic business plan, hazardous materials response is included in the Special Operations
program and is part of the Emergency Services Line of Business. The program identifies key
result measures similar to those found in LVFR’s Standards of Cover (SOC) manual, states
annual performance goals (results), and then evaluates performance based on a stop-light (green,
yellow, red) grading system.
The department’s SOC manual is much more in-depth as a tool for appraising the effectiveness
of the hazardous materials incident response program in that LVFR includes performance
expectations for all service levels (level I, II, and III) and effectiveness is determined by
comparing performance against baseline standards. Both appraisal systems use a 90th percentile
(fractile) performance expectation.
Appraisal
Since Performance Plus was implemented in 2007, LVFR has reported program data to City
Management through quarterly performance plus executive team (PPET) presentations. The
stop-light appraisal system provided simple, easily understood methods that measured
achievement of or progress toward annual goals. SharePoint has provided the department a
sustainable method where personnel have been provided access to Department documents
including its strategic business plan, quarterly performance reports, standards of cover manual,
and self-assessment manual.
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Plan
The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the
hazardous materials program, as related to system performance. When necessary, it will modify
strategic measures and/or targets to encourage innovation and creativity in meeting Department
goals and/or the service needs of the community. The department will continue to develop its
standards of cover using CFAI direction and assess effectiveness within published guidelines for
total response time.
References
Strategic business plan – Special Operations program, FY2012, page 11
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C20-C23
Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4,
respectively
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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
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Criterion 5G: Emergency Medical Services (EMS)
The agency operates an EMS program that provides the community with a designated level of
out-of-hospital emergency medical care.
NOTE: EMS is a major element of many fire service agencies. Fire service personnel are
frequently the first responder to medical emergencies. For that reason, emergency medical
response can be organizationally integrated with fire suppression activity. Care should be
exercised not to create a priority or resource allocation conflict between the two program
activities. Agencies that only provide first responder services must also complete this criterion.
Summary:
As found through the risk assessment analysis completed of fiscal year 2007 through fiscal year
2011 (July 1, 2006 – June 30, 2011), emergency medical services (EMS) calls accounted for over
ninety-two percent of LVFR’s call volume. The EMS Operations program is comprised of a
Medical Director, three EMS Field Coordinators, a medical clinic physician, and EMS Education
Administrator. The Deputy Chief over Operations works with the Medical Director to handle the
daily EMS issues and operational concerns. One EMS field coordinator is on duty daily (24-
hour shift). New-hires are trained in a fire academy to the level of EMT-I and must maintain
certification to remain employed. Las Vegas Fire & Rescue deploys 19 non-transport advanced
life support (ALS) engines, 6 non-transport intermediate life support (ILS) trucks, and 20
transport ALS medical transport rescues. All patient transport units meet or exceed National
Ambulance Standards (KKK-A-1822E) and Southern Nevada Health District regulations
900.100 that govern transport vehicle requirements. Las Vegas Fire & Rescue meets all state
and county standards for ILS and ALS drugs and equipment and submits to an annual inspection
for each unit per Southern Nevada Health District Regulations 1100.100 and 1300.500.
References
Risk analysis output summary
LVFR organizational charts, 2011 – Medical services division, page 3
Southern Nevada Health District EMS Regulations 900.100 (.pdf page 36), 1100.100 (.pdf page
42), and 1300.500 (.pdf page 50)
National Ambulance Standards –KKK –A-1822E
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CC 5G.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time, apparatus and
equipment deployment objectives for each type and magnitude of emergency medical
incidents
.
Description
The Department responds to emergency medical services incidents with one four-person
intermediate life support (ILS) truck company, or one four-person ALS engine company, or one
two-person ALS transport capable rescue unit. All engines carry extrication and advanced life
support equipment. All rescues carry advanced life support equipment and can provide patient
transport. All trucks carry intermediate life support equipment and an automated external
defibrillator (AED).
The computer aided dispatch system, which uses the Medical Priority Dispatch System, responds
the closest most appropriate unit to all medical emergencies under the AVL system. LVFR
assesses total response time using the 90th percentile (fractile) performance expectation for all
service levels. Baseline performance presented in the 2011 edition of the standards of cover
represents overall performance between fiscal year (July 1 – June 30) 2007 through 2011. Total
response time performance for the first arriving unit to medical related incidents in populated
areas of the City of Las Vegas is as follows:
• All medical: 10:51
• High-risk life threatening: 9:27
• 6-person team response: 9:00
• Moderate-risk: 10:28
• Low-risk: 12:52
Appraisal
Based on established deployment for all levels of EMS risk, LVFR has achieved its effective
response force and responded a minimum of one four-person intermediate life support (ILS)
truck company, or one four-person ALS engine company, or one two-person ALS transport
capable rescue unit to incidents for which it was assigned. In fiscal year 2011, LVFR achieved
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the following total response time performance for the first arriving unit to medical related
incidents in populated areas of the City of Las Vegas:
• All medical: 10:25 (0:26 better than baseline)
• High-risk life threatening: 8:36 (0:51 better than baseline)
• 6-person team response: 7:55 (1:05 better than baseline)
• Moderate-risk: 10:05 (0:23 better than baseline)
• Low-risk: 12:19 (0:33 better than baseline)
Plan
Las Vegas Fire & Rescue will assess performance regarding staffing, apparatus, and equipment
deployment. By fiscal year 2016, the Department will strive to meet the following benchmark
performance expectations for the first arriving unit in populated areas of the City of Las Vegas,
total response time, to 90% of:
• All medical incidents: 9:59 (0:26 better than FY2011 performance)
• High-risk life threatening medical incidents: 7:55 (0:41 better than FY2011 performance)
• 6-person team response incidents: 7:25 (0:30 better than FY2011 performance)
• Moderate-risk medical incidents: 9:00 (1:05 better than FY2011 performance)
• Low-risk medical incidents: 11:00 (1:19 better than FY2011 performance)
During fiscal year 2012, LVFR will focus on reducing turn-out time. The Department will
accomplish this by: 1) making changes to its nighttime dispatching policies, which includes
continuing to tone-out rescues until 2200 hours versus 2100 hours; 2) installing zone tracker
technology in all fire station rescue dorms; 3) encouraging battalion chiefs to track and provide
weekly feed back to crews regarding turn out times; and piloting displaying live turn-out time
performance dashboards in fire station bays.
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References
LVFR Standards of coverage manual, 2011 edition, Section C: Community expectations and
performance goals, pages C10-C13; Section D: Risk assessment, pages D16-D23; Section F:
Performance objectives and performance measures, F5-F7
NFPA 1710 Organization and deployment of fire suppression operations, emergency medical
operations, and special operations to the public by career fire departments, 2010 edition
Oracle Business Intelligence (OBI) dashboards (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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5G.2 The agency defines and provides appropriate and adequate equipment to accomplish the
stated level of response
for EMS incidents and to be compliant with applicable local,
state/provincial and national standards and mandates.
Description
Las Vegas Fire & Rescue uses National Ambulance Standards and Southern Nevada Health
District Regulations to define and provide adequate equipment that allows the department to
provide stated levels of response. LVFR maintains an aggressive research and development
program and leads the Las Vegas Valley in EMS initiatives. LVFR deploys 20 Advanced Life
Support (ALS) transport units (rescues), 19 non-transport ALS engine companies, and 6 non-
transport intermediate life support (ILS) truck companies all equipped with automatic external
defibrillators (AED).
Appraisal
All Las Vegas Fire & Rescue units have been purchased by vendors governed by National
Ambulance Standards. Units have been inspected annually by the Southern Nevada Health
District per its regulations and have met all state and county standards for ILS and ALS drugs
and equipment, and achieved 100% pass rate (licensure) from the Health District. The medical
services division purchased and deployed state-of-the-art Physio-Control monitor/defibrillators,
mechanical CPR compression boards, and automated ventilators. LVFR initiated the first
therapeutic hypothermia induction protocol for cardiac arrest in Southern Nevada. Additionally
LVFR maximized crew resource management and “pit crew” management principles, and
dispatched two ALS units (engine and rescue) to all delta-level stabbing and gunshot, chest pain,
and cardiac arrest incidents.
Plan
The Department will continue to maintain current equipment levels and purchase new and
improved items in compliance with state and national standards, as needed. LVFR’s medical
division will continue to strive to be the leading EMS provider in the State of Nevada.
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References
National Ambulance Standards –KKK –A-1822E
Southern Nevada Health District EMS Regulations
Therapeutic hypothermia journal articles
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5G.3 Supplies and materials allocation is based on established objectives, is appropriate to
meet EMS operational needs
, and is compliant with local, state/provincial and national standards.
Description
Las Vegas Fire & Rescue maintains adequate supplies and materials for emergency medical
service operations. Each unit is equipped appropriately per Southern Nevada Health District
(SNHD) inspection inventories. The battalion chief over logistics finalizes and approves all
orders of medical supplies for each station. Fire station crews record, through an automated bar-
coding system, the use of each EMS item. Each station supports an EMS supply room with
established inventory levels. Inventories, cleaning, facing, rotation of stock and ordering is
completed weekly by station personnel.
Appraisal
Las Vegas Fire & Rescue medical supplies and materials have met or exceeded the stated level
of response, as set by the Health District. Due to the use of minimums/maximums established
each fire station has maintained a complete inventory of materials and equipment. The bar-
coding system achieved balanced inventory loading in each station.
Plan
The Department will continue to track and purchase the majority of its medical supplies through
the bar-coding system. The Department will maintain the current level of supplies and materials
and purchase new and improved items in compliance with state and national standards.
References
SNHD inspection inventories
LVFR non-transport ALS and transport ALS inventories
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 5G.4 Standard operating procedures or general guidelines, and standing
orders/protocols, are in place
to direct EMS response activities and to meet the stated level
of EMS response.
Description
The Southern Nevada Health District (SNHD) establishes protocols governing the level of
service rendered in the emergency medical services system. The Department has Standard
Operating Procedures in place regarding EMS response activities, but duplicate SNHD protocols.
Appraisal
Since August 2008, LVFR has participated in the Cardiac Arrest Registry to Enhance Survival
(CARES) and has used a comprehensive peer review process. LVFR has reviewed and entered
approximately 1,000 sudden cardiac arrest cases with linked hospital outcomes into CARES. The
medical director/chief over medical services has served as the Chairman of the SNHD Medical
Advisory Board, and has played an important role in initiating and maintaining medically sound
protocols for the Las Vegas community. In 2009, the Department implemented pre-hospital
therapeutic hypothermia for cardiac arrest victims, and was instrumental in developing
regionalized cardiac arrest destination protocols. Based on the success of LVFR’s therapeutic
hypothermia protocol, the SNHD medical advisory board, in November 2010, endorsed the
LVFR protocol system-wide.
Plan
Las Vegas Fire & Rescue, in cooperation with other area fire departments, will continue to
evaluate the level of service provided and make updates as required. The Department will
continue to take an active part in the quality assurance process, keeping abreast of any changes
and disseminating information as appropriate.
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References
Southern Nevada Health District EMS Regulations, 2010
Standard operating procedures 500 series – emergency medical services (available online on site)
SNHD medical advisory board minutes
SNHD therapeutic hypothermia protocol
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5G.5 Online and offline medical control
is available to the agency.
Description
Las Vegas Fire & Rescue Emergency Medical Service Division operates under the medical
direction of the Las Vegas Fire & Rescue Medical Director. Nevada Revised Statute (NRS)
450B allows EMS personnel to operate under health district procedures, regulations, and
protocols established by the Southern Nevada Health District. Written protocols are in place for
the dispensing of controlled substances by standing order. LVFR uses radio communication
directly to the transporting hospital in order to establish online contact when there is a need for
further medical advice.
Appraisal
Standing orders/protocols have been effective for Las Vegas Fire & Rescue as they are provided
by the Southern Nevada Health District, the governing body for EMS services. All treatment
standards have been directed through Southern Nevada Health District protocol, which is the
recognized authority for established protocols. Radio communication system has been tested
weekly by the Fire Alarm Office to ensure functionality in the field.
Plan
The Department will continue to adhere to procedures established by the Southern Nevada
Health District Procedures and Regulations for offline orders. The Department will continue to
use online medical control through radio communications
References
Southern Nevada Health District EMS Regulations, 2010
NRS 450B Emergency Medical Services
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 5G.6 A patient care record is created and maintained for each patient
encountered
by the EMS system. This report contains patient history, incident history, data regarding
treatment rendered, and the patient disposition recorded. The agency must make
reasonable efforts to protect reports from public access and maintain them as per local and
state/provincial records retention requirements.
Description
Las Vegas Fire & Rescue uses an electronic patient care record system. This report includes
information on response time, location, type of incident, and patient condition, as required by
Nevada Administrative Code (NAC) 450B.620. EMS personnel enter information regarding
evaluation, treatment, and transportation. Only authorized personnel enter call information into
the system. The Department protects reports from public access in accordance with the Health
Insurance Portability and Accountability Act of 1996 (HIPAA). The Office of the City Clerk
provides LVFR record retention schedules that comply with identified Nevada Revised Statues
(NRS) and Nevada Administrative Codes (NAC). LVFR honors formal record requests made by
the patient and/or legal entity.
Appraisal
In 2010, Las Vegas Fire & Rescue deployed successfully a handheld electronic patient care
reporting system that integrated fully with the computer-aided dispatch system. The handheld
system met the requirements for EMS incident reports and provided crews immediate access to
patient care records while at the hospital or in their units. Access has been controlled through
permission levels established in the patient care reporting system. The Department exceeded
record retention requirements and maintained records for ten calendar years versus six stated in
the NRS and NAC. Public access to patient care records have been limited based on the policy
that requires a formal request be submitted to obtain a patient care report.
Plan
LVFR will continue to use its electronic patient reporting system, follow HIPAA concerning
public access to patient records, and use record retention policies prepared by the city clerk.
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References
Sansio HealthEMS screenshots
Health Insurance Portability and Accountability Act (HIPAA) of 1996
Nevada Revised Statutes and Nevada Administrative Codes regarding record retention
Fire & Rescue EMS record retention schedule, page 2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 5G.7 The agency has a HIPAA1 compliance program in place for the EMS program
that meets with federal guidelines and all personnel have been properly trained
in HIPAA
regulations and procedures.
Description
Las Vegas Fire & Rescue suppression personnel receive HIPAA training as part of their EMT
training and during the recruit academy for new hires. The Department follows standard
operating procedure 100.01 on records requests and accountability as well as the City of Las
Vegas manual regarding the HIPAA. A third-party system (HealthEMS) stores patient care data
and assures limited and guarded access to records. Business associate agreements exist between
local area hospitals to assure legal exchange of patient care information.
Appraisal
Las Vegas Fire & Rescue has been compliant with HIPAA. The Chief over Administration has
served as the records accountability officer and signed for the release of all records requests.
Patient care records have been contained within an encrypted and secure database with access
limited to only those administrators requiring access for business purposes. To date, LVFR has
received no patient privacy violations.
Plan
The Department will ensure employees receive continuing education on current HIPAA
requirements. The Department will continue to manage patient care records in a legal and
professional manner in accordance with HIPAA requirements.
References
Standard operating procedure 100.01 Records information request policy (draft)
City of Las Vegas Manual on Procedures for Health Insurance Portability and Accountability
Act (HIPAA) (available on site in Insurance Services Office of Human Resources Department)
1 HIPAA=Health Insurance Portability and Accountability Act
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5G-15
5G.8 Patient care records receive an independent review and the agency has a quality
assurance program in place
.
Description
Las Vegas Fire & Rescue’s medical director manages all medical-related quality assurance
activities of the department, as outlined in section 1100.050 of the Southern Nevada Health
District (SNHD) EMS regulations. SNHD, in cooperation with local healthcare providers,
establishes criteria quarterly to identify patient care records to undergo an independent review
outside of the fire department. The SNHD EMS Office performs the independent review of
patient records meeting the identified criteria. LVFR uses its Performance Improvement
Committee to perform its own internal patient care record review. The medical director chairs
this committee.
Appraisal
Independent review of patient care records have been mandated and conducted by the Southern
Nevada Health District, which has provided consistent area-wide assessment of quality in patient
care. The SNHD EMS Office has provided independent review of records such as cardiac arrest,
pediatric drowning, and trauma destination. Identified issues have been mitigated through
departmental education or employee remediation. LVFR’s has lacked overreaching and
comprehensive quality management due to limited personnel. In October 2011, the department
requested authorization to hire a full-time quality improvement officer and was denied. The
Medical Director and Performance Improvement Committee have conducted necessary internal
quality review of patient care.
Plan
The Department will continue to participate in the independent review of patient care records, as
mandated and conducted by the SNHD. It will continue to use department personnel to perform
internal reviews of patient care records to ensure protocol compliance, enhance the quality of
continuing medical education, and maintain customer service levels. LVFR will continue to
request authorization to hire a full-time quality improvement officer for the medical services
program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5G-16
References
Southern Nevada Health District EMS Regulation 1100.050 Quality Assurance Director, page 42
Performance Improvement Committee minutes
Example SNHD quality assurance record review
Quality improvement officer position request
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5G-17
5G.9 The agency’s information system allows for documentation and analysis of the EMS
program.
Description
Las Vegas Fire & Rescue collects EMS program data through use of a computer aided dispatch
(CAD) system, a pen-based electronic patient care report (ePCR) tool to manage medical
incident records. The CAD gathers all incident information beginning with the receipt of an
emergency call. When complete, CAD transfers data to the ePCR (HealthEMS) where
department personnel complete reports per Southern Nevada Health District (SNHD) EMS
Regulations, Section 1300 EMS Administration, 1300.410 Records, Reports: Pre-hospital care
records. The HealthEMS reporting system allows for in-depth data analysis and quality review
to include employee performance in collecting required patient care data. LVFR’s Medical
Director reviews patient care charts, training reports, and incident reports and analyzes the
quality and effectiveness of the Emergency Medical Services program in the City of Las Vegas.
Appraisal
These fully automated systems have provided for robust data collection system and quick and
easy performance auditing. The reporting system used previously did not allow for detailed
patient care report analysis. CAD data related to EMS program performance (elements of total
response time) has been gathered monthly and reported quarterly to City Management.
Plan
The Department will continue to use information systems that allow for documentation and
analysis of the EMS program.
References
Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care
records, page 48
Sample HealthEMS QA report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5G-18
CC 5G.10 An appraisal is conducted, at least annually, to determine the effectiveness of
the EMS program.
Description
Las Vegas Fire & Rescue conducts monthly, quarterly, and annually performance appraisals of
its EMS operations program via the City’s performance plus strategic planning initiative and the
Commission on Fire Accreditation International (CFAI) standard of cover process. With regards
to the strategic business plan, the Fire Operations program is part of the Emergency Services
Line of Business. The program identifies key result measures similar to those found in LVFR’s
Standards of Cover (SOC) manual, states annual performance goals (results), and then evaluates
performance based on a standard stop-light scale: target met (green); 0-15% off target (yellow);
more than 15% off target (red). The department’s SOC manual is much more in-depth as a tool
for appraising the effectiveness of the EMS operations program in that LVFR includes
performance expectations for all service levels (low, moderate, high risk medical incidents) and
effectiveness is determined by comparing performance against baseline standards. Both
appraisal systems use a 90th percentile (fractile) performance expectation.
Appraisal
Since Performance Plus was implemented in 2007, LVFR has reported program data to City
Management quarterly. The stop-light appraisal system provided simple, easily understood
methods that measured achievement of or progress toward annual goals. LVFR has focused on
its Utstein cardiac arrest survival rates (survival to hospital discharge for witnessed, ventricular
fibrillation/tachycardic arrests) as measure of effectiveness. As of August 2008, Utstein survival
was 5% and at the end of fiscal year 2011, Utstein survival was 23.1%. LVFR conducted
research that measured the prevalence of dispatch-aided CPR instructions for cardiac arrest
victims and found that dispatch-aided CPR rates were approximately 40%. LVFR identified
reasons why dispatchers missed signs of cardiac arrest. This work was presented at the National
Association of EMS Physicians annual meeting in January 2011 and published in Prehospital
Emergency Care.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5G-19
Plan
The Medical Services Division will continue monthly, quarterly, and annual appraisal of the
EMS program, as related to system performance. When necessary, it will modify strategic
measures and/or targets to encourage innovation and creativity in meeting Department goals.
The department will continue to develop its standards of cover using CFAI direction and assess
effectiveness within published guidelines. Before the end of calendar year 2011, the department
will implement a novel dispatch protocol to increase dispatcher recognition of agonal
respirations that requires communication specialists to interrogate all calls in which victims are
unconscious but breathing using the agonal respiration tool.
References
Strategic business plan – Fire operations program, FY2012, page 10
LVFR standards of cover manual, 2011 edition, Section C: Community expectations and
performance goals, pages C10-C13
Performance Plus presentations: EMS operations, FY2010 and FY2011
Utstein survival data, FY2011
Prehospital Emergency Care poster and abstract
Agonal tool screenshot
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-2
Criterion 5H: Domestic Preparedness Planning and Response
The agency operates an all-hazards preparedness program that includes a coordinated multi-
agency response plan, designed to protect the community from terrorist threats or attacks, major
disasters, and other large-scale emergencies occurring at or in the immediate area.
Summary:
The City’s Office of Emergency Management (OEM) coordinates preparedness for any major
emergency or disaster affecting the City of Las Vegas. More specifically, the OEM:
• Develops, revises, and exercises Las Vegas' emergency plan and related plans in
coordination with other city departments and allied agencies.
• Manages the city's emergency operations center (EOC) to provide a coordinated response
to disasters and other emergencies.
• Plans, conducts, and coordinates disaster preparedness exercises for city personnel and
allied agencies.
• Develops and maintains mutual aid agreements with other municipalities and other
governmental entities in the state.
• Serves as the City's liaison to other agencies relative to emergency preparedness matters,
including the Federal Emergency Management Agency (FEMA), Nevada Division of
Emergency Management, and the countywide multi-jurisdictional local emergency
planning committee.
References
City of Las Vegas All-Hazard Emergency Operations Plan
LVFR Emergency Support Function Plan
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-3
CC 5H.1 The agency publishes an all-hazards plan that defines roles and
responsibilities of all participating departments and/or external agencies. An appropriate
multi-agency organizational structure is identified and authorized to carry out the all-
hazards plan predetermined functions and duties.
Description
The City of Las Vegas all-hazards emergency operations plan (EOP) describes the organization
and arrangement by which the city addresses emergencies across the emergency management
spectrum of mitigation, preparedness, response, and recovery. The City of Las Vegas Office of
Emergency Management reviews, updates, and publishes the EOP on a continuous basis, but not
less than bi-annually. The City’s management committee for emergency operations reviews and
approves the EOP and the Mayor and City Manager sign a “Letter of Promulgation.”
The emergency operational plan (EOP) organizational structure is consistent with the National
Incident Management System (NIMS). The NIMS is the basic tenant of the EOP organizational
model and includes complete integration of the incident command system (ICS) to structure the
emergency operations center’s (EOC’s) coordination support role.
Appraisal
Las Vegas Fire & Rescue’s role and responsibilities have been articulated in the EOP. The EOP
was modified and updated in 2010, which included refined primary and secondary tasks for
LVFR. Personnel and resources were assigned to specific emergency support functions (ESF’s)
that met the City Manager’s requirement for all departments to update and ensure relevancy of
the program. The State of Nevada Division of Emergency Management (NDEM) has reviewed
the EOP annually and it has complied with Nevada Revised Statutes (NRS) 239C Homeland
security and 414.090 Local organization for emergency management. LVFR has complied with
Homeland Security Presidential Directive (HSPD)-5 by adhering to the NIMS and ICS models.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-4
Plan
The Department will continue to carry out its roles and responsibilities as defined in the EOP in
support of all City emergency operations. The Department will continue to manage emergency
functions and duties by using the NIMS.
References
City of Las Vegas All-Hazard Emergency Operations Plan
Emergency operations center organizational chart (CLV All-Hazard EOP .pdf page 39)
Incident command system organizational chart (CLV All-Hazard EOP .pdf page 32)
NRS 239C.050 Homeland security general utility
NRS 414.090 Local organization for emergency management
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-5
5H.2 The agency is compliant with the National Incident Management System 1
(NIMS) and its
operational methods are compatible with all external response agencies.
Description
Las Vegas Fire & Rescue trains and operates using the NIMS guidelines. The Department
requires each firefighter complete ICS 100 and 700, each Fire Captain complete ICS 100, 200,
700, and 800, and each Battalion Chief and above complete ICS 100, 200, 300, 400, 700, and
800. In addition many staff officers participate with other agency staff officers and personnel as
an incident management team.
Appraisal
Over several years, LVFR placed a focused effort on meeting minimum requirements for NIMS
ICS training and is pleased with the level of training and compliance. Incident response has
shown that concepts and terminology are consistent throughout the Department and other Valley
fire departments. Joint training has been conducted with external agencies and an officer
development program has been initiated to train all future leaders.
Plan
LVFR training center personnel will be responsible for tracking completed NIMS training and
verifying compliance. Training center personnel will also be responsible to notify newly
promoted personnel of their responsibilities. The Department will continue to participate in joint
training.
References
NIMS certification report
1 Federal Emergency Management Agency, Retrieved May 26, 2009 from About the National Incident
Management System (NIMS) Web Site: http://www.fema.gov/emergency/nims/AboutNIMS.shtm
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-6
5H.3 The necessary outside agency support is identified and documented
.
Description
The Emergency Support Function section of the Las Vegas All-Hazard Emergency Operation
Plan (EOP) provides readily accessible information on outside agency support for specific
emergencies. The Recovery section provides information relative to recovery operations
following emergencies and the programs of assistance that can be made available through
outside agency support. External agency agreements such as the interlocal between LVFR and
the Las Vegas Metropolitan Police Department (Metro) for the purpose of developing a multi-
agency all-hazard and terrorism prevention task force (ARMOR) and the Nevada Emergency
Management Assistance Compact (NEMAC) ensure that outside resources needed to respond
and mitigate disasters are available on short notice. These documents also identify resources
needed from Las Vegas Fire & Rescue.
Appraisal
Las Vegas Fire & Rescue has maintained external agency agreements with outside agencies that
have ensured that during large-scale disasters, potential resources are available. Agreements
have also detailed what LVFR has been obligated to provide to outside agencies in need.
Agencies that have entered into agreements with the City of Las Vegas through Las Vegas Fire
& Rescue have complied with NRS 414.100 Emergency Management – Agreements for
reciprocal aid.
Plan
The Department will continue to monitor the effectiveness of all agreements with outside
agencies to ensure resources are available in a timely manner.
References
External agency agreements: ARMOR and NEMAC
NRS 414.100 Emergency management – agreements for reciprocal aid
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-7
CC 5H.4 Current standard operating procedures or general guidelines are in place
to
direct domestic preparedness planning and response activities.
Description
Weapons of mass destruction (chemical warfare agents, biological agents and radioactive
materials), and explosives (bombs) have been a major concern for Las Vegas Fire & Rescue.
Management of an incident involving these types of hazards can be conducted in a manner
similar to managing a conventional hazardous materials incident. Unique challenges may be
present such as a lack of information, mass casualties, multiple sites, large-scale crime scene, or
a direct attack on public safety facilities or personnel.
Standard Operating Procedure 205.00 Hazardous Materials Emergency Response Plan details the
three (3) levels of escalating response. The Department trains personnel to recognize incident
level, personnel requirements, and additional equipment or personnel needed when an incident
escalates. The Clark County Local Emergency Planning Committee (LEPC) Hazardous
Materials Emergency Response Plan outlines these three levels. In addition, the regional
Terrorism Incident Response annex identifies standard operating procedures and methods for
these types of incidents.
Appraisal
All fire department personnel have been trained using SOP 205.00 and the Clark County LEPC
Hazardous Materials Emergency Response Plan.
Plan
The Department will continue to monitor and revise standard operating procedures and methods
as needed.
References
Standard operating procedure 205.00 Hazardous materials emergency response plan
Clark County LEPC HazMat emergency response plan
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-8
CC 5H.5 Processes are in place to provide for interoperability with other public safety
agencies in the field including
portable, mobile, and fixed communications systems, tools,
and equipment.
Description
Most public safety agencies in the Las Vegas area, including Las Vegas Fire & Rescue, use the
Southern Nevada Area Communication Council (SNACC) radio system as a standardized
communication platform. SNACC operates an 800-megahertz public safety truncated
communication system. For the purpose of interoperability, SNACC has the ability to
communicate with other agencies not on the 800-megahertz system via fixed-based repeaters.
LVFR’s combined communication center (fire alarm office) operates two (2) ACU-1000
interoperability units that enable pre-determined and “on-the-fly” patching of diverse radio
frequencies. One unit is housed permanently at Fire Station 2. The other is mounted in the
Department’s mobile command unit allowing mobilization of this interoperability utility
anywhere in the City’s jurisdiction, or as needed during automatic/mutual aid responses.
Appraisal
The system has provided adequate communication for public safety agencies operating on the
regional SNACC system. Las Vegas Metropolitan Police Department (Metro) upgraded its
system, but it did not enhance interoperable capabilities. Tactical channels (8 call and 8 tac)
have been available in Southern Nevada for communications between police and fire, but not
used successfully.
Plan
The Department will continue to use the various communication systems and upgrade as needed.
The Department continues to work with the Metro to implement a Command Net frequency for
law enforcement, fire service, and public works agencies so command-level personnel can
communicate. LVFR will continue to pursue training among agencies to use available resources.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-9
References
Southern Nevada Area Communication Council brochure (available on site)
Fleet map
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-10
5H.6 A process is in place to record information and provide data on needed resources
, scope,
nature of the event, and field resources deployment.
Description
The Basic and Emergency Support Function (Emergency Management) sections of the Las
Vegas All-Hazard Emergency Operations Plan describe the information collection and
distribution system. They outline the responsibility for the collection, evaluation, and display of
incident situation information, preparing situation status reports, maintaining status of resources,
and developing incident action plans as needed. Initial response officers manually fill out
tactical worksheets that meet the ICS requirements for accountability and resource allocation.
As an incident escalates assignments are made that include a planning section that will
coordinate completion and accuracy of ICS forms while initiating the planning cycle. Combined
Communications Center personnel track all units on scene, as well as benchmarks for the
incident and any emergency radio traffic issues.
The Communication Center’s web-based computer aided dispatch (CAD) system (TriTech)
selects and tracks resources assigned to emergency incidents. Web-based utilities assess the
status of incidents and resources available to personnel in the City’s emergency operations center
(EOC) or from any computer with Internet access.
Appraisal
Initial tactical worksheets have been used by Las Vegas Fire & Rescue to manually record data
and display information regarding resources and assignments. The web-based CAD utility used
by the FAO has tracked resources and recorded incident information.
Plan
The Department will continue to use FAO capabilities, as well as manual tracking via tactical
worksheets and ICS forms, to monitor resources as the incident progresses.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-11
References
Southern Nevada Fire Operations incident command worksheet
ICS forms (LVFR Emergency Support Functions pages 42-55)
City of Las Vegas All-Hazard Emergency Operations Plan – Basic and emergency support
functions sections (CLV All-Hazard EOP .pdf pages 6-113)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-12
5H.7 The agency periodically conducts operational tests of and evaluates the all-hazards plan
and the domestic preparedness program
.
Description
The All-hazards Emergency Operations Plan is the primary responsibility of the City of Las
Vegas Emergency Manager. City of Las Vegas Emergency Management conducts periodic
operational tests and/or training activities throughout the year to maintain operational readiness
and to validate the currency and accuracy of emergency plans. The frequency of training
activities varies by City department based on the levels of involvement in emergency operations.
Typical training exercises include seminars, workshops, drills, tabletop exercises, functional
exercises, and full-scale exercises.
Appraisal
LVFR along with other City departments and local entities have participated in small-scale live
events that have included floods and wild-land fires along with multiple tabletop exercises and
special events that have tested to some degree many emergency support functions throughout the
city and the county. Despite budget constraints and limitations, LVFR has networked with
multiple valley wide agencies to meet plan requirements and has ensured validity of the process.
Plan
The Fire Department will continue to work with the City emergency manager and other local
entities to ensure the all hazards plan and response to domestic incidents are safe and effective.
References
City of Las Vegas All-Hazards Emergency Operations Plan
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5H-13
5H.8 The agency conducts and documents a vulnerability assessment and has operational plans
to protect and secure the agency’s specific critical infrastructure
, including but not limited to
materials and supplies, apparatus and facilities security, fuel, and information systems.
Description
LVFR participates in a valley wide program called Silver Shield. Silver Shield representatives
provide training and resources to the Department, the City and entities throughout the valley to
ensure awareness of critical infrastructure and vulnerabilities. A valley-wide grant process funds
Silver Shield and is available to each entity to aid in identifying critical infrastructure. Silver
Shield provides a program that will take a Department through a complete vulnerability
assessment and keep vital information on hand and available in case of an emergency.
Appraisal
The vulnerability assessment has been helpful to the organizations but not necessarily to the first
responder. The concept of focusing on critical infrastructure and completing assessments on
those areas helped entities commit resources to high threat areas and reduced the potential effects
of a terrorist type attack. A vulnerability assessment has been completed on LVFR headquarters
and other city properties.
Plan
The Department will continue its relationship with Silver Shield and Valley-wide entities to
enhance safety and security of critical infrastructure.
References
Silver Shield explanation and brochure
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5I-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5I-2
Criterion 5I: Aviation Rescue and Fire Fighting Services
The agency operates an adequate, effective, and efficient program directed toward an aviation
accident or incident occurring at, or in the immediate area. This criterion report should be
completed by agencies that have direct responsibility for operating programs that provide
aircraft crash/rescue protection on airfields, or that have identified an aircraft emergency in the
immediate area as a highly probable hazard in Category II, “Assessment and Planning.” Simply
because aircraft fly over the jurisdiction is not reason enough to require this criterion be
completed. If the agency determines this criterion is not applicable, the agency should still
provide a brief explanation of why it does not provide this program.
Summary:
Las Vegas Fire & Rescue does not have direct responsibility to provide aircraft crash and rescue
protection on any airfield in the Las Vegas Valley, but can respond to an incident within the
parameters of automatic aid. LVFR does not have aviation rescue or firefighting equipment, but
participates in aircraft rescue fire fighting familiarization provided by the North Las Vegas
airport and Clark County Fire Department (for McCarran international airport).
References
Clark County Fire Department ARFF familiarization
North Las Vegas ARFF familiarization
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5J-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5J-2
Criterion 5J: Marine and Shipboard Rescue and Fire Fighting Services
The agency operates an adequate, effective, and efficient program directed toward a marine or
shipboard fire or incident occurring at or in the immediate area.
This criterion report applies to agencies that have direct responsibility for operating programs
that provide marine or shipboard fire fighting and/or rescue services, or that have identified a
marine emergency in the immediate area as a highly probable hazard in Category II -
Assessment and Planning.
If the agency determines this criterion is not applicable, the agency should still provide a brief
explanation of why it does not provide this program.
Summary:
Las Vegas Fire & Rescue does not have direct responsibility to provide marine or shipboard fire
fighting and/or rescue services nor is there demand for these services within its primary response
jurisdiction.
References
N/A
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-1
Category V: Programs This category is defined as the services, activities and responses provided by the agency for the
community or facility that are designed, organized, and operated in compliance with the
agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,
appraises the level of proficiency with which personnel actually perform within these programs.
The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,
methods, and results of programs. For purposes of accreditation, these terms are defined within
the glossary.
The agency’s mission, goals, and objectives should determine the applicability of all the listed
programs. The agency should decide the relevancy of each criterion in their self-assessment
report. For criterion in Category V, “Programs,” that are not applicable to the agency; the
agency should briefly explain why it does not provide this program.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-2
Criterion 5K: Bomb Squad Services
The agency operates an adequate, effective, and efficient program directed toward an explosive
device incident occurring at or in the immediate area.
This criterion report applies to agencies that have direct responsibility for operating programs
that provide explosive device or related response services, or that have identified an explosive
device or related emergency in the immediate area as a highly probable hazard in Category II -
Assessment and Planning.
Summary:
Las Vegas Fire & Rescue provides Bomb Squad Services as the accredited bomb squad.
Accreditation is sponsored by the Federal Bureau of Investigation, Hazardous Device Operations
Center, Hazardous Devices School, located on the U.S. Army’s Redstone Arsenal, in Huntsville,
Alabama. The bomb squad is responsible for rendering safe improvised explosive devices,
deteriorated explosives, and conducting post blast bombing investigations.
The Bomb Squad services Clark, Nye, and Lincoln counties in southern Nevada to include the
municipal jurisdictions in those counties as well. The Bomb Squad also services portions of
southern California and western Utah and Arizona, when requested.
Las Vegas Fire & Rescue has maintained and supported a bomb squad since 1973. Las Vegas
Fire & Rescue was one of ten (10) original agencies that in 1987 developed national standards
for the bomb squad community in a document that would become known as 87-4. This
document has progressed over the years to what is now known collectively as The National
Guidelines for Bomb Technicians. Las Vegas Fire & Rescue Bomb Squad operates under The
National Guidelines for Bomb Technicians in its response to explosive devices.
Reference
Accreditation certificate
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-3
CC 5K.1 Given the agency’s standards of response coverage and emergency
deployment objectives, the agency meets its staffing, response time, apparatus and
equipment deployment objectives for each type and magnitude of Bomb Squad emergency
incidents
.
Description
Las Vegas Fire & Rescue provides a full time fire investigations – bomb squad unit for
community response in all of southern Nevada (Clark, Lincoln, and Nye counties) and parts of
Arizona and California, by request. The bomb squad consists of thirteen members. One
battalion chief, four senior bomb technicians, and eight bomb technicians staff the unit. The
bomb squad deploys equipment and staffing based on the requirements put forth in the National
Guidelines for Bomb Technicians and National Strategic Plan for U.S. Bomb Squads. Las Vegas
Fire & Rescue bomb squad is a tiered response group that uses individual equipment and
vehicles, robots, and heavy equipment to address the current threats that improvised explosive
devices pose. In accordance of standard operating procedure 202.60 Tactical guidelines for
explosive-related responses, Section III.C, when the bomb squad operates at the scene of a
suspect item, one engine company and one advanced life support, transport-capable rescue stages
on the perimeter to provide for the immediate rescue of bomb squad personnel in the event of an
emergency.
LVFR assesses total response time using the 90th
percentile (fractile) performance expectation
for all explosive-related response. Baseline performance presented in the 2011 edition of the
standards of cover represents overall performance between fiscal year (July 1 – June 30) 2007
through 2011. Total response time performance for the first emergency response vehicle, staffed
with either four firefighters or one bomb technician, arrives on scene to explosive ordinance /
bomb-related incidents in populated areas within 63:34.
Appraisal
Based on established deployment to explosive-related risks, has achieved an effective response
force and responded a minimum of one bomb technician to incidents for which the services of
the bomb squad were requested. Between fiscal year 2007 and fiscal year 2011, LVFR was
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-4
assigned to 346 explosive-related incidents in the City of Las Vegas (Standards of Cover, Table
51).
Plan
Las Vegas Fire & Rescue will continue to follow the National Guidelines for Bomb Technicians
and the National Strategic Plan for U.S. Bomb Squads as guidelines for strategic led initiatives
that keep the bomb squad aligned with national protocols. Considering the factors involved in
the variety of calls for service and response area for which the bomb squad is responsible, the
first emergency response vehicle, staffed with either four firefighters or one bomb technician,
will arrive on scene to any explosive ordinance / bomb-related incident in populated areas of the
City of Las Vegas within a reasonable total response time.
References
National Guidelines for Bomb Technicians (available on site - Law Enforcement Sensitive
[LES])
National Strategic Plan for U.S. Bomb Squads (available on site - Law Enforcement Sensitive
[LES])
Standard operating procedure 202.60 Tactical guidelines for explosive-related responses section
III.C.)
Standards of cover manual, 2011 edition, Section C: Community expectations and performance
goals, pages C24; Section D: Risk assessment, pages D44-D48; Section F: Performance
objectives and performance measures, pages F13; and Section E: Historic perspective and
system performance, Table 51
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-5
5K.2 The agency defines and provides appropriate and adequate equipment
to accomplish the
stated level of response for bomb squad incidents and to be compliant with local, state/provincial
and national standards.
Description
The Bureau of Fire Investigations – Bomb Squad has offices, vehicles, and fire/explosion scene
equipment necessary to accomplish the tasks of its mission. Unit personnel have desktop and
mobile laptop computers, cellular phones, pagers, digital cameras, response vehicles, and safety
equipment to include Nomex jumpsuits, fire boots, helmets, gloves, Air Purifying Respirators
(APR’s), evidence collection kits, and Bureau forms. Specifically, the bomb squad operates
under the National Guidelines for Bomb Technicians and supersedes the recommended
equipment standards according to the national guidelines.
Appraisal
The Bureau of Fire Investigations – Bomb Squad Unit has been well equipped. All bomb
technicians have been issued individual equipment. In the years 2005 through 2010, the Unit
obtained grant funding and purchased individual response vehicles for personnel to
accommodate explosive device responses.
Plan
The Unit will continue to provide personnel with supplies and equipment necessary to achieve
program and Department goals. The Unit will continue to budget for a major fire scene response
vehicle capable of being equipped with evidence supplies, shovels, rakes, heavy equipment such
as Amkus cutting tools, generators, and lighting systems.
References
National Guidelines for Bomb Technicians (available on site only - Law Enforcement Sensitive
[LES])
Fire investigations / Bomb Squad weekly apparatus maintenance schedule
Fire investigations – Bomb Squad equipment inventory list (available on site only – Operational
Security [OPSEC])
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-6
5K.3 Supplies and materials allocation is based on established objectives, is appropriate to
meet bomb squad operational needs
, and is compliant with local, state/provincial and national
standards.
Description
The Bomb Squad Unit, through budgets supplies and materials by considering historic criteria
such as budget analysis, calls for service, and general needs of the unit.
Appraisal
The Fire Investigations – Bomb squad supervisor has established an annual budget for the Unit
that detailed funding for supplies and materials and ensured the allocation, purchase, and
delivery of consumables necessary to run the Unit.
Plan
The Fire Investigations – Bomb squad supervisor will continue to budget annually and make
objective findings about necessary supplies and materials to meet the needs of the Unit.
References
Fire investigations – Bomb squad budget request (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-7
CC 5K.4 Current standard operating procedure or general guidelines are in place
to
direct bomb squad activities.
Description
The Bureau of Fire Investigations – Bomb Squad operates within the parameters outlined in
Standard Operating Procedures 600.00 - 630.10 inclusively and 630.00-630.10 specifically for
the Bomb Squad. The Unit also operates under Las Vegas Fire & Rescue Rules and Regulations
and related Manuals of Operations. The Unit uses a Field Training Program (FTP) that entails a
two-tier probationary period wherein candidates promoted into the Unit must demonstrate
knowledge and complete graded practical examinations for a period of sixty shifts. The FTP
consists of assertive and concentrated training in fire and explosion Origin and Cause
Investigations, Principles of Law Enforcement, and Bomb Squad Operations.
Appraisal
The Bomb Squad has implemented standard operating procedures to direct Unit activities. The
Field Training Program was developed in 1995 and revised in 1999 under the guidelines of
NFPA 921 Guide for Fire and Explosion Investigations and NFPA 1033, Professional
Qualification for Fire Investigator. The FTP was last revised in 1999 and an update to 2009 and
2011 NFPA material, respectively, warranted.
Plan
The Bureau of Fire Investigation – Bomb Squad will continue to review its standard operating
procedures as needed to remain current with industry best practices or based on Department
goals. The bomb squad commander will be responsible to update its training program by the end
of fiscal year 2012.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-8
References
Standard operating procedures 600 Series – Fire investigations (630 series available on site
[access limited])
Field training program (available on site [access limited])
NFPA 921 Guide for fire and explosion investigations, 2011 edition
NFPA 1033 Standard for professional qualifications for fire investigator, 2009 edition
Standard operating procedures 630 Series – Bomb squad (available on site [access to 630 series
is limited])
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-9
5K.5 The agency’s information system allows for documentation and analysis
of the bomb
squad services program.
Description
The Bureau of Fire Investigations – Bomb Squad uses electronic media to host its working
forms, incident reports, and photographs. Reports and photographs are available instantly for
reporting information, data collection, and analysis. Monthly Statistics and Uniform Crime
Reporting is sent directly to the Nevada state repository for criminal data information. This
system is on City of Las Vegas servers and is only accessible to authorized personnel.
Appraisal
In 2002, the Unit started storing all Bureau information including forms, reports, and
photographs electronically. Paper reports and photographs from 2002 and earlier have been
stored at Station 102 in locked file cabinets. In 2008, the unit implemented FireFiles, a reporting
software engineered and delivered specifically for tracking fire investigation and bomb squad
responses, which provided the unit a more modern electronic method with which to document
program activities.
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to use electronic storage and
retrieval for its documentation of fire and explosive scenes.
References
FireFiles software manual (available on site [access limited])
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-10
CC 5K.6 An appraisal is conducted
, at least annually, to determine the effectiveness of
the bomb squad program.
Description
Las Vegas Fire & Rescue conducts monthly and annual performance appraisals of its bomb
squad unit via the City’s performance plus strategic planning initiative and the Commission on
Fire Accreditation International (CFAI) standards of cover risk assessment process. With
regards to the strategic business plan, the bomb squad unit is part of the Special Operations
program in the Emergency Services Line of Business. Reports include calls for service,
significant accomplishments, interagency training and operations, and any other relevant
information for the fire chief and city management. Within LVFR’s standards of cover manual,
the unit reports 90th percentile (fractile) baseline performance.
Appraisal
The bomb squad commander has tracked, compiled, and reported bomb squad activities and
reported these as a measurement of effectiveness. They have included accomplishments related
to training and interagency cooperation, call volume statistics, training hours completed, and
arson cases cleared by arrest. Summaries have also included the number of fatalities and
Uniform Crime Reporting data. In 2010, all members of the Unit became credentialed federal
marshals through a Memorandum of Understanding between Las Vegas Fire & Rescue and the
Federal Bureau of Investigations (FBI) that increased the effectiveness of the unit in that it
provided deputized authority to the bomb squad when acting under the direction and authority of
the FBI (purpose and mission, page 1).
Plan
The Bureau of Fire Investigations – Bomb Squad will continue to review its accomplishments,
statistics for call volume, calls for service and percentage of arrest cases/Uniform Crime
Reporting data to determine its effectiveness in the community and efficiency as a Unit. The
Unit will use this appraisal to forecast needed personnel, equipment, and resources and
incorporate these assets into its strategic plan.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
5K-11
References
Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010
Memorandum of Understanding with FBI
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Category VI: Physical Resources Physical resources are defined as the fire stations, training facilities, fire apparatus and other
capital expenditures and outlays that make up the property assets of an agency. Special attention
is required to obtain and maintain appropriate quality physical resources.
Facilities that are leased and/or jointly operated may also be considered for agency use if this is
accomplished in accordance with properly adopted and clearly established policies.
If work is contracted outside the agency and/or to another department within the a parent agency,
it is incumbent on the agency to ensure that facilities, equipment, staff, record keeping, and
procedures are consistent with the performance indicators and core competencies listed herein.
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Criterion 6A: Physical Resources Plan
Development and use of physical resources is consistent with the agency’s established plans. A
systematic and planned approach to the future development of facilities is in place.
Summary:
Staff from several departments throughout the City evaluate resource needs, design facilities,
locate and acquire appropriate sites, and supervise the construction. Management oversight
consists of review of the strategic/long range plans for facilities and the approval of projects
through the budgetary process. Service demands, deployment gaps, and the availability of
property are considered in site selection for emergency facilities. The Department does an
effective job of coordinating all aspects of planning and development of physical resources.
Historically, the planning and development of physical resources was an ongoing process, driven
by community growth and the need to replace aging facilities. The recent economic downturn
has challenged LVFR’s ability to plan for future facilities and has required innovative thinking
and community involvement.
References
City of Las Vegas capital improvement plan map
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6A.1 The development, construction, or purchase of physical resources is consistent with the
agency’s goals and the strategic plan.
Description
LVFR uses a strategic planning process and institutional knowledge to ensure physical resources
meet the agencies goals and ensures the Department provides the appropriate services to its
community. Planning for future fire station construction can be found in the City’s 5-year capital
improvement project (CIP) plan FY2012-2016 and the Section H: Overall evaluation of the
standards of cover, 2011 edition. The strategic business plan is customer-focused and contains
performance measures for the services LVFR provides the community; therefore, it does not
contain specifics regarding development, construction, or purchase of physical resources.
Appraisal
The economic slump that started in 2007 delayed the development, construction, and/or funding
of some physical resources (new fire stations, replacement apparatus) identified through LVFR’s
capital improvement project planning. Timelines were modified based on city revenues and
available bond monies. The Department managed to achieve a goal for a new fire station by
applying innovative thinking and community involvement to capital projects. In 2010, LVFR,
the City of Las Vegas, and the Community College of Southern Nevada completed a joint project
of a fire station with classrooms that acts as an education center while providing emergency
response. Construction costs were shared in return for LVFR providing instructors to the fire
sciences program.
Plan
The Department will continue to monitor growth, development and the impact on service
delivery and forecast the need for physical resources through planning of capital improvement
projects and its standards of cover manual. The Department will work through City management
to develop public safety sites by engaging builders/developers in the process to ensure that future
resources are in line with goals.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52)
Las Vegas Fire & Rescue strategic business plan FY2012
LVFR Standards of cover manual, 2011 edition, Section H: Overall evaluation
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6A.2 The governing body, administration, and staff are involved in the planning
for physical facilities
.
Description
The planning for physical facilities involves many personnel. City management approves the
acquisition of land. Fire department administration reviews the potential sites and selects those
that provide adequate access and meet the parameters for station location (primarily locations
that serve to fill deployment gaps). Plans for future physical facilities are kept in the 5-year
capital improvement project (CIP) plan FY2012-16, page 43, LVFR future fire station master
plan map, and standards of cover manual, Section H: Overall evaluation, page H-4.
GIS personnel map potential station sites to determine coverage including 4-minute demand zone
for each potential site. City management and the Council, through the budget process, have the
final say on building both emergency and non-emergency facilities.
The support services division oversees the planning process, with review by executive staff and
the fire chief. The City’s architectural services division designs and administers the building
projects along with the fire department’s construction project coordinator. The Department
solicits feedback from station personnel and incorporates it into routine re-designs of the
building plans.
Appraisal
The system for planning and construction of facilities has involved the governing body,
administration, and line staff. Since 2005, the following physical facilities have been planned
and executed due to the efforts of many levels of personnel: Fire Station 8 (Sep. 2005), Fire
Station 47 (Sep 2007), Temporary Fire Station 101 (May 2008), Fire Station 48 (2008). LVFR’s
Support Services has guided the planning process through the 5-Year Capital Fire Station
Schedule last updated December, 2008. New Fire Station 6 was completed early (August 2010)
and under budget. Three new two-bay fire stations (106,107, 108) were funded and two (106
and 107) broke ground in 2011. All three will be completed by FY2014. A partial renovation at
Fire Station 103 was funded and completed earlier than planned due to losing the City central
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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stores function. Fire Station 49, 143, and 101, with projected completion dates of 2013 and
2014, have not been funded.
Plan
The Department will continue to coordinate with administration, staff, and the governing body in
facility planning and development, as funding is made available to complete Capital
Improvement Projects. This coordination will include, but will not be limited to, pre-design,
design, permitting, bidding, construction, closeout, and warranty.
References
5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52)
LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation
LVFR fire station master plan map
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 6B: Fixed Facilities
Fixed facility resources are designed, maintained, managed, and adequate to meet the agency’s
goals and objectives.
Summary:
Fixed facility resources are designed, maintained, and managed to meet the Department’s
mission statement, goals, and objectives. New stations are designed and constructed to meet
current and future growth. Some of the fixed facilities are old but still allow the Department to
meet its goals and objectives. In the past five years, the Department constructed and opened four
new fire stations. Construction of two additional fire stations began in fiscal year 2012 and a
third will begin construction in fiscal year 2013. Fiscal constraints limit the agency’s ability to
meet all of its requested capital projects.
The Department will continue to design, construct, and maintain adequate facilities to meet the
Department’s mission and goals within fiscal constraints. The Department will continue to seek
funds to build new facilities.
References
Map of existing and proposed fire stations
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6B.1 Each facility has adequate space for agency functions
(e.g., operations, fire prevention,
training, support services, administration, etc.)
Description
Las Vegas Fire & Rescue has adequate space for all divisions and agency functions. This
includes fire stations, training center, fire equipment service center, and the central
administration building that houses fire administration, the combined communication center (fire
alarm office), and fire prevention.
Appraisal
Fire Department facilities have provided adequate space for agency functions. In 2007, the
Communication Center was remodeled, which increased the number of workstations from 10 to
14. Reduced staffing levels in administrative positions increased open space in the central
administration building.
Plan
The Department will monitor existing facility space and if necessary budget for expansions
and/or improvements.
References
Communication center layout
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6B.2 Buildings and outbuildings are clean and in good repair and the surrounding grounds are
well kept. Maintenance is conducted in a systematic and planned manner
.
Description
On duty fire personnel are responsible for the building cleaning and general upkeep of fire
stations as put forth in standard operating procedure 409.01 Station safety. Captains are
responsible for completing a workplace inspection form at a minimum of once monthly and
requesting needed repairs through the maintenance request form. A contract cleaning company
cleans the central fire administration building and support facilities. Private contractors provide
specialized equipment, building repair, and other services for which the City of Las Vegas
cannot supply. The Department uses the City’s facilities management section for larger projects
and repairs, as detailed in SOP 301.01 Maintenance facilities and communication devices.
Appraisal
In 2009, the City reduced grounds-keeping staff, which caused a change fire station grounds
maintenance. The ability of the captain to submit maintenance requests directly to support
services streamlined the process, but reduced staffing increased turn-around times for those
requests handled through the maintenance request process. The lack of grounds-keeping
provided by City employees has impacted landscaping maintenance negatively.
Plan
The Department will continue to ensure that the fire crews keep fire stations clean and report
issues needing repair using the maintenance request form and submittal process. It will continue
to seek solutions to ground maintenance issues caused by the reduction in City personnel.
References
Standard operating procedure 301.01 Maintenance facilities and communication devices
Standard operating procedure 409.01 Station safety
Maintenance request form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6B.3 Physical facilities are adequate
and properly distributed in accordance with
stated service level objectives and standards of response coverage.
Description
The Department constructs fire stations in the most appropriate locations in order to have a
positive impact on service level objectives, which are primarily to afford residents and visitors
with timely and adequate emergency response. Service demands, deployment gaps, and the
availability of property are the driving factors in site selection for emergency facilities. LVFR
deploys 19 engines, 6 trucks, and 20 transport-capable rescues out of 17 fire stations.
Historically, each fire station houses at a minimum one engine company and one transport
capable rescue unit. The department uses GIS technology to establish four-minute travel time
zones (response or demand zones) around each fire station to determine distribution of front-line
resources.
Appraisal
Using the deployment model of a four-minute travel time response/demand zone, LVFR has
achieved distribution coverage for front-line emergency response apparatus to 86.13 square miles
or 64.66% of its jurisdiction. When the unpopulated fire districts (34) are excluded, the
distribution coverage increased to 86.82%. Despite being rated by the ISO as behind in Item 513
– Credit for Engine Companies and Item 549 – Credit for Ladder Service, LVFR has provided
response coverage to the majority of its populated service area and achieved high customer
satisfaction, as noted in the Your City Your Way survey (Summary of major findings, page 9;
Appendix 2, page 41; Appendix 3, page 42).
Plan
The Department will continue the ongoing process of design, bid, build, and/or construction
management to place additional facilities in areas that increase overall distribution coverage in
the City of Las Vegas when monies are available. The three additional fire stations, in varying
stages of design construction in fiscal year 2012 will, when completed, add 20.07 square miles of
coverage to the distribution of existing resources/demand zones the City of Las Vegas
(Distribution measure comparison by demand zone).
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
6-11
References
Map of existing and proposed fire stations
ISO classification notification, page 17 and 20
Your City Your Way survey
Distribution measure comparison by demand zone
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
6-12
CC 6B.4 Facilities comply
with federal, state/provincial and local codes and
regulations.
Description
The City’s Building and Safety Department and the Fire Protection Engineering section review
all plans to ensure that adopted building and fire codes are met in the submitted plans. All fire
department facilities are then constructed to the standard of the building and fire code in place at
the time of design and construction. Company officers conduct periodic safety inspections of
fire facilities and are responsible to ensure concerns are self-corrected, submitted to Facilities
Management in the form of a work order, or taken to the Safety Committee for action. The Las
Vegas Fire & Rescue’s support services division coordinates fire facility maintenance, new fire
stations plans and construction schedules, remodel of fire facilities, and special equipment. The
City’s Facilities Management Division is responsible for the maintenance of all existing city
facilities. The City’s Safety/Loss Control officer coordinates annual facility safety inspection
using State of Nevada, Occupational Safety and Health Administration, General Industry
Standard 29, CFR 1910.134, 1910.1200, 1910.1020 standards and National Fire Protection
Association (NFPA) Standard on Fire Department Occupational Safety and Health Program,
which generates a hazard identification survey. Survey recommendations are assigned to the
appropriate City department for completion.
Appraisal
All fire department facilities have been approved and constructed based on the building and fire
codes adopted at the time of construction, as evidenced by received a Certificate of Occupancy.
The City’s safety/loss control officer has conducted facility inspections within the city’s adopted
guidelines and provided the department with safety survey results for mitigation of concerns.
Plan
The Department will continue to work within the regulations, policies, and procedures
established by Las Vegas Fire & Rescue Support Services Division and City Facilities
Management Division for the construction and maintenance standards of fire department
facilities.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Occupational Safety and Health Administration, General Industry Standard 29 CFR 1910.134,
1910.1200, 1910.1020
NFPA 1500 Standard on fire department occupational safety and health program, 2007 ed.
Example safety survey results: Station 8
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
6-14
Criterion 6C: Apparatus and Vehicles
Apparatus resources are designed and purchased to be adequate to meet the agency’s goals and
objectives.
Summary:
When writing apparatus specifications, Las Vegas Fire & Rescue follows NFPA 1901, which is a
recognized industry standard and meets community needs. A Specification Committee reviews
and evaluates new technology and needs as described above. The Department has developed a
replacement schedule for emergency response and support vehicles. This schedule reflects the
service performed by the vehicle, accumulated mileage, and cost of maintenance and year of
manufacture. Recent budget constraints have caused the Department to reconsider the
replacement schedule. The Department has appropriate types of apparatus; including engines
companies, truck companies, tiller trucks, heavy rescue, HazMat, rescues, water tender, mobile
command post and support vehicles for prevention, investigations and other administrative staff.
References
Sample apparatus specifications
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
Vehicle replacement schedule
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6C.1 Apparatus are located strategically to accomplish the stated standards of
response coverage
and service level objectives.
Description
Las Vegas Fire & Rescue locates apparatus to maximize distribution and concentration of
resources across the City of Las Vegas to optimize response performance. The City’s maximum
risk area is located in Downtown Las Vegas, and concentration is correspondingly heavy in this
area. As described in the Standards of Cover manual, Section B: Services provided, Department
service area analysis, page B-3, Battalion 1, whose coverage area encompasses most of the
City’s maximum risk occupancies, comprises only 22 square miles (16.52%) of the jurisdiction,
yet has a concentration of 66 personnel staffing seven engines, two trucks, eight paramedic
rescues, the air resource unit, the Hazardous Materials Team (Haz3), and the chemical,
biological, radiological, nuclear, explosive unit (CBRN8). Historically, regardless of location,
each LVFR fire station houses an ALS engine company and ALS medical rescue unit, but in
Battalion 1, fire stations 1, 3, 4, and 8 have additional or specialty units, including the
department’s air resource unit. The fire investigators and bomb squad personnel are also located
in Battalion 1.
Appraisal
Resources have been located strategically to accomplish service level objectives. This is
evidenced by the relocation of a truck company from Battalion 1 to Battalion 4 that provided
ladder capabilities to a recently developed area of the city with several 3-story or greater
buildings. Also, LVFR located 37% of its engines, 40% of its rescues, and 67% of its specialty
units in Battalion 1 based on potential risk and workload in the Downtown corridor.
Plan
The Department will continue to monitor the location of resources to ensure appropriate
concentrations of resources to achieve benchmark performance expectations for all services
provided as put forth in Section Standards of Cover, Section F: Performance objectives and
performance measures.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Apparatus location map
LVFR standards of cover manual, 2011 edition, Section B: Services provided; Section F:
Performance objectives and performance measures
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6C.2 Apparatus types are appropriate for the functions served, e.g., operations, staff support
services, specialized services, and administration.
Description
Las Vegas Fire & Rescue has appropriate types of apparatus for the functions served. These
include front line engines, ladder trucks, rescues, a heavy rescue unit, a hazardous materials
(HazMat) unit, a chemical, biological, radiological, nuclear, explosive (CBRNE) unit, water
tender, a mobile command post, and support vehicles for prevention, investigations, and
administrative staff positions.
Appraisal
The Department has adequate apparatus for all services provided. Daily emergency response
deployment has included nineteen engines, twenty transport rescues, six trucks, and three
specialty units and fire investigations units. All Fire Prevention and select administrative
personnel have been assigned a vehicle for use during the duty day.
Plan
LVFR will continue to evaluate community and departmental needs to ensure it has the
appropriate apparatus available to provide services.
References
LVFR vehicle list, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6C.3 A current replacement schedule exists for all apparatus
.
Description
Las Vegas Fire & Rescue has a vehicle replacement schedule in place through 2015. The useful
life of an apparatus is the basis for the schedule: 3 years for rescues; 7 years for engines; 10 years
for ladders, heavy rescue, HazMat, CBRNE, and air resource; and 12 years for the water tender.
The schedule includes support staff vehicles including prevention, investigations, and
administrative staff, but varies according to use. The Department also considers year of
manufacture, mileage accumulation, and type of service perform of the vehicle.
Appraisal
Budget constraints caused the Department scrutinize more closely what is considered the useful
life of a vehicle. The schedule was adjusted to reflect mileage accumulation, maintenance costs,
vehicle year of manufacture, and overall unit condition and finalized in fiscal year 2011. LVFR
ranked front-line apparatus, by apparatus type, and identified the first units to be replaced when
funded.
Plan
The Department will continue its replacement of apparatus in accordance with its replacement
schedule or as funding permits. In fiscal year 2012, the department will replace eight transport-
capable rescues and will order six replacement engines.
References
Vehicle replacement schedule
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6C.4 A process is in place for writing apparatus replacement specifications that allows for
employee input
.
Description
Las Vegas Fire & Rescue considers the guidelines in NFPA 1901 Standard for Automotive Fire
Apparatus, 2009 edition when writing specifications for emergency apparatus acquisition. The
Department consults with the fire apparatus manufacturers for design configuration and
conformance to good maintenance practices when writing apparatus replacement specifications.
An apparatus specification committee meets approximately six months before the apparatus
purchase is made, continue to track apparatus during the build process, participate in inspections,
and keep executive staff aware of progress or issues. The Committee includes members from
fire suppression, support services, fire communications, and the EMS divisions.
Appraisal
Las Vegas Fire & Rescue has sole-sourced apparatus acquisition for approximately ten years
through Pierce Manufacturing, which includes Medtec for transport-capable rescues. This has
resulted in boilerplate specifications that in-turn have been modified by the Apparatus
Committee based on the evolution of technology and safety when additional apparatus have been
purchased. This process has been effective in that it has provided the Department a standardized
fleet.
Plan
The Department will continue to use the Apparatus Committee process to write specifications.
The vehicle replacement schedule will be evaluated annually to assess proper Department needs.
References
Sample apparatus specifications
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 6D: Apparatus Maintenance
The inspection, testing, preventive maintenance, replacement schedule, and emergency repair of
all apparatus is well established and meets the emergency apparatus service and reliability
needs.
Summary:
Comprehensive programs are in place for the inspection, testing, preventive maintenance,
replacement, and emergency repair of all assigned fire apparatus. The Department has a
daily/weekly apparatus maintenance and inspection program that requires station
captains/engineers to perform daily/weekly inspections of assigned fire apparatus in accordance
with SOP 302.03 apparatus maintenance and inspection. Any shortages/maintenance problems
are referred to the appropriate division for necessary action. Annual testing of fire apparatus is
performed using National Fire Protection Agency standards and includes testing of the apparatus
fire pump system and ground/aerial ladders. Aerial/Ground ladder testing is out-sourced to a
qualified testing facility. The Department has a preventive maintenance program for assigned
fire apparatus. Fire apparatus are scheduled for quarterly, semi-annual, and annual preventive
maintenance. A system has been initiated to track the scheduling process. City of Las Vegas
Fleet Maintenance is responsible for preventive maintenance of support vehicles. Emergency
repair of all assigned units is performed by the Fire Equipment Service Center. The facility
meets current Department needs and performs scheduled and unscheduled maintenance on
assigned apparatus.
References
Daily weekly maintenance schedule
Standard operating procedure 302.03 Apparatus maintenance and inspection
Example preventative maintenance schedule
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6D.1 An apparatus maintenance program is established
. Apparatus maintenance
is conducted in accordance with the manufacturer’s recommendations and federal and/or
state/provincial regulations. Attention is given to the safety, health, and security aspects of
equipment operation and maintenance.
Description
The Las Vegas Fire & Rescue has a fleet management program in place that uses Hansen
Information Technologies. The automated fleet management module within Hansen
accommodates the initiation of repair/work orders. The program tracks maintenance history,
parts receipting and issuance history, maintenance personnel labor-hours history, and
lubricants/fluids history. It maintains associated costs applicable to the apparatus including
parts, labor, and sub-letting expenditures. The program can track recurring safety issues
associated with the maintenance of the apparatus. The Department uses calendar creator
program (Microsoft Outlook) to schedule fire apparatus maintenance. Rescues and engines
receive tri-annual maintenance and trucks receive semi-annual maintenance, one of which
consists of a bumper-to-bumper inspection. LVFR, as the authority having jurisdiction meets or
exceeds the recommendations for establishing an inspection and maintenance program for in
service fire apparatus as put forth in all applicable chapters of NFPA 1911 2007 edition (i.e.,
Chapter 4-General requirements, Chapter 6 – Out of service criteria). The Fire Equipment
Service Center follows applicable Occupational Health and Safety Administration (OSHA) 1910
guidelines with regards to safety, health, and security when performing maintenance on fire
apparatus (i.e., Subpart G Occupational health & environmental control; Subpart H Hazardous
materials; Subpart J General environmental controls).
Appraisal
All assigned fire apparatus have been maintained in accordance with prescribed and established
maintenance guidelines outlined by the manufacturer, as substantiated by an annual pump test,
ladder test, and hose test; resulting in annual recertification. Safety equipment such as belts,
lights, and breaks have been inspected at every inspection by a certified mechanic. The shop has
been inspected by the City Risk Management Division for work place safety and no violations
cited.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Plan
The Department will continue to monitor the apparatus maintenance program to ensure
emergency response vehicles are serviced properly.
References
Occupational Health and Safety Administration (OSHA) 1910 Guidelines, various sections, as
found via Intranet
Example Hansen maintenance work order
Example preventive maintenance schedule
Example tri-annual inspections form
Example annual inspection form
NFPA 1911 Standards for the inspection, maintenance, testing, and retirement of in-service
automotive fire apparatus, 2007, edition (Chapter 4-General requirements, Chapter 6 – Out of
service criteria)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.2 The maintenance and repair facility is provided with sufficient space
and equipped with
appropriate tools.
Description
The Department’s fire equipment service center is a modern facility with eight bays (seven for
maintenance and one for equipment and apparatus storage) and two inside cranes. Three bays
are drive-through. There are six office/work areas for the support staff and a large parts room.
There is a large lubricants/fluids room with a commercial air compressor. Outside storage sheds
hold miscellaneous equipment and hydrant parts. Outside covered parking protects reserve and
other apparatus from desert weather. Necessary tools and equipment are available for the
facility’s maintenance needs, as are in-ground and portable lifts.
Appraisal
The fire equipment service center has served LVFR’s as an adequate repair facility and met the
needs of the Department that have included adequate space for repairs, and equipment and tool
storage evidenced by an average of more than 1,200 scheduled and unscheduled work orders
having been completed on sight over the last three fiscal years (1,412; 1,328; and 1,109
respectively).
Plan
The Department will continue to monitor maintenance requirements to determine future needs of
the fire equipment service center.
References
Fire equipment service center floor plan
Completed front-line unit work orders – FY2011, 2010, and 2009
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.3 A system is in place to ensure the regular inspection, testing, fueling, preventive
maintenance, and emergency repair
for all fire apparatus and equipment.
Description
Las Vegas Fire & Rescue performs preventive maintenance, fire apparatus pump testing, air pack
maintenance, and aerial/ground ladder testing. The Hansen Information Technologies program
manages fleet maintenance requirements. The City of Las Vegas Fleet Services manages the
automated fueling system. The Fire Equipment Service Center personnel handle emergency
repair of front-line emergency response apparatus and are available on a 24/7 basis. Fire
personnel perform daily/weekly inspections on emergency response apparatus using guidelines
outlined in SOP 302.03 Apparatus maintenance and inspection. Apparatus pump systems
undergo annual inspections in accordance with prescribed National Fire Protection Association
(NFPA) 1901, 2009 edition. The fire shop’s support staff creates preventive maintenance
schedules using Microsoft Outlook to schedule annual, semi-annual, and tri-annual. The
Department’s Automotive Service Excellence (ASE) certified Fire Equipment Mechanics
conduct preventive, scheduled, and unscheduled maintenance on all emergency apparatus to
identify potential problems. The fire equipment service technician maintains the department’s
air packs and other related equipment. Computer programs track the equipment’s servicing.
Inspections and maintenance follow manufacturer recommendations and other standards.
Annual pump testing is performed using established criteria and guidelines and proper
documentation is maintained. Certified testing facilities provide annual aerial/ground ladder and
hose testing and provide necessary documentation after completion.
Appraisal
The department’s established maintenance system has ensured certified personnel have
completed proper testing, inspection, fueling, and emergency repair of designated emergency
response apparatus and related equipment, as scheduled based on Outlook reminders.
Plan
The Department will continue to use the system in place and modify it as necessary to meet
established procedures and guidelines.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Standard operating procedure 302.03 Apparatus maintenance and inspection
NFPA 1901 Standard for automotive fire apparatus, 2009 ed.
Daily weekly maintenance schedule
Example preventative maintenance schedule
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.4 An adequate number of trained and certified maintenance personnel
are available to meet
the program needs.
Description
Las Vegas Fire & Rescue’s fire equipment service center includes four certified mechanics (Fire
Equipment Mechanic III) and a shop foreman. Mechanics also maintain Automotive Service
Excellence (ASE) certification. One of the Fire Equipment Mechanic III performs hydrant repair
and maintenance for the City’s over 20,000 fire hydrants. One of the mechanics provides minor
field maintenance on emergency response apparatus as part of the Department’s mobile
maintenance program. The fire equipment mechanic foreman is responsible for overall
operations of the fire equipment service center and its personnel.
Appraisal
Budget issues have caused the two positions vacated in 2009 due to retirement and promotion to
be left unfilled. Changes to the preventive maintenance decreased frequency of services and
made the workloads of remaining staff manageable. This included an oil analysis that resulted in
a change from regular motor oil to synthetic oil. Oil change times were reduced by fitting all
units with quick connect drains and fill ports. Battery life was increased by upgrading to four-
year maintenance free batteries that eliminated three battery change outs in a four year period.
Plan
The Department continues to monitor the workload and efficiencies of the maintenance shop. If
limited staff will be unable to complete repairs, more apparatus may need to be sent to local
shops for repair. As the economy recovers, an effort will be made to increase staffing. All
mechanics will attend the Pierce manufacturing training held at LVFR annually. During
FY2012, administrative personnel will meet to consider NFPA 1071 Standard for emergency
vehicle technician professional qualifications, 2011 edition and the feasibility of requiring
mechanics attain emergency vehicle technician (EVT) certification versus or in addition to ASE,
as recommended by its peer team during its 2010 site visit.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
LVFR organizational chart, 2011 – Logistics/Support Services division, page 2
ASE certifications
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6D.5 Current standard operating procedures or general guidelines are in place
to
direct the apparatus maintenance program.
Description
Las Vegas Fire & Rescue standard operating procedures 301.02 Work orders, 302.01 Apparatus
inventory control, and 302.03 Maintenance and inspection direct the apparatus maintenance
program.
Appraisal
The Departmental standard operating procedures have provided adequate guidelines for
apparatus maintenance, in that work orders have been created and tracked in the Hansen
database, which has also been used to track inventory control. The apparatus maintenance
program has ensured front-line apparatus were in-service 85.34% of fiscal year 2011, and when
not, were replaced by reserve units.
Plan
LVFR will continue its apparatus maintenance program as is and when necessary due to changes
in industry practices, staffing, or other needs will review and/or modify its SOPs. The program
will continue to be tracked by the fire equipment mechanic foreman through the Hansen program
with assistance from the mechanic shop office specialist.
References
LVFR standard operating procedures 301.02 Work orders, 302.01 Apparatus inventory control,
and 302.03 Maintenance and inspection
LVFR vehicle downtime report, FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.6 The level of supervision is adequate
to manage the program.
Description
A fire equipment mechanic foreman is a full-time employee who works directly with all
mechanics and service technicians to plan, direct, and supervise maintenance functions of the fire
equipment service center. An administrative battalion chief of support services provides
additional direction and guidance to the fire equipment mechanic foreman in day-to-day
operations and serves as a liaison to the deputy fire chief over support services.
Appraisal
The administrative battalion chief over support services and the fire equipment mechanic
foreman have provided adequate supervision and management of the Fire Equipment Service
Center and have consulted with the Deputy Fire Chief as needed. This has been evidenced by a
high work output that has averaged over 2,000 work orders completed over the last three fiscal
years (2,360; 2,194; and 1,797 respectively) to keep front-line units response ready when in
service.
Plan
The administrative battalion chief over support services and fire equipment mechanic foreman
will continue to manage, direct, and supervise the Department’s fire equipment service center.
Starting in FY2012, the administrative battalion chief and fire equipment mechanic foreman will
attend the City of Las Vegas Supervisory Development College and complete two classes per
year until they graduate from the program. If Supervisory courses are not offered, LVFR will
look for other similar opportunities.
References
LVFR organizational chart, 2011 – Logistics/Support Services division, page 2
City of Las Vegas Supervisory Development College curriculum
Completed front-line unit work orders – FY2011, 2010, and 2009
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.7 The agency’s information system allows for documentation and analysis
of the apparatus
maintenance program.
Description
The fleet management module within the Hansen information technologies program provides,
through Crystal Reports, the necessary reporting tools for the department’s management. These
reports provide an accurate snapshot on the maintenance expenditures associated with the repair
of assigned apparatus. The Hansen program tracks daily costs and provides a running history on
the maintenance needs of assigned fire apparatus that includes parts, labor, and associated sub-let
costs.
Appraisal
The management information system tracked in Hansen and accessed using Crystal Reports has
been adequate to document and assess the needs of the Fire Equipment Service Center and
management.
Plan
Hansen will continue to be used as the information system in which data is recorded. Crystal
Reports will continue to be used as a method for reporting Hansen data. Additional reports will
be developed if needed to meet the department’s management needs.
References
Example report: Monthly maintenance summary
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6D.8 The reserve vehicle fleet is adequate
or a documented contingency plan with another
agency is in place for the event that apparatus must be taken out of service.
Description
LVFR operates 19 engines with 6 reserves (four stocked and available immediately) and 6 truck
companies with 2 reserves. Additionally, the department operates 20 rescue/transport units with
6 reserves and 3 mass casualty incident (MCI) units that can be operated as rescues. The
department operates one heavy rescue (with one reserve), one hazardous materials unit, one
CBRNE unit, one water tender, and one air resource (with one reserve).
Appraisal
The Insurance Services Office (ISO) site visit completed in 2008 determined LVFR should have
an engine and truck fleet of one reserve apparatus for every eight front-line units. Based on these
findings, LVFR’s reserve fleet exceeded recommendations and has been considered adequate. In
addition, LVFR has provided apparatus to other departments successfully and has had the ability
to draw from surrounding departments.
Plan
The Department will continue to monitor reserve fleet status to ensure that community needs are
met.
References
LVFR vehicle list
ISO summary report (engine truck totals)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 6E: Tools and Small Equipment
Equipment resources are adequate and designed and maintained to meet the agencies goals and
objectives.
Summary:
Las Vegas Fire & Rescue uses standards from various agencies (i.e., NFPA, ISO, and Southern
Nevada Health District) to establish its standards lists of tools and equipment for its various
response services (fire, medical, technical and hazardous materials). The Support Services
Division oversees the Department’s repair and maintenance programs. The EMS Division, with
Support Services, coordinates the repair of its equipment, which is sent to the supplier or the
manufacturer’ authorized repair center. Qualified and/or certified personnel perform all repairs
and maintenance of fire department tools and equipment.
The Department provides and maintains the tools and equipment that are designed to meet the
agency’s goals and objectives.
References
Equipment inventories for apparatus
ISO apparatus & equipment form
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6E.1 Tools and equipment are distributed appropriately
in sufficient quantities.
Description
Las Vegas Fire & Rescue uses a standardized inventory on each apparatus that takes into account
Safety Committee recommendations, NFPA 1901 guidelines, and the Insurance Services Office
(ISO) apparatus and equipment form to ensure sufficient tools and equipment are available for
crews. Personnel on each apparatus inventory the unit’s tools and equipment weekly. The
Department maintains a storage area of tools, equipment, and related supplies to meet daily
operational needs and allow for resupply during catastrophic events.
Appraisal
All in-service apparatus have standardized equipment inventories that have met or exceeded
NFPA 1901 requirements. In fiscal year 2010, based on feedback from the 2008 ISO site visit,
LVFR purchased over $100,000 in equipment and services to ensure appropriate tools and
equipment were distributed on all engine and truck companies.
Plan
This Department will continue to use existing methods for maintaining sufficient quantities of
tools and equipment.
References
Safety committee notes
NFPA 1901 Standard for automotive fire apparatus, 2009 edition
ISO apparatus & equipment form
Equipment inventories for apparatus
ISO equipment and services purchases, FY2010
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6E.2 Tools and equipment replacement is scheduled, budgeted, and implemented, and is
adequate
to meet the agency’s needs.
Description
Las Vegas Fire & Rescue uses a standardized inventory on all apparatus and maintains a small
inventory of spare equipment to cover any unforeseen loss or damage. The Department replaces
tools, equipment, and supplies on an as needed basis. The Department uses historic expenditures
and current needs to budget annually for small tools and equipment (line item 670200 small tools
& equipment).
Appraisal
The Department has maintained adequate standardized inventories, but due to budget constraints,
has increased monitoring of tool and equipment needs. A replacement schedule for certain
equipment such as thermal imaging cameras and extrication equipment has been addressed in the
FY2012 budget.
Plan
The Department will continue to monitor replacement of tools and equipment as needed.
References
Equipment inventories for apparatus
Tools and equipment budget (account 670200)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6E.3 Equipment maintenance, testing, and inspections are conducted by qualified
personnel
and appropriate records are kept.
Description
Las Vegas Fire & Rescue employs mechanics and an equipment service technician who are
certified to perform scheduled preventive maintenance, testing, inspection, and repair of
emergency response apparatus, self-contained breathing apparatus (SCBA), and small motors
and tools. There personnel must maintain appropriate certification as a condition of employment
(i.e., Automotive Service Excellence (ASE) certification, Air Pack Maintenance specialist).
Apparatus and equipment repair outside of the scope of LVFR employees are sent to the
manufacturer or qualified third-party contract for repair. The EMS Division contracts with
qualified/certified personnel (typically the manufacturer) through vendor contracts for equipment
maintenance and repair. Scheduled preventive maintenance, testing, inspection, and repair of
apparatus, equipment, and/or tools are conducted to manufacturer specifications or
recommendations whether performed by LVFR personnel or others. The Fire Equipment
Service Center maintains paper records for equipment maintenance, testing, and inspection. The
city’s purchasing and contracts department maintains records of services obtained from outside
vendors.
Appraisal
The Department has required apparatus maintenance personnel to maintain ASE certification
which has ensured qualified personnel have maintained, tested, inspected, and repaired
equipment. When qualified LVFR personnel have not been available, equipment has been sent
to either the manufacturer or verified independent service provider (ISP), which has guaranteed
manufacturer repair procedures, parts lists, and recommendations have been followed.
Plan
The Department will continue to ensure that qualified/certified personnel maintain related
equipment and will continue to use manufacturers or verified ISP’s to perform needed
maintenance.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Mechanic certifications
Maintenance records (Daily/Weekly and Work Order)
Example purchase order for annual maintenance
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6E.4 An inventory control and maintenance tracking system is in place
and is current.
Description
Las Vegas Fire & Rescue uses Oracle system to track inventory control. LVFR maintains a
warehouse for receipt and distribution of equipment and supplies out of station 103. All fire
stations have an automated bar-coding system to track the usage of all EMS supplies. The
department uses e-mail to submit facility maintenance requests to the City’s facilities
maintenance department. Support services personnel track maintenance requests manually and
provide daily progress reports to personnel via the Department’s Support Services SharePoint
site.
Appraisal
The City of Las Vegas closed its central stores warehouse in 2010. In 2011, LVFR established a
warehouse, procured supplies, and implemented an inventory control system through the Oracle
system. Cost savings incurred through the fire department’s inventory control system over fiscal
year 2012 justified the hiring of one full-time and two part-time employees. The facilities
maintenance tracking has decreased inquiry emails and phone calls received from crews, as they
have immediate access to current data via SharePoint.
Plan
LVFR will continue to manage its inventory control program through the Oracle system and will
continue to use SharePoint to track facilities maintenance requests.
References
Oracle / I-procurement system screenshot (access available on site)
Logistics/Support Services SharePoint site (access available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 6F: Safety Equipment
Safety equipment is adequate and designed to meet the agency goals and objectives. For the
purposes of this criterion, safety equipment includes personal protective equipment (PPE) and
related equipment (e.g., SCBA).
Summary:
Safety equipment is adequate and designed to meet industry standards to protect the employee
from hazards. All safety equipment meets or exceeds NFPA 1851 and 1852 standards. Standard
Operating Procedures and Rules and Regulations address the usage of safety equipment in each
functional area. In addition to personal protective clothing, each in-service apparatus is equipped
with the correct amount of Self-Contained Breathing Apparatus (SCBA).
The Department’s processes regarding safety equipment are adequate. Safety equipment is
evaluated by members of the Research and Development Committee. This committee is
comprised of management staff and members of IAFF Local 1285. Findings are presented to the
Health and Safety Committee, which is comprised of management staff and members of the
IAFF Local 1285 Health and Safety Committee.
The Department will continue to monitor its needs for safety equipment, evaluate the
effectiveness of current safety equipment, research new products and technologies, and provide
personnel the best available safety equipment.
References
NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained
breathing apparatus (SCBA), 2008 edition
Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 6F.1 Safety equipment is identified and distributed
to appropriate personnel.
Description
Las Vegas Fire & Rescue identifies and distributes safety equipment for structural firefighting,
hazardous material operations, emergency medical services, technical rescue services, building
inspections, fire investigations, and mechanical repairs. Each in-service apparatus is equipped
with the correct number of self-contained breathing apparatus (SCBAs) and appropriate
emergency medical services (EMS) equipment. All equipment meets or exceeds NFPA 1851
Standard on selection, care, and maintenance of protective ensembles for structural fire fighting
and proximity fire fighting and NFPA 1852 Standard on selection, care, and maintenance of
open-circuit self-contained breathing apparatus (SCBA). In addition, local negotiated labor
contracts may mandate additional safety equipment. A safety committee that includes IAFF
Local 1285 members, Support Services, and Training Division personnel meets monthly,
considers safety equipment, and report recommendations to executive staff for final approval.
Appraisal
The Department has identified and distributed safety equipment such as self-contained breathing
apparatus (SCBA) and personal protective ensembles (PPE) to appropriate personnel based on
existing standards. The safety committee has evaluated and made recommendations for purchase
and implementation of new equipment.
Plan
The Department will continue to identify and distribute safety equipment to appropriate
personnel in accordance with applicable policies and procedures.
References
NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained
breathing apparatus (SCBA), 2008 edition
Safety oversight committee recommendations
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6F.2 Distributed safety equipment is sufficient
for the functions performed.
Description
Las Vegas Fire & Rescue distributes safety equipment for structural firefighting, emergency
medical services, technical rescue services, hazardous materials response, and fire investigations
to appropriate personnel. All equipment meets or exceeds NFPA 1851 and 1852 standards, and
is sufficient for the functions performed.
Appraisal
At a minimum, the Department has distributed a complete ensemble of safety equipment that
includes turnouts, helmet, boots, gloves, hood, and SCBA mask to all suppression personnel.
The safety equipment has complied with national standards. Technical rescue, hazmat, and fire
investigators have received additional specialized equipment required to perform job duties.
Plan
The Department will continue to provide sufficient safety equipment to its employees for the
various functions performed.
References
NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained
breathing apparatus (SCBA), 2008 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6F.3 Safety equipment replacement is scheduled, budgeted and implemented, and is adequate
to meet the agency’s needs.
Description
Las Vegas Fire & Rescue replaces safety equipment using manufacturer recommendations for
expiration in NFPA 1851 Standard on selection, care, and maintenance of protective ensembles
for structural fire fighting and proximity fire fighting and NFPA 1852 Standard on selection,
care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition,
inspecting an item for wear and tear, or through a recommendation for retirement from a verified
independent service provider (ISP). The department includes safety equipment replacement in
its annual budget. LVFR maintains an inventory of all safety equipment to ensure all personnel
have minimum equipment needed to perform their duties.
Appraisal
The Department has scheduled, budgeted, and implemented the replacement of safety equipment
based on manufacturer recommendations. Damaged items have been replaced immediately from
the on-hand inventory. The annual budget has included a line item for replacement and expensed
as needed.
Plan
The Department will continue to budget for and replace safety equipment. It will continue to
maintain an inventory for immediate replacement of damaged items.
References
NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting, 2008 edition
NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained
breathing apparatus (SCBA), 2008 edition
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6F.4 Safety equipment maintenance, testing, and inspections are conducted by trained
qualified personnel
and appropriate records are kept.
Description
Las Vegas Fire & Rescue, as the authority having jurisdiction ensures qualified personnel
maintain all safety equipment and keep service records as recommended in relevant chapters of
NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting, 2008, edition (i.e., Chapter 4 – Program, Chapter 6 –
Inspection, Chapter 7 – Cleaning and decontamination, Chapter 8 – Repair). Suppression
personnel perform daily and weekly operational checks on items such as gas monitors, hand
lights, Self Contained Breathing Apparatus (SCBA), and safety clothing. Personnel take
defective equipment out of service and send it to Support Services for repairs. Maintenance
records are kept in the fire stations and with the Fire Service Equipment Technician, as
appropriate. A manufacturer-approved and certified vendor inspects, cleans, and repairs safety
equipment. Per standard operating procedures, the employee to whom safety equipment is
assigned inspects it at the start of each shift and after each use (SOP 405.05, 406.02, 406.02A).
The Fire Equipment Service Technician is certified to perform SCBA maintenance.
Appraisal
LVFR has ensured qualified personnel have conducted maintenance on safety equipment and
appropriate records have been kept. Maintenance, inspection, and testing have been conducted
by both fire department personnel and certified vendors.
Plan
The Department will continue to inspect, test, and maintain safety equipment. Authorized,
qualified personnel will continue to perform repairs on all equipment and will continue to keep
appropriate records.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
SCBA maintenance record form
SCBA testing records
Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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6F.5 A safety equipment inventory control and maintenance tracking system is in place and
current.
Description
Las Vegas Fire and Rescue tracks and maintains safety equipment. Inventory control is
maintained weekly on each apparatus and is tracked through Oracle when new equipment is
ordered. Certified technicians within the Department, as well as private contractors maintain
equipment. Private contractors track, clean, and inspect protective ensembles twice annually per
NFPA 1851 standards. Support services cadets also complete cleaning as needed.
Appraisal
LVFR has maintained an adequate tracking system for the maintenance and inventory of safety
equipment. Engineers have completed inventory sheets weekly. Private contractors have
maintained and cleaned safety gear semi-annually per applicable standards maintained records.
Plan
The Department will continue to track the maintenance and inventory of all safety equipment
internally, as well as externally.
References
NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural
fire fighting and proximity fire fighting
Equipment inventories for apparatus
ECMS PPE report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Category VII: Human Resources Human resources are defined as all aspects of personnel administration except those of training
and competency, which are addressed in Category VIII. The heart of any organization is its
people and this category is designed to appraise the importance and results of the human
resources program. It is recognized that the completion of this human resources section may
involve members from other governing entities or other elements of the community.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7A: Human Resources Administration
General human resources administration practices are in place and are consistent with local,
state/provincial, and federal statutory and regulatory requirements.
Summary:
The City of Las Vegas, through the Department of Human Resources, ensures conformity of its
practices with local, state, and federal mandates. Management and labor rights are clearly
defined in Nevada Revised Statute (NRS) Chapter 288 Relations between governments and
public employees and further provided for through labor agreements the City has entered into
with the firefighters union Local 1285 and City Employees Association (CEA).
References
NRS 288 Relations between governments and public employees
Las Vegas City Employees Association labor contract
IAFF Local 1285 non-supervisory agreement
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7A.1 A human resources manager is designated.
Description
The City of Las Vegas Human Resources Department works directly with each department. The
Director of Human Resources, or designee, serves as the fire department’s personnel manager
and works closely with a deputy or assistant fire chief assigned to oversee administrative duties
that include, but are not limited to hiring, promotions, discipline, and equal employment
opportunity commission (EEOC) standards. Together, these two positions manage human
resource-related functions for the Department.
Appraisal
The centralized human resources management within the City’s Human Resources Department
worked effectively for the overall governing body. Established past practices related to
operations and employee situations helped the Department and City take action consistently. At
the end of FY2010, the Human Resources Department experienced a change in personnel who
had assisted the fire department with related activities (the Director, Deputy Director, and
analysts separated from the City). These changes resulted in differences in practices that were
customary between the departments. In 2011, LVFR’s assistant chief position that managed
administrative functions was vacated and not filled. Duties were reassigned to a deputy chief
position.
Plan
The Fire Department will continue to work closely with the available Human Resources
Department personnel to ensure processes are followed and respond to and pursue all human
resources related matters. The department will explore the possibility of service sharing of
human resources personnel between the Public Safety division of the city.
References
City of Las Vegas Department of Human Resources organizational chart, 2011
LVFR organizational chart, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7A.2 The human resources program has adequate staffing to accomplish the human resources
administrative functions
.
Description
The human resources program has adequate staffing to accomplish critical administrative
functions for the Fire Department, but longer turn-around times for non-critical functions. Fire
department administrative staff continue to provide human resource service assistance for fire-
department related activities, while maintaining other responsibilities. Shrinking administrative
staff for both departments is making this more challenging.
Appraisal
Since 2008, Human Resources and Fire Department staff has been reduced. The Human
Resources Department lost personnel who assisted the fire department with related activities.
The reduced staffing resulted in increased turn-around time for processing documents (i.e.,
changing job descriptions). The Department estimated that processes completed previously in 30
days have now been completed in 90+ days, which affected the Department’s ability to review
and update documents needed for hiring/promoting. Since 2010, LVFR has assigned three
executive personnel to oversee human resources functions, due to retirement. This has resulted
in personnel having to become familiar with processes and procedures.
Plan
The Department will work with human resources staff to establish priorities and systems to
ensure critical matters are handled in a timely manner. LVFR will evaluate the potential of
sharing human resource personnel services with two other departments in the Public Safety
division of the City. This evaluation will take place during FY2012.
References
City of Las Vegas Department of Human Resources organizational chart, 2011
LVFR organizational chart, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7A.3 Policies are established
to direct the human resources administrative practices in
accordance with local, state/provincial, and federal requirements.
Description
It is the responsibility of the City’s Human Resources Department to ensure policies relating to
human resources administrative practices align with local, state (Nevada Revised Statute 288), or
federal requirements. The Personnel Policies Manuals and the Civil Service Rules contain these
policies and are available in both paper and electronic format. Las Vegas Fire & Rescue follows
policies put forth by the City of Las Vegas.
Appraisal
The City of Las Vegas through its Human Resources Department has established and provided
electronic access to policies that have supported local, state, and federal guidelines. LVFR has
accessed and followed these policies.
Plan
The Department will continue to adhere to the City’s policies that direct the human resources
administrative practices.
References
City of Las Vegas personnel policies (available electronically on site)
City of Las Vegas civil service rules
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7B: Recruitment, Selection, Retention and Promotion
“Systems are established to attract, select, retain, and promote qualified personnel in
accordance with applicable local, state/provincial, and federal statutory requirements.”
Summary:
Las Vegas Fire & Rescue partners with the Department of Human Resources to recruit, hire,
promote, and retain qualified personnel in accordance with applicable legal requirements
outlined in City of Las Vegas civil service rules. Recruitment can include advertising through
diverse media outlets, hosting informational seminars, and participating in regional job fairs.
Selection for qualified personnel may include extensive reviews of applications, background
investigations, drug tests, medical exams, and interviews. Retention of qualified personnel is
supported by good working conditions that include appealing work schedules, like four-day work
weeks for non-suppression personnel and attractive benefits package for all employees.
References
City of Las Vegas civil service rules
Sample F.I.R.E.S recruitment announcements
Benefits/insurance - inside CLV intranet portal (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.1 A mechanism is in place to identify and announce potential entry level, lateral, and
promotional
positions.
Description
To conduct a new recruitment for entry level, lateral, or promotional IAFF positions, the City
must post a job announcement for 45 days. CEA positions require a posting period of five
business days for entry level or open lateral examinations and ten business days for promotional
positions. LVFR monitors the eligibility list report in conjunction with human resources staff
who manage the lists. The Department can extend an eligibility list for up to 24 months for a
specific position that is nearing expiration. To renew an eligibility list, the chief over
administrative services and employee relations performs a job analysis to ensure that the job
specification describes the position accurately and requires appropriate minimum qualifications.
Appraisal
LVFR, with assistance from the Human Resources Department, has used the system in place to
announce potential positions for several years and it has been challenged infrequently. Since
2008, no applicant has successfully appealed a position posting.
Plan
The Administrative Division of Las Vegas Fire & Rescue will work with Human Resources to
prioritize and complete recruitments for critical positions. The department will continue through
fiscal year 2012 to renew expired eligibility lists.
References
City of Las Vegas civil service rules: chapter 4, sections 1 and 2, items a and b
Memorandum of Understanding for posting IAFF positions
Las Vegas city employee’s association labor contract, article 36
Eligibility list report, September 2011
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7B.2 The agency and its members are part of the recruiting process.
Description
The Human Resources Department administers the recruiting process in conjunction with the
Vegas Fire & Rescue’s Administration and Training Divisions. The Human Resources senior
personnel analyst and LVFR’s chief over administration oversee the actual recruitment process.
The agency and its members are an integral part of the recruitment process, especially for the
entry-level firefighter position. Promotion of recruitments involves members who serve as
subject matter experts during outreach seminars, or as official union representatives.
Appraisal
Outreach conducted before each recruitment period provided potential applicants the opportunity
to meet and learn from member of Las Vegas Fire & Rescue, representatives from the
International Association of Fire Fighters Local 1285, and International Association of Black
Professional Firefighters – United Firefighters of Southern Nevada. In 2011, the department
recruited and hired 15 lateral firefighters from around the state of Nevada.
Plan
LVFR will continue to provide opportunities for members to be involved in future recruiting
efforts.
References
Sample F.I.R.E.S recruitment announcements
Job posting for lateral hires
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7B.3 Processes and screening/qualifying devices1 used for recruitment and
selection of initial, lateral, and promotional candidates are job related and comply with all
local, state/provincial, and federal requirements
including equal opportunity and
discriminations statutes.
Description
The Human Resources Department administers the recruitment, selection, and promotion process
for Las Vegas Fire & Rescue, in accordance with City of Las Vegas civil service rules and in
support of the City’s workforce diversity plan. Human Resources personnel review each
application to confirm they are complete and the applicant meets minimum qualifications.
LVFR ensures that processes such as written exams and oral board interviews are job related and
Human Resources personnel ensure they comply with pertinent laws and requirements and the
interests of the City of Las Vegas.
Appraisal
The process has been consistent and unchallenged since 2007. Fire department administrative
staff involved in the human resources processes have attended training opportunities regarding
equal opportunity and discrimination statutes through an Employment Law Course as part of the
supervisory development college. The candidates have been required to pass the CPAT as a
condition of employment.
Plan
The Fire Department will continue to work closely with the Human Resources Department to
review recruitment and selection to ensure that written exams and other tests required for
employment comply with applicable laws, regulations, and requirements and support the City’s
Diversity Initiative.
1Examples of screening/qualifying devices: Application forms, written exams, ability tests, physical exams,
psychological exams, background checks, etc.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
City of Las Vegas civil service rules
City of Las Vegas workforce diversity plan
Supervisory development college course catalog
Employment Law course notes
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.4 The agency’s workforce composition is reflective of the service area demographics or the
agency has a recruitment plan to achieve the desired workforce composition.
Description
The City of Las Vegas enjoys a diverse population. According to the 2010 U.S. census, 37.9%
of the city’s population considers themselves some race other than white with Hispanic/Latino of
any race making up the largest percentage (31.5%). The population is almost spilt in terms of
gender (50.4% male; 49.6% female). The City’s Human Resources Department maintains
demographic information regarding all Las Vegas Fire & Rescue employees, which indicates the
department’s demographic composition includes males and females who consider themselves
African American, American Indian, Asian/Pacific Islander, White, and Hispanic. The City and
the department emphasize recruit activities for under-represented populations in an effort to
achieve a diverse workforce composition.
Appraisal
As of 2011, the demographic composition of LVFR was 86.41% male, 13.59% female, 8.74%
African American (11.10% community), 1.46% American Indian (0.70% community), 3.24%
Asian/Pacific Islander (6.10% community), 74.60% White (62.10% community), and 11.97%
Hispanic (31.50% community).
Plan
LVFR will continue to organize outreach efforts to under-represented populations when it
performs recruitments in its effort to achieve the City’s vision to be “A world-class, vibrant,
affordable, economically and ethnically diverse, progressive city where citizens feel safe, enjoy
their neighborhoods and access their city government.”
References
Las Vegas Fire & Rescue EEO statistics (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.5 A new member orientation program
is in place.
Description
The City of Las Vegas’ Human Resources Department administers a new employee orientation
program. The orientation consists of several hours of lecture regarding the City’s organizational
structure, its policies and procedures, and introduction to various programs, employment
benefits, and conditions and responsibilities of employment. Las Vegas Fire & Rescue has a
separate orientation for new firefighter recruits. The recruit orientation is an intense introduction
to a career in a paramilitary organization. It covers a wide range of subjects from what is
expected of a new firefighter to employee benefits.
Appraisal
The new employee orientation programs have provided employees sufficient opportunity to learn
about pertinent policies, procedures, and other important information.
Plan
LVFR and the Human Resources Department will continue to use orientation programs for new
employees. Because of the large amount of information, consideration will be given to following
up with employees to ensure they have retained or are able to be refreshed about the content of
the orientation.
References
New employee orientation packet (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7B.6 A supervised probationary process is used to evaluate new and promoted
members
based on the candidates’ demonstrated knowledge, skills and abilities.
Description
There is a minimum probationary period of six months for new and promoted employees as
covered in the City of Las Vegas civil service rules, chapter V section 2, probationary
status/qualifying period. During this time, employees complete probationary requirements,
which include the demonstration of knowledge, skills, and abilities and completion of a
probationary packet.
Appraisal
The probationary system has evaluated new and promoted employees. However, some probation
packets for suppression-related positions have not been updated recently nor have probation
packets been created for some non-suppression positions. The entry level firefighter
probationary packet was updated in 2010.
Plan
In fiscal year 2012, Las Vegas Fire & Rescue training personnel will begin a review of existing
probation packets and discuss the creation of packets for positions where warranted.
References
City of Las Vegas civil service rules, chapter V, section 2, page 23-24 (.pdf pages 26-27)
Example firefighter probationary packet (full document available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.7 An employee/member recognition program is in place.
Description
The City of Las Vegas has employee of the month, employee of the year, and T.E.A.M. quarterly
recognition award programs in place. Regular, full-time employees are eligible for these awards
designed to recognize individual and team efforts, achievements, and contributions to the
organization. Las Vegas Fire & Rescue also has recognition programs in place such as LVFR
employee of the month, award for excellence, and commendations through the employee
discipline reporting system. The Las Vegas Firefighters Benefit Association also supports an
annual award program.
Appraisal
The City and LVFR have established employee recognition programs. The EMS division and
Combined Communication Center have been most active and have acknowledged employees for
high-profile achievements such as life saves.
Plan
Las Vegas Fire & Rescue will continue to use the programs available to recognize employee
achievement within all areas of the department.
References
CLV employee recognition program descriptions and nomination forms
LVFR employee of the month program description and nomination form
LVFR award for excellence description and nomination form
Annual awards program notification
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.8 The working conditions and environment are such that the agency attracts diverse and
qualified applicants and retains a tenured workforce.
Description
Las Vegas Fire & Rescue’s working conditions, environment, and benefits package offered by
the city and negotiated in the Local 1285 union contract attract a qualified applicant pool. City
Management supports a workforce diversity initiative with the goal of improving inclusion and
valuing of employees. These efforts help in the recruitment and retention of some employees.
Appraisal
Over the three most recent entry-level firefighter recruitments (2006, 2008, 2010), 5,536
qualified applications were received by the Department of Human Resources. Of those
applicants, 6.50% were female and 41.71% indicated a race other than white. Since 2007, budget
cuts, early buy-outs through the voluntary separation program (VSP), retirements, or external
opportunities have affected the ethnic and gender diversity of several City Departments,
including Las Vegas Fire & Rescue, especially at its Executive Staff level.
Plan
The Human Resources will continue to maintain a recruitment data report that reflects LVFR
employee demographics and review data regarding reasons employees separate from the City.
The Department will continue to support the City’s workforce diversity initiative.
References
Benefits/insurance - inside CLV intranet portal (available online on site)
IAFF Local 1285 supervisory agreement, article 17; IAFF Local 1285 non-supervisory
agreement, article 17
LVFR recruitment data
Voluntary separation incentive plan
Workforce diversity initiative
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.9 Exit interviews or periodic employee surveys, or other mechanisms are used
to acquire
feedback and improve agency policies and procedures.
Description
The Human Resources Department conducts surveys on behalf of City Management. It also
performs exit interviews as part of the employee out-processing procedure and maintains the
final Exit Interview Form in the employee’s personnel file. Las Vegas Fire & Rescue conducts
labor/management meetings wherein management receives feedback from IAFF labor
representatives regarding policies and procedures.
Appraisal
In 2010 and 2011, the City conducted an employee engagement survey. The 2010 results were
reviewed by city management and disseminated to individual department leadership for review
and consideration. Employee exit interviews have been maintained in the Human Resources
Department, but have not been disseminated to the fire department’s Executive Staff. The
labor/management meetings have allowed the Department to address some employee concerns
more quickly than in an exit interview.
Plan
LVFR will continue to receive the results of employee engagement surveys after they are
compiled and reviewed by the City Manager. Executive staff will then develop a plan to address
any issues identified. In fiscal year 2012, the fire department will solicit and review exit
interview information from Human Resources. Executive staff will continue to seek feedback
from active employees.
References
Employee engagement surveys: 2010 and 2011
City of Las Vegas exit interview form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7B.10 The agency conducts workforce assessments and has a plan to address projected
personnel resource needs including retention and attrition of tenured and experienced
employees/members.
Description
The Department of Human Resources (HR) conducts workforce assessment on behalf of City
Management via job analysis questionnaires (JAQs) and employee engagement surveys. The
City Manager conducts an employee engagement survey that measures employee perception
regarding the skill level of managers and supervisors, work environment (especially in light of
the last three years of reduced city revenues and reduction in force for all city departments),
demographic issues and how well the city handles them, availability of resources to complete job
tasks, satisfaction with communication within and across departments, and general perceptions
about the diversity initiative.
Appraisal
Since 2007, Departmental restructuring and reorganization have occurred frequently with
increased offering of Voluntary Separation Program (VSP) opportunities, citywide layoffs, and
retirements. In 2008, the City initiated a class and compensation study through the Segal Group
that started with a JAQ. In September 2011, pay grades for Las Vegas city employee association
(LVCEA) positions adjusted either up or down to better align class and compensation with the
private sector. Department succession planning has always been a priority; however, little
measureable progress has been made to identify current and projected personnel resource gaps,
specifically addressing deficiencies in departmental knowledge, skills, and abilities. The City
Manager, in her newsletter, announced modified “management and administrative functions [to]
better reflect an organization that has eliminated hundreds of positions,” which was implemented
in September 2011.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Plan
Once the Las Vegas economy stabilizes, the City and Las Vegas Fire & Rescue will be able to
assess workforce needs based on the modified enterprise structure.
References
Class and compensation study (complete document available on site through Human Resources
Department)
Class-comp titles and grades
City Manager newsletter (available online on site)
City Management organizational chart
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7C: Personnel Policies and Procedures
Personnel policies and procedures are in place, documented, and guiding both administrative
and personnel behavior.
Summary:
A number of documents govern Las Vegas Fire & Rescue employees. In order of authority, they
include: Nevada Revised Statutes; City of Las Vegas Charter; Las Vegas Municipal Code;
Collective Bargaining Agreements between the City and recognized bargaining units; Las Vegas
Fire & Rescue Rules and Regulations; City of Las Vegas Civil Service Rules; City of Las Vegas
Personnel Policies Manual; Las Vegas Fire & Rescue Departmental Standard Operating
Procedures; City of Las Vegas Operations Manual; City of Las Vegas Safety Rules and
Procedures Manual; City of Las Vegas Risk Management Loss Prevention Manual; and City of
Las Vegas Policies and Procedures.
Fire department personnel are provided with a copy of or access to all policies and procedures
employees are expected to follow. The Nevada Revised Statues are available at
www.Nevada.gov, under Legislature, Nevada Law Library.
References
City of Las Vegas policies and procedures intranet site (available online on site)
Nevada Revised Statues, online access
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7C.1 Personnel policies, procedures and rules are current, written, and
communicated to all personnel.
Description
Department rules and regulations, standard operating procedures, and respective union contracts
contain personnel policies and procedures, as does the City’s Civil Service Rules. New
employees’ familiarize themselves with these written items during their probationary period.
Management and union representatives jointly agree upon revisions to these documents and/or
the creation of new policies and procedures. Once the SOP becomes effective (either new or
updated), notice is sent electronically to all employees.
Appraisal
The City and LVFR transitioned personnel policies electronic distribution sites (SharePoint and
City Intranet). In 2009, distribution of paper copies was eliminated. The new electronic process
communicated existing policies and procedures effectively and conserved resources, which
supported the City’s sustainability initiative.
Plan
Labor and management will continue to provide personnel policies via the electronic distribution
system. A fiscal year 2012 performance goal for the chief over administrative services will be to
screen 50 percent of the SOP’s related to that division.
References
Standard Operating Procedures SharePoint site (available electronically on site)
IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory agreement,
article 9
Las Vegas city employee’s association labor contract, article 17
City of Las Vegas civil service rules
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7C.2 A specific policy defines and prohibits sexual, racial, disability or other forms
of harassment, bias, and unlawful discrimination
of employees/members and describes the
related reporting procedures. The policy and organizational expectations specific to
employee behavior are communicated formally to all members/employees and are
enforced.
Description
The City of Las Vegas through human resource policies and procedures Violence workforce
defines and prohibits sexual, racial, disability, gender, or other related harassment of employees
and outlines federal violations. Employees attend mandatory training biannually provided by the
Human Resources department that covers workplace harassment and violence. City policies
outlining employee behavior expectations are in place. City policies are available electronically
through the Intranet site. Las Vegas Fire & Rescue’s positive discipline manual details
expectations and discipline procedures.
Appraisal
The City adopted non-discrimination (HR2.01.01) and workplace violence (HR9.05.01) policies.
As detailed in HR3.09.01 Adherence to Policies, City employees have been expected to follow
established directives. LVFR’s positive discipline manual has been used to communicate
expectations and procedures for its represented employees.
Plan
The Department will provide employees reminders about expectations, consequences, and
alternatives available if subject to adverse treatment related to these issues. The Employee
Disciplinary Reporting System (EDRS), which is based on the Positive Discipline Manual
administrator will continue to monitor disciplinary actions to ensure organizational expectations
are adhered to and policies enforced.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Personnel Policies: HR2.01.01 Non-Discrimination; HR3.09.01 Adherence to Policies,
Directives, and Rules; and HR9.05.01Workplace Violence
Positive discipline manual
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7C.3 A disciplinary system is in place and enforced
.
Description
The City of Las Vegas has a disciplinary system based on positive discipline and is in place for
employees who are members of collective bargaining units (Article 9 Section J Positive
discipline of the IAFF contracts and Article 13 – Disciplinary action of the CEA contract). The
guidelines for this system are written and provided to employees in the Positive Discipline
Manual. The Employee Disciplinary Reporting System (EDRS) tracks commendations,
counseling sessions (informal discipline), and formal discipline. Under formal discipline, city
and union management negotiate and agree upon the appropriate disciplinary procedure for
represented employees. Supervisors initiate discipline per these agreements and it is subject to
approval by the next level supervisor. The fire chief over administrative services manages
EDRS for the department.
Appraisal
The positive discipline system has provided LVFR a method with which discipline has been
tracked and enforced. EDRS was upgraded in 2009, but some functions not automated, such as
the disciplinary action form. EDRS has been under-utilized by some managers and turn-over in
the position of chief of administrative services since 2010 has caused inconsistencies in
enforcement.
Plan
In fiscal year 2012, the fire department will research whether EDRS will support electronic
completion of forms and if so, will work with information technologies to enhance its
capabilities more conducive to electronic data submission.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory agreement,
article 9
Las Vegas City Employees Association Labor Contract, Article 13 – Disciplinary action
Positive discipline manual
Employee disciplinary review system screenshots (access available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7C.4 An internal ethics and conflict of interest policy is published and communicated to
employees/members.
Description
Fire Department Rule & Regulation 130.01 General Conduct serves as an internal ethics and
conflict of interest policy. It is available to all personnel through the Department’s Standard
Operating Procedures SharePoint site. The City of Las Vegas has several policies dealing with
ethics and conflicts of interest (HR3.06.02 Workplace relationships constituting conflicts policy
HR3.12.01 Outside employment policy). Policies also include elected officials (CM106
Campaigning for political office and/or serving as an elected official policy) and relationships
with outside vendors (CM000 Employee-vendor relationship policy). The City’s policies
reference Nevada Revised Statutes (NRS), specifically NRS281A-Ethics in government. City
policies are available for employee access through the City’s Intranet site.
Appraisal
General conduct expectations for Fire Department personnel have been established through
Rules & Regulation 130.01 and agreed to and adopted by Local 1285 union membership. City
policy has been established for CEA, appointive, and executive personnel. Policies for both the
Department and City have been communicated through the Fire Recruit Academy and new
employee orientation and provided electronically through intranet sites.
Plan
The Department, in conjunction with labor and/or City management will maintain internal policy
or abide by City policy relating to ethics and conflicts of interest. The department will continue
to provide employees access to its policies electronically through the use of Microsoft
SharePoint.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Rule & Regulation 130.01 General conduct
HR3.06.02 Workplace relationships constituting conflicts policy
HR3.12.01 Outside employment policy
CM106 Campaigning for political office and/or serving as an elected official policy
CM403 Employee-vendor relationship policy
NRS 281A – Ethics in government
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7C.5 A grievance/complaint procedure
is published and communicated to
employees/members.
Description
The City of Las Vegas in partnership with the International Association of Fire Fighters (IAFF)
Local 1285 and the Las Vegas Classified Employees Association (LVCEA) publish the
negotiated collective bargaining agreements in which the grievance procedures between each
organization and the City of Las Vegas can be found (article 10 and article 12, respectively). Las
Vegas Fire & Rescue represented employees also participate in a positive discipline system that
is communicated in a positive discipline manual. Employees receive communication of these
procedures through available electronic outlets as well as supervisors, union officials, and
Human Resources personnel. New employees receive this information in either the fire recruit
academy and/or City’s new employee orientation.
Appraisal
The City has provided employees access through electronic posting to grievance/complaint
procedures that have been negotiated and ratified by represented employees through their
collective bargaining agreements. The Fire Department received no complaints from members
stating they were not aware of the proper procedures for submitting a grievance.
Plan
The Department will continue to ensure employees have access to information regarding the
grievance process. It will monitor whether members report lack of knowledge of the policies.
References
IAFF Local 1285 Supervisory Agreement, Article 10, page 15; IAFF Local 1285 Non-
Supervisory Agreement, Article 10, page 17
Las Vegas City Employees Association labor contract, Article 12, page 36 (.pdf page 39)
Positive discipline manual
City of Las Vegas Intranet site (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7D: Use of Human Resources
Human resources development and utilization is consistent with the agency’s established
mission, goals, and objectives.
Summary:
The City of Las Vegas Department of Human Resources is responsible primarily for Human
Resource Management. Las Vegas Fire & Rescue department uses its employees appropriately
to support the overall mission and goals and fosters an environment consistent with its purpose.
LVFR employees are encouraged to seek further education through the City’s continuing
education program.
References
City of Las Vegas Department of Human Resources organizational chart
City of Las Vegas Educational Assistance Policy
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7D.1 A position classification system and a process by which jobs are audited and
modified are in place.
Description
The City’s Human Resources Department administers the job classification system that provides
required specifications for all City job descriptions. It also performs job and salary surveys to
ensure the effectiveness of the system.
The Human Resources Department and LVFR Administrative personnel are responsible for
LVFR position audits. LVFR’s Administrative and Employee Services Division reviews
positions when necessary or as requested by City Management. The Civil Service Board
approves any change or update to a classified position.
Appraisal
Over the past two years, the Fire Department created, reviewed, and changed the position
classification of key positions. This included the creation of the Administrative Battalion Chief
classification and the update of the EMS Field Coordinator position. Although position
classifications required several months to complete, the final products were effective.
Plan
The Fire Department will complete a position classification for Administrative Fire Captain
(new) and other targeted classifications to help the Department provide more consistency and
administrative support of incident management systems.
References
City of Las Vegas Civil Service Rules
Job descriptions (all job descriptions available on City’s Website)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7D.2 Current written job descriptions exist
for all positions and incumbent personnel have
input into revisions.
Description
Approximately 47 job descriptions account for all Fire Department positions. Periodically, the
City conducts a job analysis. Employees complete a survey and describe primary and secondary
job functions. Each level of management reviews survey results and submits corroborating or
alternative feedback through the appropriate chain of command. Human Resources Department
personnel review all questionnaires and adjust job descriptions as needed.
Appraisal
At the end of 2008, the City conducted a Job Analysis Questionnaire (JAQ) and Fundamental
Service Review. Through this process, the City determined there were too many job
classifications (approximately 400) and recommended those that were repetitive or unnecessary
by merged. For example, there was not enough justification to sustain job descriptions for
positions such as a Mechanic I, Mechanic II, and Mechanic III. Also, the new Administrative
Battalion Chief job description was crafted using input from personnel.
Plan
The Department will continue to manage job descriptions, merge those that describe the same
overall function, and recommend for elimination job descriptions that are no longer needed.
References
City of Las Vegas job analysis questionnaire
City of Las Vegas Fundamental Service Review report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7D.3 A personnel appraisal system is in place.
Description
The City of Las Vegas has an employee performance evaluation system is in place for full-time
executive, appointive, and classified employees covered by the Las Vegas City Employee
Association (LVCEA) collective bargaining agreement. There are twenty-one such employees in
the Department as of the start of FY2012. Appointive and executive evaluations are due before
the end of each fiscal year (June 30) while evaluations for LVCEA employees are due before the
employee’s service (hire) date. The Fire Department does not have a formal appraisal system
beyond initial probationary performance evaluations in place for employees represented by the
International Association of Firefighters Local 1285 labor organization.
Appraisal
In FY2010, City Management implemented the completion of employee evaluations by due date
as a performance measure with a goal of 90%. In fiscal year 2011, LVFR supervisors completed
57.14% of the eligible employees evaluations before the due date and management and labor
leaders agreed to a mentorship program in lieu of a formal evaluation. At the end of fiscal year
2011, human resources launched new forms and an evaluation process for executives and
appointive employees tied to strategic planning and Performance Plus result measures.
Plan
In fiscal year 2012, the deputy fire chief over support services will develop a mentorship
program and run a test pilot on 10% of IAFF personnel. Appointive and executives will
complete their evaluations by June 20, 2012 using the new forms and process.
References
Performance evaluation forms and manuals: classified; appointive; and executive
Performance Plus presentations FY2011 – Administrative services line of business
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7D.4 The agency maintains a current list of the special knowledge, skills, and abilities of each
employee/member.
Description
The City of Las Vegas Human Resources Department maintains records of each employee’s
special knowledge, skill, and ability requirements. The Fire Training Center maintains written
and electronic records of suppression employee training via FireRMS and 9th Brain Suite. The
Department maintains lists of employee job-related specialty certifications in its Telestaff
application. This enables specialty call-outs and appropriate compensation to be made.
Appraisal
The process to maintain current information on special knowledge/skills of employees has
worked well, but has been cumbersome due to volume and several systems used. When
assignments changed, promotions occurred, or more certifications were added, several lists
(locations) needed updating. In 2011, a full-time position at the training center was assigned to
finalize the department’s transition from FireRMS to 9th Brain for all training records.
Plan
The Department will monitor training center personnel’s progress in transitioning out of one
record keeping system and will look for more efficient and inclusive ways to keep personnel
records current.
References
Sample employee in-house training records
Specialty certifications Telestaff report
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7D.5 Methods for employee/member input or a suggestion program are in place.
Description
Las Vegas Fire & Rescue encourages employees to make suggestions to improve the
environment. On most Fridays, the fire chief visits fire stations to discuss performance measures
and progress with suppression crew and solicits ideas and comments from employees. The fire
chief encourages other executive staff to make station visits when possible. Employees may e-
mail supervisors at any time if they wish to address specific concerns/problems or pass on
suggestions. They also have the option of sending suggestions directly to the City Manager’s
Office through the Intranet. These opportunities allow employees to express concerns regarding
the Department’s practices and procedures. Executive staff and labor officers meet regularly at
Labor/Management meetings to exchange ideas and address issues.
Appraisal
Over the last two years, communications about the Department focused primarily on budget cuts
and IAFF contract negotiations. Feedback from station visits, Ask the Manager site, and City
Manager’s Office site visits have been funneled to the Fire Chief for appropriate action.
Plan
The Department will continue to solicit ideas and suggestions of employees, implement them as
applicable, or modify existing processes. Executive staff will seek new ideas to increase
employee participation and will present a progress report on performance and department goals
in January 2012 as part of the state of the department update.
References
Ask the Manager Intranet screenshot
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7D.6 Career development programs are made available
to all employees/members.
Description
Las Vegas Fire & Rescue and the City of Las Vegas provide career development opportunities
for all employees. The City provides educational assistance to those who meet the policy
standards. The City’s Human Resources Department operates an Organizational Development
and Training division that offers “leadership training opportunities, the division also has courses
in many other areas of employee and organizational development” (organizational development
and training Intranet site).
Appraisal
The full-time training officer who worked with LVFR employees on educational opportunities
retired early in 2011. The position was not filled. Despite severe budget issues, the City has
continued to fund the tuition reimbursement program and provided leadership training
opportunities organized by the Human Resources department.
Plan
The Department will continue to assist and support employees who wish to develop personally
and professionally. LVFR will continue to assist employees with professional growth and
encourage employees to acquire degrees using available resources. Tuition reimbursement will
continue to be instrumental in encouraging employees to acquire formal education that benefits
promotional opportunities.
References
City of Las Vegas educational assistance policy
Organizational development and training Intranet site (available on site)
Supervisory development college course catalog
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7E: Personnel Compensation
A system and practices for providing employee/member compensation are in place.
Summary:
The City of Las Vegas has negotiated compensation programs with the International Association
of Fire Fighters Local 1285 and Las Vegas City Employees Association (LVCEA) for the
compensation and benefit packages of all covered employees. Compensation and benefit
packages are also available for appointed employees who work on an “at will basis” and serve at
the pleasure of the City. Information regarding compensation is available to all employees
through the City’s Intranet site.
References
IAFF Local 1285 Supervisory contract; IAFF Local 1285 Non-supervisory contract
Las Vegas City employees’ association labor contract
Salary ranges – Inside CLV Intranet portal (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7E.1 Rates of pay and compensation are published
and available to all
employees/members.
Description
The salary ranges for Appointives; Classified Employees (Nonsupervisory); Classified
Employees (Supervisory); Fire Classified (Early Retirement); Fire Classified (Regular
Retirement); Fire Supervisory (Early Retirement); Fire Supervisory (Regular Retirement); and
Hourly employees are available on the City’s Intranet Portal and are current. Labor unit
agreements between the City and IAFF Local 1285 and City of Las Vegas Employees
Association also detail member pay and compensation. Both agreements are available
electronically through the City’s Intranet site and hard copies are available in the Human
Resources Department or the respective union office. Employee members of each bargaining
unit receive a copy of the appropriate agreement. Both contracts list all job classifications, salary
schedules, salary ranges, and effective dates.
Appraisal
Rates of pay and compensation have been published and all employees have been provided
access whether through electronic access or hard copies. The system has met the Department’s
needs.
Plan
The City will continue to publish and distribute all pay schedules, compensation, and terms of
the union contracts.
References
IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract
Las Vegas city employees’ association labor contract
Salary ranges – Inside CLV Intranet portal (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7E.2 Member benefits are defined, published and communicated to
all employees/members.
Description
The City’s Intranet portal provides all City employees a list of benefits for which they may be
eligible. Upon hire, all new employees receive benefit information during Employee
Orientation. The IAFF Local 1285 and LVCEA contract agreements also detail member
benefits. Every employee member receives a copy of the applicable contract. The definitions of
all benefit information are readily accessible to employee/members to ensure labor relations
remain optimum.
Appraisal
Member benefits have been defined, published, and communicated by the City and department
through negotiated labor agreements. Documentation has been distributed to all employees and
bargaining unit members through electronic Intranet sources.
Plan
The City will continue to publish and distribute definitions of employee benefits and provide
employees immediate access through electronic means.
References
IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract
Las Vegas city employees’ association labor contract
Benefits/Insurance - Inside CLV Intranet portal (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7F: Occupational Health and Safety and Risk Management
Occupational health and safety and risk management programs are established and designed to
protect the organization and personnel from unnecessary injuries or losses from accidents or
liability.
Summary:
The Fire Department references the City of Las Vegas’ Human Resources Department’s Risk
Management program that manages three key areas: safety and loss control, Worker’s
Compensation, and insurance services. The purpose of the program is to protect the rights and
benefits of the injured worker and the organization. The Insurance Division of the Human
Resources Department tracks the number and types of reportable injuries and occupational
illnesses sustained by personnel via the Occupational Safety and Health Administration (OSHA)
300 Log. The Safety/Loss Control Officer maintains a consultative relationship with Fire
Department personnel. The Fire Department has in place policies, procedures, and programs that
provide for safety in the workplace: standard operating procedures; rules and regulations; courses
in bloodborne pathogens, and personal protective equipment annual assessments.
The City’s risk management loss program provides resources adequate for the Department’s
requirements. The Department will continue to work within citywide Risk Management
Program guidelines. In addition, the Department’s Safety Committee meets monthly to review
safety-related issues and makes recommendations to the Fire Chief.
References
City of Las Vegas risk management program
City of Las Vegas Safety/Loss Control manual
OSHA 300 Log
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.1 A specific person or persons are assigned responsibility
for implementing the
occupational health and safety and risk management programs.
Description
The City of Las Vegas, through its Human Resources Department, assigns the responsibility for
implementing occupational health and safety and risk management programs to the manager of
the Risk, Compensation & Benefits services section. The Risk, Compensation & Benefits
services manager designs and administers the budget for risk management and oversees a variety
of self-funded insurance programs for the City and multiple local public agencies, to include
safety and loss control, compensation and benefits services, and workers’ compensation
programs. The safety/loss control officer is responsible for the occupational health and safety
program for the City, provides oversight and resources to other city departments, and answers to
the Risk, Compensation & Benefits services manager.
Appraisal
The city has designated specific person(s) with assigned responsibilities of oversight for
occupational health and safety and risk management programs. The Risk, Compensation &
Benefits services section has provided Las Vegas Fire & Rescue occupational health and safety
and risk management guidance and services, as required by City management.
Plan
The City of Las Vegas will continue to administer its occupational health and safety and risk
management programs through the Risk, Compensation & Benefits services section of its Human
Resources Department. Las Vegas Fire & Rescue will participate in programs as required.
References
City of Las Vegas Department of Human Resources organizational chart, 2011, page 3
City of Las Vegas Risk Management, Compensation & Benefits Intranet site (access available on
site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.2 Procedures are established for reporting, evaluating, addressing, and communicating
workplace hazards as well as
unsafe/unhealthy conditions and work practices.
Description
Per standard operating procedure (SOP) 401.01 Safety procedures, Las Vegas Fire & Rescue
employees who recognize a workplace hazard report the issue through their chain of command.
Personnel who identify hazards or unsafe/healthy conditions can make a phone call to support
personnel for corrective action in fire department facilities or can submit a maintenance request
form through support services for non-critical issues. The Department uses its Safety Committee
to address and recommend changes to correct unsafe or unhealthy conditions or procedures. The
Committee disseminates safety updates for issues that need immediate attention or changes to
existing practices. The Deputy Chief of Business and Planning attends the City’s monthly Safety
Oversight Committee meeting to review unsafe or unhealthy conditions.
Appraisal
Due to Citywide budget difficulties, the LVFR’s Health and Safety Officer position was
eliminated in 2008, which increased the responsibility of crews to identify and communicate
issues. The Safety Oversight Committee, with a fire department representative, has met
monthly, discussed issues, and planned to prevent the future development of unsafe workplace
conditions.
Plan
The Department will continue to use the system of phone calls or maintenance request forms
submitted to support personnel and the City’s Safety Oversight Committee in order to report,
evaluate, address, and communicate hazards, or unsafe conditions.
References
Standard operating procedure 401.01 Safety procedures
Maintenance request form
Safety loss form
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.3 The agency documents steps taken to implement risk reduction
and address identified
workplace hazards.
Description
Las Vegas Fire & Rescue’s Safety Committee assists in the detection and elimination of unsafe
working conditions and work practices. It meets monthly to discuss issues identified, on-going
agenda items, industry trends in training and practices, and plans for new programs. The
Committee makes recommendations to the Fire Chief on safety issues involving the Department
and/or its policies. The 400 series of the standard operating procedures address potential risks,
appropriate safety measures, and risk-avoidance.
Appraisal
The Safety Committee was established through contract negotiations and has recorded minutes
from all meetings. The Insurances Services Division has tracked and maintained the OSHA 300
Log for all City Departments regarding occupational injuries and illnesses of employees. This
information has been provided to Departments upon request. The Department’s SOP’s have
provided guidance regarding risk reduction.
Plan
The Department will continue to use available information and resources for detection and
prevention of workplace hazards received by support services and the safety committee. The
Department and Safety Oversight Committee will emphasize safety throughout the department,
strive to develop any new system that ensures safe working conditions, and take actions
necessary to minimize workplace hazards.
References
Safety Oversight Committee recommendations and minutes
LVFR standard operating procedures 400 Series – Safety procedures (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.4 Procedures are established and communicated specific to minimizing occupational
exposure to communicable diseases
or chemicals.
Description
The Department communicates with employees through classroom and/or online web-based
training, electronic mail, policy and procedures documents, safety committee minutes, and wide
distribution of periodicals and advisories issued by various governmental or private agencies.
LVFR encourages employees to assist in maintaining a safe work environment using the chain of
command as referenced in SOP 401.01 Safety Procedures.
Appraisal
Current communication procedures have met the Department’s needs. All suppression personnel
have completed Bloodborne Pathogens/Communicable Disease training annually. The
Department’s clinic has provided a preventive immunization program to all personnel, which has
included annual flu vaccines, the Hepatitis series, and a variety of other available shots.
Plan
The Department will continue to communicate occupational health and safety matters to
employees and continue to provide yearly training and immunizations.
References
9th Brain training courses
Standard operating procedure 401.01 Safety procedures
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7F.5 An occupational health and safety training program is established
and
designed to instruct the workforce in general safe work practices, from point of initial
employment through each job assignment and/or whenever new substances, new processes,
procedures, or equipment are introduced. It provides specific instructions on operations
and hazards specific to the agency.
Description
Safety training is an integral part of initial training for manipulative skills used during the
Recruit Academy. Incumbent personnel receive annual safety training through Ninth Brain Suite
courses and Training Center classroom offerings. Topics include basic skills, personal protective
equipment, fit testing and respirator use, confined space operations, hearing conservation, hazard
communications, infectious disease control, and training specific to the member’s duty. In
addition, when the Department implements new equipment or procedures, it conducts training
for appropriate personnel. The Department follows the same process if new hazards, such as
chemicals, are introduced to a workplace.
Appraisal
The Department has provided OSHA mandated courses annually to suppression and/or other
identified personnel and tracked participation through training records. Through training, the
Department has advised employees of associated risks and safety concerns of exposure to
hazardous chemicals.
Plan
The Department will continue to provide a safe and healthy work environment for its members.
Through communication and continuous training in workplace hazards, Department employees
and supervisors will continue to be informed of workplace dangers.
References
City of Las Vegas Safety, Loss Control, and Risk Management manual #87-2
LVFR OSHA mandated training report
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.6 The agency uses near miss reporting to elevate the level of situational awareness in an
effort to teach and share lessons learned
from events that, except for a fortunate break in the
chain of events, could have resulted in a fatality, injury or property damage.
Description
Las Vegas Fire & Rescue’s Safety Committee reviews near miss incidents and makes
recommendations for corrective measures, policies and procedures, and training in the form of a
Greensheet (After Action Report).
Appraisal
The Department has conducted training using Greensheets from both LVFR and other agencies.
Greensheets have been published on the Department’s Training Center SharePoint site.
Plan
The Department will continue to use the current system of review and documentation for near
miss incidents. LVFR plans to incorporate lessons learned into the Officer Development
Program.
References
Greensheet – Decatur fire LVFR
Training Center greensheet library (available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7F.7 A process is in place to investigate and document accidents, injuries, legal actions, etc.,
which is supported by the agency’s information management system.
Description
The Insurance Services Division of Human Resources, Workman’s Compensation Department
monitors accidents and lost time injuries. This is accomplished from the information filed by
various City departments, including LVFR, and maintained in the OSHA 300 logs.
Appraisal
The system for tracking accidents has been accomplished by the City’s Insurance Service
Division and has met the Department’s needs.
Plan
The Department will continue to use the City’s Insurance Service Division as a resource for
documenting accidents and injuries.
References
OSHA 300 Log
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 7G: Wellness/Fitness Programs
The agency has a wellness/fitness program for recruit and incumbent personnel and provisions
for noncompliance by employees/members are written and communicated.
Summary:
Las Vegas Fire & Rescue hosts a progressive wellness/fitness program for recruits and
incumbent personnel. LVFR operates a medical clinic staffed with a full-time physician and
full-time medical assistant. The Department also employed a full-time Critical Incident Stress
Manager until her retirement early in 2011. Due to financial constraints this position has not been
filled. Presently Health and Wellness Clinic staff (Physician and medical assistant)
and administrative/supervisory LVFR personnel serve in this role
Each LVFR fire station has a dedicated workout area containing a complement of standardized
physical fitness equipment. Personnel are encouraged to possess local gym memberships and are
allowed to attend those gyms on-duty as long as the facility is in their first-in area and use of
these facilities would incur no delay in emergency response. Equipment, fitness programs, and
general wellness activities are planned and discussed at Health and Wellness Committee
meetings. This labor/management committee also manages a peer fitness program that provides
ready access to trained peer fitness instructors (PFTs) on every shift. The City of Las Vegas
contracts with a company that supplies a Professional Fitness Trainer who is dedicated to LVFR
and its personnel.
The medical examination new and incumbent personnel receive meets or exceeds NFPA 1582,
Evaluation of Members, 2007 edition guidelines and is the foundation of the Department’s
wellness and fitness program. Employees receive a physical fitness prescription (and guidance
on means to achieve prescribed goals) at the conclusion of their required annual clinic visit. The
required physical examination and associated testing (x-rays and lab work) is provided at no cost
to the employee. Standard operating procedure 100.04 Medical Standards details employee
responsibilities and implications for non-compliance with the annual physical examination
process.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-47
References
NFPA 1582 Standard on comprehensive occupational medical program for fire departments,
2007 edition; evaluation of members section
Standard operating procedure 100.04 Medical standards
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-48
CC 7G.1 The agency provides for initial, regular, and rehabilitative medical and
physical fitness evaluations
.
Description
Las Vegas Fire & Rescue maintains a medical clinic with a full-time medical assistant and full-
time medical physician. The medical clinic provides a pre-hire physical to all recruits,
mandatory annual physicals to all suppression personnel, and non-mandatory annual physicals
for fire prevention and fire dispatch employees, per the negotiated International Association of
Firefighters (IAFF) local 1285 non-supervisory contracts.
Appraisal
In fiscal year 2011, the medical clinic provided 465 annual medical/physical exams for LVFR
employees. The clinic’s previously employed registered nurse resigned unexpectedly in October
of 2010 so physicals were contracted out to a third party until a new medical assistant was
available to the clinic (February 2011). From late January through July 2011, 128 firefighters
were seen by a third party provider. This shift in procedure created difficulties with scheduling
and third-party provider availability that resulted in a number physicals that occurred outside the
30-day window plus or minus the employees’ birthdates, as proscribed in the labor agreements.
The re-opening of the clinic resolved this issue.
Plan
The Department will continue to provide medical examinations for its personnel through the
restaffed medical clinic.
References
IAFF Local 1285 Non-supervisory agreement
Health & Wellness program Performance Plus data for FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-49
7G.2 The agency provides personnel with access to fitness facilities and equipment as well as
exercise instruction.
Description
The Department maintains exercise equipment areas in all fire stations and allows suppression
personnel at least 1 hour of physical fitness training time per shift. If the daily schedule allows,
suppression personnel can participate in ball sports. The Department encourages suppression
personnel to attend fitness centers in their response area, as long as response times are not
affected negatively. The Department certifies peer fitness instructors who are available to
answer fitness questions or provide exercise instruction for any LVFR employee. The City of
Las Vegas, through a third-party contract (Wellness Coaches USA), employs professional fitness
trainers, one of whom works directly with LVFR and all its personnel.
Appraisal
LVFR has provided personnel access to fitness facilities and equipment, encouraged physical
fitness activities, and provided access to exercise instruction. Through its Health and Wellness
Committee, the department developed a standard list of equipment for every station that resolved
injury concerns related to certain exercises and the potential of poorly maintained equipment.
During the summer of 2011, the wellness coach assigned to the fire department moved into an
office space in central fire administration in order to be more accessible to department personnel.
Plan
The Department will continue to provide access to fitness facilities and equipment, but economic
pressures may affect its ability to maintain and replace equipment in the future. The Department
will also monitor costs related to on-duty exercise injuries, which may influence the fitness
opportunities it provides. It will continue to encourage personnel to be peer fitness trainers and
to use the services offered by Wellness Coaches USA.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Peer fitness instructor list
Wellness Coaches USA (full access available on site)
Standard list of exercise equipment
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-51
7G.3 The agency provides wellness/fitness education to all employees/members.
Description
Part of the consultation with the Department physician during annual physicals includes wellness
and fitness education. The Department has certified peer fitness instructors available to the
members while on duty. In a prominent area of each fire station and central administration is a
health and wellness information board to display fitness initiatives or share general wellness
information. The City of Las Vegas through a third-party contract (Wellness Coaches USA)
employs professional fitness trainers, one of whom is available specifically for LVFR and all its
personnel.
Appraisal
The percent of suppression personnel at risk of heart attack while on duty has decreased from
22.57% at the end of FY2009 to 10.36% at the end of FY2011. The largest percentage increase
in overall fitness has been in VO2 maximum performance. This has been attributed to the
agency’s attention and emphasis through the medical clinic to aerobic conditioning and its
benefit(s) to firefighters on the fireground.
Plan
The LVFR medical clinic will continue to provide quality physical exams as the cornerstone of
the health and wellness program. Continued support by the administration of on-duty physical
fitness programs is essential to the Department’s overall health. The Medical Clinic and Health
and Wellness Committee will continue to provide educational information on maintenance and
improvement of physical and emotional wellness.
During FY2012, the Health and Wellness Committee will be designing a quarterly “Fitness”
newsletter to address and discuss various health and wellness issues including areas to improve
and means to achieve improvement(s).
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-52
References
Peer fitness instructor list
Health & Wellness program Performance Plus data for FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7G.4 The agency provides an employee/member assistance program
with timely access to
critical incident stress debriefing and behavioral counseling resources.
Description
The City of Las Vegas contracts with an employee/member assistance program (Mines and
Associates) that provides behavioral counseling resources. This program offers 24-hour access
for employees. Informational resources are available to all city employees via the Intranet. Las
Vegas Fire & Rescues’ medical clinic and administrative/supervisory are available as counseling
resources since the retirement of the full-time critical incident stress manager (CISM) early in
2011. As of fiscal year 2012, the department is researching a professional services contract and
the possibility of sharing costs with other city departments.
Appraisal
The retirement of the full-time CISM has affected the mental and psychological health of LVFR,
as the person was respected and trusted by suppression personnel. CISM has been added to the
responsibilities of medical clinic staff who have provided referrals to contracted services based
on interaction with employees. The City and department increased access for personnel to Mines
and Associates counseling referral services and in early 2011 provided volunteers office space in
Central Fire Administration to help fill the void created by the CISM retirement.
Plan
The department will seek to fill the crisis intervention stress manager position when funding is
available. Until then medical clinic personnel will be involved in handling CISM issues. The
Department will continue to make information regarding the City’s employee/member assistance
program (Mines) available to personnel.
References
Minds & Associates brochure
Employee Assistance Program (found on Wellness Coaches Corner Intranet page full access
available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 7G.5 Current policies and standard operating procedures or general guidelines
are in place
to direct the wellness/fitness programs.
Description
The Department uses NFPA 1582 Standard on comprehensive occupational medical program for
fire departments, 2007 edition, and 1583 Standard on health-related fitness programs for fire
department members, 2008 edition, as guidelines to direct its wellness/fitness program. These
standards provide guidance on roles and responsibilities (NFPA 1582 chapter 4), annual
occupational fitness (NFPA 1582 chapter 8), essential job tasks – specific evaluation of medical
conditions in members (NFPA 1582 chapter 9), health and fitness coordinators and peer fitness
trainers (NFPA 1583 chapter 5), fitness assessment (NFPA 1583 chapter 6), and exercise and
fitness training program (NFPA 1583 chapter 7). Standard Operating Procedure SOP 100.04
Medical Standards details compliance with the annual physical exam requirements and the
negotiated labor agreement with firefighter's union Local 1285 ensures the annual physical for
incumbents meets NFPA 1582 Standard on comprehensive occupational medical program for
fire departments, 2007 edition requirements.
Appraisal
Las Vegas Fire & Rescue implemented polices that have guided its health and wellness program.
National standards (NFPA 1582 and 1583) served as the foundation of policy, as well as
consultation with full-time medical clinic staff. SOP 100.04 has been negotiated with and
ratified by the firefighter’s union.
Plan
The Department will continue to monitor the wellness/fitness program and modify it if deemed
necessary.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-55
References
NFPA 1582 Standard on comprehensive occupational medical program for fire departments,
2007 edition; evaluation of members section
NFPA 1583 Standard on health-related fitness programs for fire department members, 2008
edition
Standard operating procedure100.04 Medical standards
IAFF Local 1285 non-supervisory agreement
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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7G.6 The agency’s information system allows for documentation and analysis of the
wellness/fitness programs
.
Description
Las Vegas Fire & Rescue’s Health & Wellness program, through its medical clinic, measures
and tracks biometric data such as height, weight, age, blood pressure, overall fitness, cholesterol
level, triglyceride level, glucose, and body fat in order to identify adverse health trends and to
evaluate effectiveness of the program. Health & Wellness Program medical staff document and
maintain this data using Microsoft Excel and report statistics to the Deputy Chief of Medical
Services or the equivalent for evaluation.
Appraisal
Medical staff have used data maintained in computer programs and analyzed it to report
performance of the wellness program. Patient related data has been entered into the Performance
Plus application for reporting purposes.
Plan
Health & Wellness Program medical personnel will continue to evaluate the information it
compiles as part of the wellness/fitness program. Personnel will evaluate information systems
available to document wellness information. If deemed necessary, the Department will
implement changes.
References
Health & Wellness program Performance Plus data for FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
7-57
7G.7 An appraisal is conducted, at least annually, to determine the effectiveness of the
wellness/fitness programs.
Description
Health & Wellness Program personnel track data on the services they provide Department
personnel. They report this information to the Deputy Chief over medical services or the
equivalent at least quarterly as part of the Performance Plus strategic business planning process,
or upon request. The program is responsible for tracking two significant performance measures:
1) the percent of suppression employees at high-risk of heart attack while performing job duties;
and 2) the percent of those identified as high-risk in their last physical who improve their
condition.
Appraisal
Based on program performance measured and reported regularly, the Health & Wellness
program has been determined to be effective. In FY2011, the medical clinic physician and staff
administered 228 influenza vaccines to agency personnel. 465 personnel received annual
physicals through the clinic and 128 through a third party provider. For FY2011, 10.36% of
personnel seen were considered to be at high risk of cardiovascular disease compared to 15.26%
in FY 2010. Out of the 465 firefighters assessed in FY2011, 19.3% showed improvement.
Although lower than FY2011, fewer high-risk firefighters showed improvement in 2011.
Plan
The Department will continue to use the Performance Plus strategic business planning process to
appraise the performance of the Health & Wellness Program. Performance measures will be
modified as determined necessary to ensure the effectiveness of provided services.
References
Health & Wellness program Performance Plus data for FY2010 and FY2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
8-1
Category VIII: Training and Competency Training and educational resource programs express the philosophy of the organization they
serve and are central to its mission. Learning resources should include a library, other
collections of materials that support teaching and learning, instructional methodologies and
technologies, support services, distribution and maintenance systems for equipment and
materials, instructional information systems, such as computers and software,
telecommunications, other audio visual media, and the facilities to utilize such equipment and
services.
Central to success of the training and educational process is a learning resources organizational
structure and a technically proficient support staff. The training staff should provide services
that encourage and stimulate competency, innovation, and increased effectiveness. The agency
or system should provide those learning resources necessary to support quality training. The
agency should depict their approach to recognized state/provincial and national fire service
professional standards programs within their written responses to the performance indicators in
this section as adherence to those programs will be considered as prima facie compliance with
the intent of this section.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
8-2
Criterion 8A: Training and Education Program Requirements
A training and education program is established to support the agency’s needs.
Summary:
Training is based on Las Vegas Fire & Rescue’s organizational needs as identified through
published national, state, and local training standards, the Safety Committee, and personnel
recommendations. A standing Training Division develops the master training plan for the
Department. Training includes certification, recertification, new skills, and refresher classes,
provided both face-to-face and through online resources.
The Department’s training program meets all legal requirements and is consistent with the
LVFR’s mission. The Training Division provides two command-training paths, but no formal
staff development program.
References
NFPA 1001 Standard for fire fighter professional qualifications
NFPA 1002 Standard for fire apparatus driver/operator professional qualifications
NFPA 1451 Standard for a fire service vehicle operations training program
Southern Nevada Health District EMS regulations
Strategies and Tactics manual (ODP curriculum)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
8-3
CC 8A.1 The organization has a process in place to identify training needs
, which
identifies the tasks, activities, knowledge, skills, and abilities required to deal with
anticipated emergency conditions.
Description
Las Vegas Fire & Rescue references minimum training schedules using the competencies set
forth in National Fire Protection Association (NFPA) standards NFPA 1001 and 1002 for its core
competencies in its firefighter/trainee program (recruit academy). The Department identifies
engineer and fire apparatus operational training needs using NFPA 1002, 1041, and 1451. NFPA
Standards and NIMS-ICS Curriculum (ICS 100, 200, 300, 400, 700, and 800) are the basis for
the Officer Development Program. The Southern Nevada Health District mandates a two-year
Emergency Medical Service (EMS) re-certification process that evaluates skills and identifies
deficiencies. Beyond state and national standards, the Department considers training needs from
a variety of sources including Safety Committee recommendations, regional committees,
Insurance Services Office (ISO) guidelines, and direct feedback from suppression personnel.
Appraisal
Use of NFPA standards by training center personnel have provided LVFR an process to identify
training needs that have been accepted as industry practices. Based on ISO’s 2008 site visit,
LVFR received full credit (1.00 out of 1.00) for training drills administered to suppression
personnel.
Plan
The Department will continue to provide training based on state and local requirements and will
consider recommendations from personnel and or outside agencies. It will continue to reference
ISO drill training requirements to ensure full credit is received in future audits.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
8-4
References
NFPA 1001 Standard for Fire Fighter Professional Qualifications
NFPA 1002 Standard for Fire Apparatus Driver/Operator Professional Qualifications
NFPA 1451 Standard for a Fire Service Vehicle Operations Training Program
Southern Nevada Health District EMS regulations
ISO Notification final report, 2011, page 25 (.pdf page 27)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
8-5
8A.2 The training program is consistent with the agency’s mission
statement and published
goals and objectives, and meets the agency’s needs.
Description
Las Vegas Fire & Rescue’s training program is consistent with its mission “to provide fire,
medical, and other emergency response and prevention services to residents, businesses, and
visitors so they can benefit from a safer community,” which is published on page 1 of the
strategic business plan. The Department bases training on the organizational needs and
adherence to published national training standards (National Fire Protection Association) and
other state and local regulations such as the Southern Nevada Health District’s EMS Regulations.
The Department’s training program ensures employees have the skills necessary to support the
performance expectations outlined on page 16 of the FY2012 Strategic Business Plan.
Appraisal
Training has been based on the Department’s organizational priorities reflected in its mission
statement. Firefighting, emergency medical, special response, and prevention services training
has been provided to appropriate personnel. The Department has ensured its ability to meet
agency needs by adhering to national training standards, state and/or local regulations, and
implementation of staff recommendations.
Plan
The Department will continue to provide training that is consistent with its mission to provide
response and prevention services to the community. The Department will revise training
materials as needed to remain consistent with goals and objectives and/or accepted industry
standards.
References
National Fire Protection Association Standards Library (available on site in Fire Prevention)
Southern Nevada Health District EMS regulations
Las Vegas Fire & Rescue strategic business plan FY2012, page 16
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8A.3 The training program is consistent with legal requirements
for performing mandatory
training.
Description
Las Vegas Fire & Rescue’s Training Division complies with the following laws and regulations:
Superfund Amendments and Reauthorization Act of 1986, Title III (SARA Title III); Southern
Nevada Health District (SNHD) Emergency Medical Services; Nevada Revised Statute (NRS)
618 Occupational Safety and Health, Department of Motor Vehicle (DMV), and U.S.
Department of Labor Occupational Safety and Health Administration (OSHA) 1910.
Appraisal
The legal requirements for mandatory training have been met by the Department’s current
training program.
Plan
The Department will continue to adhere to legal requirements in providing training. It will
update, modify, and develop policies and procedures as needed to ensure compliance.
References
Southern Nevada Health District EMS regulations
Superfund Amendments and Reauthorization Act of 1986, Title III regulations, Sec. 11005a
NRS 618 Occupational safety and health
Nevada Department of Motor Vehicle regulations
U.S. Department of Labor, Occupational Safety, and Health Administration (OSHA) Regulation
1910
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8A.4 The agency has identified minimum levels of training
required for all positions in the
organization.
Description
City of Las Vegas job descriptions identify many of the minimum levels of training Department
personnel must obtain for employment and typically include national or state certifications. The
Department identifies minimum training levels for incumbent personnel using national, state, or
local requirements such as those from the National Fire Protection Association (NFPA)
standards, the Nevada fire service professional qualifications, and the regional health district to
sustain the certification levels and competencies of its employees. Fire training officers identify
other minimum training needs by considering industry best practices and jurisdictional demands.
Appraisal
LVFR established its continued education and recertification EMT Basic, Intermediate, and
Paramedic programs based on Southern Nevada Health District (SNHD) requirements 300.100 –
300.327. The cycle has been completed bi-annually, as required. After completion of the fire
recruit academy curriculum, fire suppression personnel have been certified by the State of
Nevada Fire Marshal’s Division as Firefighter II. Fire Prevention personnel have been provided
and maintained certification from the State of Nevada. In 2011, LVFR launched a two-year
training plan that defined the minimum levels of training required for each fire suppression job
classification based on the operational best practices outlined in the Strategies and Tactics
manual. Hazardous materials and technical rescue technicians have received training necessary
to obtain required certification. Communication personnel have been provided training and
maintained Emergency Medical Dispatch certification.
Plan
The Department will continue to develop its two-year training plan to ensure currency and
validity to the operational needs of the department. The Department will continue to provide
training that supports the required recertification process for all personnel.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Southern Nevada Health District EMS Regulations 300.100 – 300.327
Two-year training plan SharePoint site (curriculum available on site)
Nevada fire service professional qualifications
State of NV firefighter II candidate manipulative skills manual
NFPA 1061 Standard for professional qualifications for public safety telecommunicator
NAED Emergency Medical Dispatch Course Curriculum (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8A.5 A command and staff development program is in place
.
Description
Las Vegas Fire & Rescue (LVFR) offers two command programs – Officer Development and
Incident Management Team training. The Department also provides personnel support to further
their individual formal educational goals and objectives through the Las Vegas Fire College.
The IMT training and formal education programs are open to all levels of personnel in all
divisions who wish to participate. The City of Las Vegas offers tuition reimbursement to all City
employees seeking formal educational.
Appraisal
The Department implemented its Officer Development Department training program in 2009
with the intent that all captains will have completed initial training by 2011. IMT training has
been offered since 2008 and attended by personnel from several divisions (operations,
communications, prevention, and administration).
Plan
The LVFR Training and Executive staff will continue to provide command and staff
development training as needed. The Department’s goal will be to expand training when and if
resources are available.
References
Strategies and Tactics manual (Officer Development Program)
NIMS-ICS: Type III incident management teams / FEMA
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 8B: Training and Education Program Performance
Training and education programs are provided to support the agency’s needs.
Summary:
Las Vegas Fire & Rescue’s recruit academy is a 20-week curriculum for firefighter trainees.
This academy prepares the employee for the Nevada State Fire Marshal’s Firefighter I and
Firefighter II tests. The academy prepares the students to pass Clark County’s certification and
protocol exams for Emergency Medical Technician I. Continuing education and training for
firefighting, EMS, and special operations is provided through multiple programs in the classroom
and online that provide practical drills, introduce new techniques, and review and reinforce skills
and information. The Las Vegas Fire & Rescue Training Division operates using a two-year
master training plan that provides training related to national, state, and/or local standards,
industry best practices, and specific Departmental requirements.
References
LVFR recruit academy evaluation forms (full curriculum and materials available on site)
Two-year training plan SharePoint site (curriculum available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8B.1 A process is in place to ensure that personnel are appropriately trained.
Description
The City of Las Vegas’ Human Resources Department identifies minimum job requirements to
be eligible for employment in each Fire Department position. The Training Center coordinates
the appropriate training for incumbent suppression personnel through the two year training plan,
which includes single-company, multi-company drills, and the Officer Development Program.
The Department maintains training records for each individual through an electronic web-based
tracking tool (Ninth Brain Suite [9th Brain]).
Appraisal
The City’s hiring process has ensured that new employees have met job-specific entry-level
training requirements. The public has been provided access to all job descriptions through the
City’s Intranet website. Las Vegas Fire & Rescue has required each suppression person attend
requisite training classes and drills. The Department transitioned from FireRMS to 9th Brain for
better tracking and delivery of training. The suppression captains and/or battalion chiefs have
conducted in-station or field training that has met Department training requirements.
Plan
The Department will continue to use the City job descriptions and hiring process to ensure
training levels of new employees. The Department will continue to evaluate job performance
and training needs of personnel. The Training Division will develop improvements for both
tracking and accountability issues, as they pertain to individual, company level training.
References
List of LVFR city job descriptions (all City job descriptions available online)
LVFR recruit academy evaluation forms
Two-year training plan SharePoint site (curriculum available on site)
Las Vegas Fire & Rescue master training center calendar
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8B.2 The agency provides both short and long-range training
schedules.
Description
The Assistant Chief of Training develops both short- and long-range department training
schedules. The one-year fire training calendar lists the training schedule for department
personnel. The calendar is electronic and open for view to all department members.
Appraisal
The Las Vegas Fire & Rescue has provided short- and long-term training schedule for monthly
EMS, fire update, hazardous material, and technical rescue classes and drills. In 2011, the
Department completed and launched its two-year training plan. The Department implemented
Ninth Brain Suite (9th Brain) and used it provide web-based training. Department personnel were
provided a training account on the 9th Brain platform.
Plan
The department will continue to develop short- and long-range training schedules. The
department will continue current planning schedules and examine opportunities for process and
component improvement.
References
Las Vegas Fire & Rescue master training center calendar
Two-year training plan SharePoint site (curriculum available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8B.3 The agency has a process for developing performance-based measurements.
Description
The Fire Training Division uses performance-based evaluation forms for each basic skill in the
Recruit Academy. These evaluation forms reflect relevant NFPA (1001; 1002; 1021; and 1041)
and Departmental standards and expectations. Incumbent training is quantitative only and does
not reflect a qualitative performance evaluation.
Appraisal
The Training Division has used performance-based training measurements established by the
State of Nevada Fire Marshall for Firefighter I and II to evaluate the knowledge and skills of new
recruits. Labor and Management have discussed the implementation of performance-based
evaluations for incumbent personnel, but have not reached consensus on an acceptable process.
Plan
The department’s Training Division will continue to provide ongoing training needs assessment
through the personnel feedback, lessons learned, and “after action reporting.” Focus will be on
improvement points for basic skills, driver training, and officer development. Both professional
and personal development plans, and documentation of those plans, are needed for each rank and
employee. The Department will continue its efforts to implement a performance-based
evaluation process.
References
NFPA Standards: 1001; 1002; 1021; and 1041
LVFR recruit academy evaluation forms
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 8B.4 The agency provides for evaluation of individual, company, or crew, and
multi-company or crew performance through performance-based measurements.
Description
As part of the two-year training plan, the battalion chiefs and captains conduct individual,
company, or crew evaluations during training sessions and single and multiple company drills.
The department conducts drills to ensure suppression personnel are up-to-date on expectations
put forth in the Department’s Strategies and Tactics manual that conform to Valley-wide
operational performance expectations and to ensure it can meet training expectations for the
Insurance Services Office (ISO) Public Protection Classification (PPC) program. Evaluation is
quantitative only and does not reflect a qualitative performance. Evaluations ensure that
personnel perform objectives for each type of training and/or drill.
Appraisal
In 2008, LVFR completed an ISO Public Protection Classification Program survey and
underwent a full site visit, which included the assessment of suppression personnel training
records for multi-, night-, and half-day drills. In 2010, the Department received notification that
it achieved a score of 8.19 out of 9.00 possible points (91% performance) for training (Public
Protection Summary Report pages 24-29). Majority of the credit lost in this area resulted from
the department’s inability personnel-wise to perform “pre-fire planning inspections of each
commercial, industrial, institutional, and other similar type building” twice per year (page 28).
Plan
The Department’s Training Division will continue to provide ongoing training needs assessment
through the personnel feedback, lessons learned, and after action reporting. Focus will be on
improvement points for basic skills, driver training, and officer development. Both professional
and personal development plans, and documentation of those plans, are needed for each rank and
employee. The Department will continue its efforts to implement a performance-based
evaluation process.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Two-year training plan SharePoint site (curriculum available on site)
Strategies and Tactics manual
ISO Notification final report, 2011, page 25
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8B.5 The agency maintains individual/member training records
.
Description
Las Vegas Fire & Rescue Training Division maintains individual/member training records with
the Ninth Brain Suite (9th Brain) Records Management and web-based system. The FireRMS
system retains historic training records. Training Center staff and course instructors, enter
course data. The 9th Brain program can compile a report of total monthly training hours by each
Company Officer for review by his/her Battalion Chief and Training Division; to verify
expectations are being met. A report can be done based on any of the “filtered” fields to ensure
compliance and completion.
Appraisal
In 2009, the Department transitioned to the Ninth Brain Suite (9th Brain) application for
maintaining training records and away from FireRMS (Zoll). The new system allowed for more
detailed information such as categories, courses, duration of class, manipulative application,
instructor(s), companies, and individuals involved, location, and NFPA standards and EMS
credit to be recorded and maintained. The system has tracked needed information, but needs to
be furthered refined to indicate those not attending training.
Plan
The Training Division and IT will continue to maintain the records of Department
individuals/members. Both will work together to create the necessary tools to ensure proper and
adequate tracking and accountability at all times.
References
Example 9th Brain report / FireRMS training records
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 8C: Training and Education Resources
Training and education resources, printed and non-printed library materials, media equipment,
facilities, and staff are available in sufficient quantity, relevancy, diversity, and are current.
Summary:
The Training Division possesses and makes training materials (magazines, VHS, DVDs,
newsletters, training manuals, PowerPoint presentations, and web-based programs) available in a
variety of formats and platforms. The Department maintains training materials through
subscriptions, affiliations, and memberships to professional training organizations. Fire service
computers are configured to receive web-based instruction and training.
Las Vegas Fire & Rescue uses adjuncts and Department personnel to educate employees. LVFR
collaborates with governmental and private agencies as training resources. Fire-related training
equipment is sufficient for academy classes smaller than 20. The EMS Division has an EMS
educator who coordinates and provides medical training.
The training facility is located poorly and limited in size and layout to meet future and outdoor
training needs. Current training facilities have reached maximum capacity based on the number
of personnel and sizes of training groups. A larger, centrally located facility would decrease
travel time and supplement classroom space. Hybrid types of training must be developed so that
training can be de-centralized to the field and other locations.
Since 2007, training staff decreased by approximately 67% due to budgetary constraints and
reductions in force throughout the City. LVFR developed a two-year training plan that uses
alternative methods of delivering training, such as online or via company officers in the fire
stations and off-site from the training center to support departmental training needs.
References
Training center floor plan and aerial map
Eliminated and vacant training center positions
Two-year training plan SharePoint site (curriculum available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 8C.1 Available training facilities and apparatus are provided to support the
training needs of the agency.
Description
The Fire Training Center is a 13,578 square foot administrative and educational facility on 6.94
acres near the eastern boarder of Las Vegas. The facility has one 30-seat classroom and a 60-
seat auditorium that can be divided into two classrooms. Each has electronic media to assist the
instructor with delivering educational materials. The drill grounds consist of a 5-story burn
tower (Class A rated) with an attached 6-story enclosed stairwell, a single story smoke and burn
building, a flashover training container a confined space prop, two vertical ventilation roof props,
2-rail cars, and an auto extrication area. Due to limited storage space, the Emergency Medical
Division maintains dedicated training rooms and storage in the Fire Administration building as
well as the training center. Each specialty area coordinates training and drills with local utility
companies or private industry to accommodate needs. The Training Center has four dedicated
fire engines and has access to reserve rescues.
Appraisal
The training facility and dedicated apparatus have supported the training needs of the department
and allowed for completion of Firefighter Recruit Academies, monthly classroom, and fire
ground training. In 2009, the burn tower and single story live burn prop were refurbished and
remodeled. Required driver/operator and engineer training have been provided off-site.
Sometimes staff have been challenged to schedule training due to limited classrooms. Classes
have been adjusted accordingly or postponed. Technical Rescue and Hazardous Materials props
and aides have been improved, but need more improvement.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Plan
The Department will seek to create and deliver more training on a web-based platform and off-
site locations from the training center that will allow for quicker and further development of
what is needed to reduce travel time to the training facility. Specialized training will continue to
coordinate training site needs with established facilities and community contacts.
References
Vehicle list, 2011
Training center floor plan and aerial map
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8C.2 Instructional personnel are available
to meet the needs of the agency.
Description
Las Vegas Fire & Rescue uses the following emergency and medical services personnel to
provide instruction and/or instructional oversight that meet the needs of the agency: one
assistant chief of training; three fire training officers; one EMS educator; nine battalion chiefs;
and ninety-three fire captains. The Training Division uses outside contract instructors and City
of Las Vegas personnel to supplement instructional needs. The general areas of training include
fire ground and overall incident management, basic skills, emergency responses,
WMD/terrorism, emergency medical services, technical rescue, hazardous materials, driver
training, company officer development, engineer training, 9th Brain on-line web based program;
for incumbent personnel, recruit academies, and mandated training.
Appraisal
The Training Division has been short-staffed since 2008 due to budgetary constraints, which led
to the development and implementation of the two-year training plan that increased the
participation of battalion chiefs and fire captains in the training process. In 2011, the
Department reassigned a person to assist in development and oversight of the web based training
program, 9th Brain. The EMS educator has met needs; however, management and coordination
has been challenging for one person to manage.
Plan
The Department will continue to monitor future needs for instructional personnel and continue to
strive for excellence in spite of budgetary constraints and reductions in forces.
References
LVFR organizational chart, 2011, pages 3 and 5
Two-year training plan SharePoint site (curriculum available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8C.3 Instructional materials are current, support the training program, and are easily accessible.
Description
Las Vegas Fire & Rescue’s Training Division uses nationally accepted/recognized training
manuals and curricula. The Training Division has industry VHS, DVD, and periodicals at the
Training Center for member checkout. Fire stations and the Training Center receive monthly
Fire and EMS publications. International Fire Service Training Association (IFSTA) and other
industry manuals are available at the Training Center. Training programs, classes, and monthly
training curricula use up-to-date instructional information and best practices. Special Operations
Manuals are available at fire station 44 for technical rescue personnel and fire station 3 for
HazMat personnel. The EMS Division has manuals and electronic media available from the
EMS Educator. Departmental SOPs and Southern Nevada Health District protocols and
regulations are available electronically for instruction regarding medical procedures and tasks.
Appraisal
Training materials have been adequate and have met the Department’s needs to date. The
Department has provided personnel access to electronic material through a SharePoint site and
hard copies have been available at the Training Center. An Advanced Driver Training
curriculum was developed and implemented in 2009.
Plan
The Training Division is planning to increase the electronic development and delivery of training
materials.
References
Advanced drivers training manual
Technical rescue training overview (full Manuals and Curriculum available on site)
Hazardous materials technician training plan (full Manuals and Curriculum available on site)
Emergency medical services training plan (full Manuals and Curriculum available on site)
Southern Nevada Health District Protocol Manual
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8C.4 Apparatus and equipment utilized for training are properly maintained
in accordance with
the agency’s operational procedures, and are readily accessible to trainers and employees.
Description
Training apparatus and equipment are housed both onsite and at the Support Services Building.
Support Services or contracted companies perform apparatus and equipment maintenance.
Apparatus and equipment are accessible to trainers and employees. Department personnel
maintain inventories and order Special Operations (technical rescue and hazardous material)
equipment. Equipment is available to trainers and employees through this process. The EMS
Division maintains emergency medical equipment. This equipment is accessible to trainers and
employees through division educators or field coordinators.
Appraisal
Training equipment and apparatus have been maintained appropriately by department personnel
or contracted vendors. Equipment has been made accessible to trainers and when needed, to
employees.
Plan
The Department will continue to maintain equipment and make it available for use by the
Training Center staff and employees.
References
Training center equipment work order
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8C.5 The agency maintains a current inventory of all training equipment and resources.
Description
Las Vegas Fire & Rescue maintains a variety of fire and medical training equipment at its
Training Center and Administration building. Equipment includes, but is not limited to props,
hand tools, computer simulations (both fire and medical); web-based training courses, and
assorted periodicals. The Emergency Medical Division controls its inventory and resources with
a paper check-in/check-out system.
Appraisal
Between 2008 and 2009, the Training Center did not have dedicated administrative support staff
and many inventory procedures have not been maintained since. Those that were in place were
antiquated and less than reliable.
Plan
By the end of fiscal year 2012, Las Vegas Fire & Rescue will identify a more effective method
of inventory control for the entire training facility similar to the daily/weekly inventory used for
apparatus.
References
Training equipment inventory
EMS equipment checkout
Equipment inventories for apparatus
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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8C.6 A selection process is in place for training and educational resource materials
.
Description
Las Vegas Fire & Rescue operates a fire training center and employs fire training officers
(FTOs) who are responsible for curriculum development and/or updating for educational
resource materials within industry best practices and/or department operational directives. The
FTOs research and adopt educational resource materials from industry accepted sources such as
International Fire Service Training Association (IFSTA), National Fire Protection Association
(NFPA), and U.S. Fire Administration (USFA).
Appraisal
In 2011, LVFR implemented a two-year training plan that replaced the one-year master training
calendar for incumbent personnel. This ensured that resource materials would be consistent and
uniform across all suppression ranks for the established training plan cycle.
Plan
Las Vegas Fire & Rescue will continue to select training and educational resource materials for
each two-year training plan.
References
IFSTA website screenshot
Two-year training plan SharePoint site (curriculum available on site)
Las Vegas Fire & Rescue master training center calendar
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 8C.7 Training materials are evaluated
on a continuing basis, and reflect current
practices.
Description
Las Vegas Fire & Rescue’s Training staff research and evaluate suppression-related National
Fire Protection Association (NFPA), National Incident Management System (NIMS) Incident
Command System (ICS), International Fire Service Training Association (IFSTA), and the US
Training Resources and Data Exchange (TRADE) curricula to find those that best suit the needs
of the Department and to ensure training materials reflect current industry best practices.
Appropriate personnel from other divisions (EMS, Special Operations, fire alarm office, fire
prevention, fire investigations, etc.) evaluate training materials from industry-accepted sources to
ensure current best practices are considered and when necessary implemented in the
department’s training curricula.
Appraisal
The Department has trained new firefighters in its recruit fire academies and advanced driver-
operator training programs to standards put for in current IFSTA curriculum and NFPA 1002
standards for driver/operators. In 2009, LVFR implemented the use of a Strategies and Tactics
manual developed based on NIMS-ICS and valley-wide operational directives. This material has
been used to train captains on incident command strategies. Training, EMS, and the Special
Operations and other division staff have monitored local, state, national, and emergency industry
standards such as NFPA 472 and 473 and Southern Nevada Health District protocols, which has
ensured practices and standards have been incorporated in training materials.
Plan
The Department will continue to monitor training materials to ensure materials reflect industry
standards and best practices. The fire chief over training, along with fire training officers, will
evaluate these materials to make recommendations and develop curriculum for delivery of
materials to personnel.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Strategies and Tactics manual (Officer Development Program)
Example NFPA Standards: 472; 473; 1001; 1002; 1006; 1021; 1033; 1041; 1451; and 1670
Southern Nevada Health District protocol manual
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9-1
Category IX: Essential Resources Essential resources are defined as those mandatory services or systems required for the agency’s
operational programs to function. They may be given the same value of importance as a primary
program. Appropriate adjustments may be necessary in the self-analysis to adapt the typical
components listed below to the local situation.
For example, when reviewing a water supply system, the evaluation may not be limited to
conventional resources such as water lines and hydrants, but may include alternative resources,
such as tankers, ponds, streams, lakes, etc.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9-2
Criterion 9A: Water Supply
The water supply resources are reliable and capable of distributing adequate volumes of water
and pressures to all areas of agency responsibility. All areas meet fire flow requirements for
emergencies.
Summary:
The Las Vegas Valley Water District (LVVWD) provides services for the City of Las Vegas.
The district is a member of the American Water Works Association and complies with its
requirements. The water supply maintains a Class 1 rating (38.11 out of 40.00 points) received
from the Insurance Services Office (ISO) in 2010. Fire flow adequacy for all structures within
the City is established, reviewed, and verified by the Fire Prevention Division of Las Vegas Fire
& Rescue Department. The current adopted Fire Code (City of Las Vegas Ordinance 6124)
establishes fire flow based on capacity and duration for the type of construction while
maintaining minimum 20 pounds of residual pressure in the water supply delivery system.
The Fire Prevention Division of the City of Las Vegas strictly enforces fire flow requirements.
Both the Fire Prevention Division and Water District review all new development to ensure fire
protection is sufficient for all structures. Fire flow is determined and delivery is assured before
construction is allowed to commence. The current plan review system that coordinates efforts of
both the Fire Prevention Division and LVVWD is adequate to ensure the necessary water supply
is available for firefighting efforts.
References
City of Las Vegas fire code adoption ordinance 6124
ISO classification notification
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9-3
CC 9A.1 The agency establishes minimum fire flow requirements and total water
supply needed for existing representative structures and other potential fire locations. This
information should also be included in the fire risk evaluation and pre-fire planning
process.
Description
The Fire Prevention Division establishes minimum fire flow and duration requirements for all
structures within the City of Las Vegas. The Fire Protection Engineering Section reviews the
minimum flow on the water plans of each structure based on of the International Fire Code, 2009
edition, as adopted and amended by the fire code of the City of Las Vegas Ordinance 6124. The
fire code bases minimum fire flow on total square footage, type of construction, and whether a
fire sprinkler system is present. In addition to structures, minimum fire flow is provided for
recreational vehicle parks, lumber yards, outdoor recycling operations and any other area the Fire
Protection Engineering Section determines during fire risk evaluation to establish required fire
flow. Before the approval of civil drawings, Civil or Fire Protection Engineers submit plans to
LVVWD to verify fire flow demand of a particular project or subdivision is available. The
Department’s Fire Protection Engineering Section verifies the LVVWD acceptance of civil
drawings before granting approval. Maps of all water supply mains are available in geographical
information system (GIS) map overlays showing size of pipe, hydrant location, and available
shutoff valves. The Fire Protection Engineering Section can verify the water distribution system
when plans are submitted for review. Water main size and anticipated available fire flow is
available to fire apparatus engineers for potential suppression preplan and firefighting
requirements.
Appraisal
LVFR has established minimum fire flow requirements through the provisions of the
International Fire Code, 2009 edition, as adopted and amended by the fire code of the City of Las
Vegas Ordinance 6124. The minimum requirements have proven adequate based on average
occurrence of approximately 545 structure fires in a City with over 20,000 commercial
occupancies and a resident population over 600,000 as detailed in Section D-Risk assessment;
Historic loss (D-4) of the Standards of Coverage, 2011 edition.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9-4
Plan
The Department will continue to establish minimum fire flow requirements through the adoption
of a fire code. These requirements will continue to be considered in future updates to the
Standards of Cover manual.
References
City of Las Vegas fire code adoption ordinance 6124
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 9A.2 An adequate and reliable fixed or portable water supply
is available for
firefighting purposes. The identified water supply sources are sufficient in volume and
pressure to control and extinguish fires.
Description
The Las Vegas Fire & Rescue Fire Prevention Division and Las Vegas Valley Water District
(LVVWD) verify the adequacy and arrangement of water supply for firefighting purposes for
every structure within the City of Las Vegas. The City’s water supply maintains a Class 1 rating
as assessed by the Insurance Services Office (ISO) in 2010. There are almost 21,000 fixed
public hydrants in LVFR’s response area and the department has a water tender with a 3,000-
gallon tank capacity available for additional support. All fire hydrants and on-site piping meet
American Water Works Association (AWWA) fire hydrant requirements. The Fire Prevention
Engineering Section identifies fire flows and durations the LVVWD engineering department
reviews them. LVVWD performs hydraulic analysis to verify the area grid’s ability to support
the necessary fire flow and duration. Fire Prevention verifies a structures available fire flow
during construction by actual flow analysis
Appraisal
The combined review by the fire and water departments has provided redundancy that has
ensured proper system design and delivery for the community served. Reliable and adequate
fixed and/or portable water supply has been achieved as evidenced by a total score of 38.11 out
of 40 achieved in the 2008/2010 ISO onsite visit.
Plan
The Department will continue to coordinate with the Las Vegas Valley Water District, other fire
departments, and local agencies to ensure adequate water delivery for firefighting purposes in the
valley. It will continue to participate in the ISO public protection classification system survey.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
AWWA standard fire hydrant requirements (section 4)
Example district hydrant map (all available electronically on site)
ISO classification notification, page 2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
9-7
9A.3 The fire agency evaluates fire suppression water flow requirements for proposed projects
involving structures or complexes of structures within their jurisdiction. Significant reductions
in required fire flow granted by the installation of an approved sprinkler system in buildings are
documented.
Description
The fire protection engineering section of the fire prevention division evaluates all proposed
developments for adequate fire protection and life safety requirements, and calculates fire flow
requirements for all projects constructed within the City. Reviewing improvement plans
submitted by a licensed civil engineer is the initial stage of this process. The plans include
pertinent information as required by adopted codes and ordinances for determining fire flow and
other fire protection. Based on this information and using of the International Fire Code, 2009
edition, as adopted and amended by the fire code of the City of Las Vegas Ordinance 6124, a fire
flow is established. Reductions in fire flow for buildings with fire sprinkler systems are
documented on approved plans. The plans are filed and maintained by the fire prevention
division.
Appraisal
This procedure has been incorporated into the current City of Las Vegas planning and
development review process, which stated all developments included in the permit application
process be evaluated by the fire department. The process has worked efficiently; fire inspectors
have verified available water supply on site by conducting flow tests before combustible
construction begins.
Plan
The Department will continue to participate in the City of Las Vegas planning and development
process and review all projects for appropriate fire flow/fire protection.
References
City of Las Vegas fire code adoption ordinance 6124
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.4 The agency maintains regular contact with the managers of public and private water
systems
to stay informed about all sources of water available for fighting fires.
Description
Las Vegas Fire & Rescue maintains contact with the Las Vegas Valley Water District (LVVWD)
as part of the building plan review and Insurance Services Office (ISO) site visit process. After
initial approval by the fire department, the engineer submits the civil drawings to the water
district for review and signature. Once signed, the plans come back to the fire engineering
section for final approval, which includes adequate hydrants for fire flow. The Department
serves as liaison between the LVVWD and ISO when an assessment of the water system within
Las Vegas Fire & Rescue’s response area is requested.
Appraisal
Las Vegas Fire & Rescue and the Las Vegas Valley Water District have established relationships
and procedures that have ensured regular contact about water sources available for firefighting,
as evidenced by a total score of 38.11 out of 40 achieved in the 2008/2010 ISO onsite visit.
Plan
The Department will continue to maintain contact with the Water District to ensure proper fire
protection for all structures within the City of Las Vegas.
References
Example signed civil plan
ISO classification notification, page 2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.5 The agency maintains copies of current water supply and hydrant maps
for its service
area.
Description
The Las Vegas Valley Water District (LVVWD) provides current water supply grid distribution
maps to the Fire Protection Engineering section. The Fire Protection Engineering Section
maintains a current copy of these maps. The water supply grid distribution maps indicate water
main sizes and outline water pressure zones. The LVVWD provides new hydrant data to
Combined Communication Center GIS personnel who assign district/phantom numbers to each
hydrant and return that information to the LVVWD. The Combined Communication Center
personnel develop and maintain fire district maps that indicate fire hydrant locations for the City
of Las Vegas, Clark County, and North Las Vegas.
Appraisal
The Las Vegas Valley Water District has provided the Department’s Fire Protection Engineering
Section updated water supply grid distribution maps that contain information on main locations
and pressures. The LVVWD has provided location information on new hydrants to LVFR and
GIS personnel have assigned district/phantom numbers to each. Hydrant maps with detailed
information by jurisdiction and district have been maintained by Combined Communication
Center personnel. Fire suppression personnel have been provided access to this information
through hard copy printed material and electronically on the Mobile Computer Terminals
(MCTs) installed in all emergency apparatus.
Plan
Fire Protection Engineering Section will continue to maintain current copies of the Las Vegas
Valley Water District’s water supply grid distribution maps. The Communication Center will
continue to develop and maintain current hydrant maps using data provided by the LVVWD.
References
Example district hydrant map (all available electronically on site)
Sample water distribution system image
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.6 Hydrant adequacy and placement reflects the locality’s known hazards
and the agency’s
needs for dealing with those hazards.
Description
The Department’s Fire Protection Engineering Section reviews plans submitted by the
construction site civil engineer. The plans are reviewed in accordance with City of Las Vegas
Ordinance 6124 and the Southern Nevada fire code amendments to the 2009 edition of the
International Fire Code Council. Site hazards and fire department needs are determined during
the review process. Las Vegas Fire & Rescue employs American Water Works Association
(AWWA) fire hydrant specifications in the planning process that determine types of fire hydrants
to be used. Fire Prevention field inspectors ensure adequate flow pressures with on-site
inspections.
Appraisal
Fire Protection Engineering Section and the Fire Prevention Division plans and procedures have
ensured proper hydrant adequacy and placement. Hazards have been identified during the
review process to assure proper response capabilities.
Plan
The Fire Prevention Division and Fire Protection Engineering Section will continue to use the
plans and procedures currently in place.
References
City of Las Vegas fire code adoption ordinance 6124
AWWA standard fire hydrant requirements (section 4)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.7 Fire hydrants are located
so that each is visible and accessible at all times. Hydrant
locations are documented.
Description
Steps are taken during the planning and review process to ensure visibility and access to hydrants
for responding emergency apparatus. Hydrant location is visible by a blue hydrant marker in the
middle of the street in front of the hydrant.
Per Standard Operating Procedure 306.01-01, LVFR maintains information regarding hydrants in
the City of Las Vegas electronically using the Zoll FireRMS system. Data include location,
repairs, and annually flow test records, and the Station responsible for testing. The Department
also uses GIS mapping data for documenting hydrant location.
Appraisal
As of 2011, approximately 21,000 public hydrants were located in the City of Las Vegas and
mapped using GIS data. Repairs and annual flow data has been recorded in FireRMS. The fire
protection engineering section through the review process has ensured visibility and accessibility
of hydrants.
Plan
The Department will continue to use the programs in place for documenting hydrant location,
repair, and flow data. Fire Protection Engineering will continue to monitor hydrant placement to
ensure optimal visibility and accessibility.
References
LVFR standard operating procedure 306.01-02 hydrant maintenance servicing
FireRMS hydrant data entry screens
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.8 Fire hydrants are inspected, tested and maintained and the agency’s related processes are
evaluated periodically to ensure adequate and readily available public or private water for fire
protection.
Description
Las Vegas Fire & Rescue flows public hydrants annually per SOP 306.01 and SOP 301.02
hydrant maintenance servicing. Crews inspect public fire hydrants and forward requests for any
needed repairs to the fire maintenance personnel who perform and log repairs in the Zoll
FireRMS system. City ordinance requires property owners flow and maintain private hydrants
and keep records for fire department review.
Appraisal
In calendar year 2010, suppression personnel completed over 16,000 annual public fire hydrant
inspections. A record of each inspected and flowed fire hydrant was entered into the FireRMS
database by fire suppression personnel. Hydrants needing repairs have been noted in the
database, requests sent by inspecting crew to the hydrant division, and then repaired by the
personnel from the fire maintenance shop.
Plan
LVFR will continue to flow and inspect public fire hydrants annually. The Department will
continue to input hydrant data into the computer annually. Hydrants needing maintenance or
repairs will be reported to the hydrant division. With the continued threat of drought in Southern
Nevada, the goal is to continue current annual hydrant testing while being as conservation
conscientious as possible.
References
LVFR standard operating procedure 306.01-02 hydrant maintenance servicing
2010 hydrant flow test report
FireRMS hydrant data entry screens
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.9 The agency identifies and plans for alternate sources of water supply
for those areas
without hydrants, where hydrant flows are insufficient, or in the event of a major disruption in
public water supply capabilities.
Description
The adopted fire code requires all commercial, high-rise, and residential occupancies in areas
without adequate fire hydrant coverage have fire sprinkler systems in lieu of fire hydrants. All
installations must meet current requirements for sprinkler flow and duration. In areas where
hydrant flows are inadequate, fire pumps are required to boost water flow. Large properties are
required to have an emergency backup supply of water. The Las Vegas Valley Water District
has emergency measures in place in case of a major disruption. Las Vegas Fire & Rescue’s
water tender carries 3,000 gallons of water, 300 gallons of Class A foam, and 200 gallons of
Class B foam.
Appraisal
The City’s adopted fire code has ensured an available water supply in developed areas or that
under-protected structures have residential fire sprinklers installed. Las Vegas Fire & Rescue
has prepared alternate water supply sources by having a water tender in service. The Water
District has emergency measures planned in case of major disruption that included the ability to
divert available pressure across the water grid.
Plan
The Department will continue to enforce the Fire Code and coordinate with the LVVWD to
ensure an adequate water supply for fire protection. LVFR will monitor its alternative water
supply and provide recommendations for improvement if necessary.
References
City of Las Vegas fire code adoption ordinance 6124
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9A.10 The agency has operational procedures in place outlining available water supply
.
Description
International Fire Code, 2009 edition, as adopted and amended by the fire code of the City of Las
Vegas Ordinance 6124, provides requirements for water supply use (section 507.1 required water
supply). The Code requires all buildings over 55 feet in height have an automatic secondary on-
site water supply (section 903.3.5.2 secondary water supply). Procedures are in place to address
the particular needs of high-rise buildings in relation to pumping concerns should on-site fire
pumps fail. Pre-fire plans of commercial properties are available electronically so responders are
aware of water supply, hydrant location, access, and any other special considerations.
Appraisal
Adopted fire code has outlined procedures for having available water supply to buildings.
Proper water supply and distribution has been addressed in the plan review process before
construction and by fire inspectors during and after construction. Pre-fire plans have
documented available water sources and have been provided electronically to suppression
personnel via mobile computer terminals (MCTs) located in all emergency apparatus.
Plan
The plan review, inspection, and planning process will continue to be used. Structures that
present a significant fire flow challenge because of size or height will be preplanned with the
anticipation of possible failure of built-in fire suppression systems. Training of Fire Engineers
will include relay and tandem pumping operations to address anticipated needs for high-rise
structures. A water supply officer will be used at significant incidents to help coordinate supply
line placement, continuity of fire flow, and act as liaison to LVVWD. The Water District may be
asked to increase available water in a particular pressure zone.
References
City of Las Vegas fire code adoption ordinance 6124, section 507.1 required water supply;
section 903.3.5.2 secondary water supply
Example preplan (all preplans and supplements available online on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 9B: Communication Systems
The public and the agency have an adequate, effective, and efficient emergency communications
system. The system is reliable and able to meet the demands of major operations, including
command and control within fire/rescue services during emergency operations, and meets the
needs of other public safety agencies having the need for distribution of information.
Summary:
Las Vegas Fire & Rescue’s communication system consists of Enhanced 911, computer-aided
dispatching (CAD), and other communications systems that adequately, effectively, and
efficiently dispatch emergency apparatus and support staff. Established interoperability allows
the Combined Communication Center (fire alarm office or FAO) to disseminate pertinent
information to emergency personnel and various public safety agencies. The various
components are redundant. The Center has shown the ability to meet the demands of major
operations through coordinated training exercises and large-scale events like New Year’s Eve.
The FAO uses technology, personnel, and procedures to be as effective and efficient as possible
and is capable of handling call volume, as evidenced in the fact that it received full credit (3.00
points) for operators in the Department’s most recent Insurance Services Office (ISO) evaluation
conducted April 2008 and finalized March 2010. The FAO works to maintain compliance with
National Fire Protection Association (NFPA) 1061 Standard for professional qualifications for
public safety telecommunicator and NFPA 1221 Standard for the installation, maintenance, and
use of emergency services communications systems. Communications specialists are certified
by the National Academy of Emergency Medical Dispatch (NAEMD) of the United States of
America.
References
NFPA 1061 Standard for professional qualifications for public safety telecommunicator
NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 9B.1 A system is in place to ensure communications with portable, mobile, and
fixed communications systems in the field
.
Description
Las Vegas Fire & Rescue provides mobile computer terminals (MCT), radio communication, and
cellular phones in all emergency vehicles to ensure communications in the field. The
Department uses 800 MHz communication systems. Redundancies are in place and
communications personnel perform daily radio tests with mobile units and station radios, in
accordance with combined communication center (fire alarm office or FAO) SOPs C-18, R-2,
and R-3, and National Fire Protection Association (NFPA) 1221 Standard for the installation,
maintenance, and use of emergency services communications systems requirements. The
Southern Nevada Area Communications Council (SNACC) manager informs participating fire
departments of communication issues and is working to migrate the system to Associated Public-
Safety Communications Officials (APCO) Project 25 Phase I radio technology.
Appraisal
In 2007, the SNACC Board of Directors adopted a new policy that created a dedicated zone of
sixteen (16) interoperability channels programmed into all radios on the SNACC 800-megahertz
truncated communications system. This enhancement provided incident commanders a wide
spectrum of interoperability channels that can be assigned during an incident.
Plan
Las Vegas Fire & Rescue, through SNACC, will continue to expand and/or improve the 800
MHz communications system. By the end of fiscal year 2012, SNACC will have three
operational Project 25 Phase I sites that will be the next level of increased interoperability within
the system. The Department will continue to provide communication technicians to maintain
and repair communications equipment.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapter 9 Dispatch systems and Chapter 11 Testing
Associated Public-Safety Communications Officials (APCO) Project 25 information
FAO standard operating procedure C-18 computer malfunction, city, and county computers,
2009
FAO standard operating procedure R-2 radio and vocal test, 2010
FAO standard operating procedure R-3 radios, radio problems & radio system failure, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.2 The emergency communications system is capable of receiving automatic and manual
early warning and other emergency reporting signals
.
Description
The Combined Communication Center is capable of receiving emergency reporting signals
through the National Warning System (NAWAS) and a National Oceanic and Atmospheric
Administration (NOAA) weather monitor covering weather, attacks, and natural disasters. This
capability is listed in NFPA 1061, Annex A.4.2.2 – A.5.4.5 as special equipment and systems
that can be part of communication systems.
Appraisal
Though not required, a system that allowed the Combined Communication Center to receive
emergency signals from NAWAS and NOAA was implemented in 1988. The Center has
performed regular testing of the system daily and ensured proper notification was active.
Plan
The Combined Communications Center will continue to monitor effectiveness of the systems in
place to receive emergency reporting signals.
References
NFPA 1061 Standard for professional qualifications for public safety telecommunicator, 2007
ed.: Annex A.4.2.2 – A5.4.5
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.3 The agency’s communications center(s) is/are adequately equipped and designed
, e.g.,
telephones, radios, equipment status, alarm devices, computers, address files, dispatching
circuits, playback devices, recording systems, printers, consoles, desks, chairs, lighting and map
displays, etc.
Description
The Combined Communication Center (FAO) operates 24 hours a day 7 days a week. There are
fourteen console positions, each with telephone access, individual lighting, chairs, and computer
aided dispatch workstations that contain address files, map display, and dispatch criteria. Six of
the fourteen console positions provide radio communication. The FAO is equipped with
dispatch circuits, phone playback devices from a central digital Dictaphone recording device, and
overhead map display. The center maintains emergency equipment in preparation for
evacuation.
Appraisal
In 2007, the Communication Center was remodeled. Space was maximized and it was equipped
adequately. The modified layout increased the number of console workstations from 10 to 14.
In 2011, the FAO installed sixteen individual phone lines that provided back up to the primary
telephone system. Cellular phones, radios, and evacuation bags were prepared and stored in the
communication center in the event that dispatchers must evacuate the facility.
Plan
The Department will continue to monitor the Center’s equipment and design to ensure optimal
dispatching performance and emergency preparedness.
References
Combined communications center layout
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.4 The uninterrupted electrical power supply
for the communications center is reliable and
has automatic backup capability.
Description
The Department considers NFPA 1221 Standard for the Installation, Maintenance, and Use of
Emergency Services Communications Systems, 2010 ed., Chapters 4.7.7 and 5.6 concerning the
electrical power supply for dispatch operations. The Combined Communication Center has an
uninterrupted power source (UPS) that keeps all equipment operational until the back-up diesel
generator starts and provides power. The UPS can supply enough power to run dispatch
operations for one hour. The diesel generator holds 1,000-gallons of fuel capable of providing a
minimum of 24 hours of power.
Appraisal
During 2007, the Combined Communication Center emergency generator was configured to test
automatically each week with a load transfer for approximately 15 to 20 minutes. These tests
have been performed as scheduled. Per the maintenance contract, the UPS and generator
systems have been maintained quarterly and proved reliable. Standard Operating Procedures P-7
and P-8 have provided personnel direction during power failures.
Plan
The Combined Communications Center will continue to use the present system to ensure an
uninterrupted power supply.
References
NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapter 4.7.7 and Chapter 5.6
FAO standard operating procedure P-7 Power failure, generator, 2010
FAO standard operating procedure P-8 Power failure, radio channel, 2009
Generator maintenance contract invoice
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 9B.5 Standard operating procedures or general guidelines are in place
to direct all
types of dispatching services provided to the agency by the communications center(s).
Description
Call takers/dispatchers maintain at their consoles a Fire Alarm Office Manual of Operations
containing all current SOPs that cover all types of dispatching services provided. The Center
modifies or creates SOPs as needed and submits the changes through the proper chain of
command for approval. Personnel then update all SOP formats – electronic, hard copy, and
backup file.
Appraisal
Existing policies have been reviewed at bi-weekly Operations meetings and participants have
established details for modifications to the Center’s policies and procedures. Authorized
personnel have maintained the currency of SOP’s and ensured process or technology changes
have been reflected.
Plan
The Center will continue to use Operations meetings as the primary method to review and adopt
SOP’s and/or guidelines relevant to all dispatching services.
References
Fire alarm office manual of operations (available electronically on site)
Master SOP revision dates
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.6 Adequate numbers of fire or emergency dispatchers
are on duty to handle the anticipated
call volume.
Description
The Combined Communication Center (fire alarm office or FAO) employs approximately fifty
full-time communication specialists (emergency dispatchers). The FAO uses variable shifts,
typically ten-hours, to ensure adequate available dispatching and supervisory personnel. By
analyzing 9-1-1 call volume and the number of dispatched incidents, management determines the
number of positions and personnel needed for proper operation. NFPA 1221 Standard for the
installation, maintenance, and use of emergency services communications systems, 2010 ed.:
Sections 7.3.1-7.3.3 specifies appropriate numbers of operators. The FAO also considers the
Insurance Services Office (ISO) formula that determines the appropriate number of dispatchers
using call volume.
Appraisal
Variable staffing used by the FAO has handled call volume effectively. In addition, the Center
received full credit (3.00 points) for operators in the Department’s most recent Insurance
Services Office (ISO) evaluation conducted April 2008 and finalized March 2010.
Plan
The Combined Communications Center will continue to evaluate fire and emergency dispatcher
duties and anticipated call volume to determine future personnel needs.
References
NFPA 1221 Standard for the installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Section 7.3.1-7.3.3
ISO classification notification, page 2
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.7 An adequate maintenance program
is in place with regularly scheduled system tests.
Description
The Combined Communication Center has adequate maintenance programs in place that system
tests that occur regularly in accordance to National Fire Protection Association (NFPA) 1221
Standard for the installation, maintenance, and use of emergency services communications
systems, 2010 ed.: Chapters 10 and 11. A tape backup of the computer aided dispatch (CAD)
system occurs daily. After changing recording tapes, the system tests run automatically to
identify any system problems. An automated system completes a test of the combined
communication center’s emergency backup generator every Monday morning. The Center
conducts radio tests daily. In-house support is available from both Las Vegas Fire & Rescue and
Clark County Fire Department personnel.
Appraisal
The scheduled maintenance program for the Combined Communications Center has proved
adequate with procedures detailed in SOP P-7 Power Failure – Generator and P-8 Power Failure
Radio Channel. Over the last five years, the Center experienced less than 10 minutes of non-
upgrade radio down time and the CAD system has had less than five hours of non-upgrade down
time.
Plan
The Department will continue to perform regular tests of the Communication Center’s power and
data collection systems in accordance with NFPA or manufacturer recommendations.
References
NFPA 1221 Standard for the Installation, maintenance, and use of emergency services
communications systems, 2010 ed.: Chapters 10 and 11
FAO standard operating procedure P-7 Power failure, generator, 2010
FAO standard operating procedure P-8 Power failure, radio channel, 2009
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.8 The communications center(s) has/have adequate supervision and management
.
Description
A board of directors that includes fire chiefs from Las Vegas Fire & Rescue, Clark County Fire
Department, and North Las Vegas Fire Department serves as the policy-setting body for the
Combined Communication Center (fire alarm office or FAO). A deputy fire chief from each
agency and the Communications Superintendent function as the Operations Committee that
recommends policy, evaluates, and solves operational issues. LVFR’s Deputy Chief over the
Combined Communications Center and the Communications Superintendent supervise the day-
to-day operations of the alarm office. A senior communications specialist supervises each shift.
Appraisal
The Operations Committee has met bi-weekly and discussed operational changes and has
provided direction to the Center’s supervisory staff. The supervision and management provided
by LVFR personnel has proved adequate in meeting the Center’s needs.
Plan
The Board of Directors, with information from the Operations Committee, will determine
whether changes to the supervisory and managerial staff are necessary to maintain the
effectiveness of the Combined Communications Center.
References
Combined communications center hierarchy
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.9 A communications training program
for emergency dispatchers is in place that ensures
adequate, timely, and reliable fire agency emergency response.
Description
The Combined Communications Center (fire alarm office or FAO) employs a full-time training
officer who is responsible for training new communications specialists and providing continuing
education to incumbent personnel. Each communications specialist receives and must maintain
cardiopulmonary resuscitation (CPR) and emergency medical dispatch (EMD) certification. The
FAO’s training program uses National Academy of Emergency Dispatch (NAED) and American
Heart Association (AHA) standards. Although not required, the training process references the
National Fire Prevention Association (NFPA) 1061 Standard for professional qualifications for
public safety telecommunicator, 2007 ed. guidelines (annex C guide for telecommunicator
training authority).
Appraisal
The Center’ training program has met successfully requirements outlined in SOP T-7 training –
communications, documentation/procedure and NFPA 1061 Annex C guide for
telecommunicator training authority. From FY2007-2011, twenty-six new employees completed
initial EMD training; 21 retained employment. Of the twenty-four hours of Continuing Dispatch
Education (CDE) required for communication specialists to be NAED EMD-recertified every
two years, Las Vegas Fire & Rescue provided a minimum of sixteen. At the end of 2010, fifty-
two communications personnel were CPR and EMD certified.
Plan
Combined Communication Center training personnel will continue to evaluate its training
program and make adjustments deemed necessary based on accepted standard operating
procedures, the NAED curriculum, NFPA standards, or other mandates governing
communications training programs.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
NFPA 1061 Standard for professional qualifications for public safety telecommunicator, 2007
ed., annex c guide for telecommunicator training authority
Employees completing EMD training
FAO standard operating procedure T-7 Training – communications, documentation/procedure,
2011
American Heart Association BLS for healthcare providers course description
NAED EMD Certification course curriculum (available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9B.10 The interoperability of the communications system is evaluated and documented.
Appropriate procedures are implemented
to provide for communications between the agency and
other emergency responders.
Description
The Combined Communication Center (fire alarm office or FAO) receives direction from the
Operations Committee regarding interoperability and incorporates it into its standard operating
procedures. It participates in the Southern Nevada Area Communications Council (SNACC) that
is a consortium of approximately forty agencies across Clark County, Nevada. It also
participates in interoperability opportunities with other community members outside the SNACC
system. The Center participates in internal and exercises with other emergency responders to
evaluate the system. In addition, local fire departments participate in interoperability exercises
to ensure communication between LVFR and other responders.
Appraisal
Interoperability procedures have been implemented and used daily by the Combined
Communication Center, as it dispatches for three jurisdictions (LVFR, North Las Vegas Fire, and
Clark County Fire). Interoperability procedures have been detailed in SOP’s such as R-6
Tactical Talk Groups, E-7 Emergency Operations Center, B-9 BLM-Las Vegas Interagency
Communications Center, and B-12 Boating Accidents. In 2011, an SOP was implemented that
created interoperability with the local university (UNLV) police and the SNACC system (U-001,
University of Nevada-Las Vegas [UNLV]).
Plan
The Center will continue to use existing available SNACC interoperability and look at additional
interoperability options within the community. The Combined Communication Center and Las
Vegas Fire & Rescue will continue to participate in local or regional exercises.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Southern Nevada Area Communication Council brochure (available on site)
FAO standard operating procedures B-9 BLM-Las Vegas interagency communications center,
2010; B-12 boating accidents, 2009; E-7 emergency operations center, 2010; R-6 tactical talk
groups, 2010; U-001, University of Nevada, Las Vegas (UNLV), 2011
Radio Rodeo after action reports, 2011 and 2011 (sensitive information; full-documents available
on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 9C: Administrative Support Services and Office Systems
Administrative support services and general office systems are in place with adequate staff to
efficiently and effectively conduct and manage the agency’s administrative functions, such as
organizational planning and assessment, resource coordination, data analysis/research, records
keeping, reporting, business communications, public interaction, and purchasing.
Summary:
The administrative and support components of Las Vegas Fire & Rescue are provided
predominately by staff assigned to the Department’s four lines of business, as detailed in its
strategic business plan and outlined in the department’s organizational chart. Administrative
Services provides services and support related to personnel and legal actions. Support Services
provides services related to vehicle purchasing, maintenance and repair, ordering and delivery of
equipment and supplies, facility acquisition and maintenance, and training and certification for
all areas of emergency operations. Fire Prevention Services provides fire code enforcement by
through fire engineering building plan reviews and inspections and fire and life safety public
education. LFVR personnel meet administrative support needs through prioritization and
overtime when necessary.
References
Las Vegas Fire & Rescue strategic business plan FY2012
Las Vegas Fire & Rescue organizational chart, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 9C.1 The
administrative support services are appropriate for the agency’s size,
function, complexity, and mission, and are adequately staffed and managed.
Description
The Department has personnel who support the mission by providing records retention, public
information and education, employee services, vehicle and equipment maintenance, purchasing
and procurement, and budget management.
Appraisal
The City of Las Vegas has faced significant budget reductions that resulted in fewer support staff
positions being filled. Since 2007, 26 positions were eliminated from Las Vegas Fire & Rescue.
Remaining personnel have provided needed administrative support services by prioritizing
demand. Despite economic difficulties and budget reductions, the Department has maintained its
ISO Class 1 rating and has not eliminated any programs to date.
Plan
Las Vegas Fire & Rescue will continue to manage its remaining administrative support personnel
in order to ensure that the mission and needs of the Department are met.
References
Las Vegas Fire & Rescue organizational chart, 2011
Eliminated positions list
ISO classification notification
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9C.2 Sufficient general office equipment, supplies and resources are in place to
support
departmental needs.
Description
All divisions have accounts with which to purchase consumable and non-consumable office
supplies and equipment through an online (I-procurement) office supply system. The budget
analyst monitors program budgets to ensure funds are available. The Department maintains a
stock of various items to support its needs.
Appraisal
Reduced department budgets caused limited purchasing, but personnel have been provided
general office equipment, supplies, and resources required to perform job duties. All offices
have been supplied with a personal computer with Internet access, telephone, office furniture,
and general supplies. In 2009, as part of the City’s sustainability initiative, printing and faxing
services were consolidated, high-capacity printer/fax/scanning equipment was purchased, and
most desktop printers and fax machines eliminated.
Plan
The Department will continue to supply necessary office equipment, supplies, and resources to
its personnel while being fiscally conscious and responsible.
References
I-Procurement screenshots
LVFR office equipment inventory
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9C.3 Technological resources (e.g., telecommunications equipment, computer systems, general
business software, etc.) and the information management system are appropriate to support the
needs of the agency. Access is available to technical support
personnel with expertise in the
systems deployed by the agency.
Description
Each individual workstation has at least one personal computer with Microsoft Office 2007 suite
that includes email and internet access. All fire department have a standard profile that includes
Zoll FireRMS (non-medical incident reporting system), Sansio HealthEMS (medical electronic
patient care reports), and Kronos Telestaff (electronic roster software), Microsoft SharePoint,
Adobe Acrobat, Employee Disciplinary Review System (EDRS), and Ninth Brain Suite (training
and certification courses and tracking system). City intranet is available, as well as public
internet. Other programs are available to personnel depending on need.
Fire Administration is linked to City Hall with a fiber optic network access. The fire apparatus
use cellular wireless technology (GPRS) and secured Wi-Fi to communicate with the mobile
computer aided dispatch (CAD). Each Station has CAD voice station alerting system. City IT
and the fire department provide regular and after-hours technical support.
Appraisal
In 2009, one Senior Technical Systems Analyst retired leaving one to manage Department
computer operations, servers, and workstations. This increased the department’s dependence on
assistance from City Information Technologies department. LVFR’s management analyst has
assumed minor liaison duties between LVFR personnel and IT when needed. Six
communication technicians have provided regular and after-hour support of field communication
devices.
Plan
The City and Department will continue to provide technological systems that meet the needs of
the agency. Both will continue to provide technical support using qualified personnel.
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References
Fire & Rescue computer profile
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9C.4 Public reception and public information components support the customer service needs
of the agency.
Description
Las Vegas Fire & Rescue has public reception and a Public Education and Information Office
that support Department and community customer service needs. The public reception area is in
the Fire Administration building. This area is open during regular business hours (Monday
through Thursday, 0800-1700) to accommodate work-related or public visitors. The Public
Education and Information Officer (PEIO) provides interviews and is often present at
fire/emergency scenes. The information and education section develops and provides public fire
and life safety programs and information that is available in the public reception area. Several
fire and life safety items are available in both English and Spanish.
Appraisal
In 2008, the Department’s full-time position at the public reception area was eliminated and an
automatic call distributer installed to answer phone calls from the public. Clerical personnel
have provided rotational coverage of the reception area. Without a primary person assigned to
that position, some continuity of services has been lost and delivery of service at the reception
desk has become less personal.
Fire and Life Safety Classes have been presented to the public on a variety of topics and have
often exceeded those offered by other local fire departments.
Plan
The Department will continue to provide public reception, information, and education with
available staff to ensure customer needs are met.
References
Public information handouts
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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9C.5 Organizational documents, forms, and manuals are maintained and current
.
Description
According to the City’ records management policy, Las Vegas Fire & Rescue administrative
personnel maintain and update departmental documents, forms, and manuals. Once a document
has been approved by a Deputy City Attorney as to its legal form, no changes have been allowed
without written consent of the City Attorney or Deputy City Attorney. The Department updates
forms and documents periodically as needed and annotates them with revision dates.
Management approves all forms. There is a central storage area in the payroll office of the fire
administration building for paper copies of forms and documents. Payroll personnel supply each
station has a small inventory of necessary forms. Additionally, there is a shared fire department
forms folder where many forms can be printed from the computer. The Department follows the
established City policy on document management.
Appraisal
Departmental documents, forms, and manuals have been maintained adequately and kept current.
LVFR has been provided enterprise-wide forms through the City’s graphics department.
Plan
The Department will continue to review and update organizational documents as necessary.
References
Enterprise records management
City of Las Vegas policy and procedures manual – interoffice memorandum for legal documents
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Category X: External Systems Relationships External systems relationships are defined as the relationships with agencies that act together as
an integrated system. The growth of multi-unit systems and the increase of interagency
agreements between various types of government necessitate increasing attention to these
relationships and the agreements between legally autonomous operating units.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 10A: External Agency Relationships
The agency’s operations and planning efforts include relationships with external agencies and
operational systems that affect or may influence the agency’s mission, operations, or cost
effectiveness.
Summary:
Las Vegas Fire & Rescue participates in training, programs, and/or associations that prove
beneficial to the Department’s mission or that provides cost effectiveness by sharing resources or
incurred costs. The Department has used the City Attorney’s Office to ensure potential
agreements comply with Nevada Revised Statute (NRS) 277.080 and other legal requirements.
The City Manager’s Office will direct policy between coordinating agencies. The current
process is effective and enhances communications and capabilities Valley-wide as reported in
after action reports after multi-jurisdictional training and/or exercises.
References
NRS 277 Interlocal cooperation act
After action report – radio rodeo (full documents available on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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CC 10A.1 The agency develops and maintains outside relationships
that support its
mission, operations, or cost effectiveness.
Description
Las Vegas Fire & Rescue maintains outside relationships through written memorandums of
understanding (MoU’s) and interlocal agreements and/or verbal agreements with outside entities
that are necessary to support the Department’s mission and operations. Outside relationships
include area fire departments, Las Vegas Metropolitan Police Department, Federal Bureau of
Investigations, public education institutions, Department of Energy (DoE) (document available
on site), and Nellis Air Force Base. The Office of the City Clerk is the custodian of all City
agreements signed by the mayor and/or approved by the City Council. LVFR’s administrative
secretary maintains copies of agreements including those not filed with the City Clerk and also
manages an internal list of department agreements.
Appraisal
The Department has established beneficial relationships with a variety of outside entities. Many
of these relationships were evidenced in 2007 through regional high-rise training exercises in the
Allure Tower and Las Vegas City Hall. These exercises led to a joint high-rise response plan
and helped establish a Southern Nevada Fire Operations (SNFO) group represented by LVFR,
Clark County, North Las Vegas, and Henderson fire departments. The Department has also
established informal networking relationships with local and national educational institutions,
area fire departments, and public safety agencies. As noted by the peer team in 2010, the mutual
aid agreements with Boulder City and Henderson have expired and have not been revisited due
to minimal personnel and turnover in the administrative services area of LVFR.
Plan
Las Vegas Fire & Rescue will continue to develop, maintain, and update relationships that
support the Department’s mission and operations and will improve effectiveness of service
provision. Despite the lack of current written mutual aid agreements with near-by jurisdictions,
LVFR will continue to support mutual aid requests when and if received.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
Example external agency agreements
Allure drill overview
City hall exercise invite
SNFO high-rise plan
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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10A.2 The agency’s strategic plan identifies relationships with
external agencies/systems and
their anticipated impact or benefit to the mission or cost effectiveness of the agency.
Description
Through the strategic planning process, Las Vegas Fire & Rescue identifies relationships with
external agencies and systems. Through external agreements the Department leverages resources
and expertise to ensure mission success in a cost effective manner.
Appraisal
The Department has established adequate relationships with external agencies that enhance
success of the strategic plan. Automatic aid has confirmed the need to coordinate with external
agencies to enhance customer service.
Plan
The Department will continue to assess the effectiveness of systems in place with external
agencies and modify as necessary.
References
Example external agency agreements
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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10A.3 A process is in place for developing
, implementing, and revising interagency policies and
agreements.
Description
Las Vegas Fire & Rescue adheres to Nevada Revised Statute (NRS) 277 Interlocal Cooperation
Act that allows the Department to establish interagency agreements. Typically a request for a
new or updated interagency policy and/or agreement is generated by either LVFR or the outside
agency. If considered beneficial to the department and its mission, the department will draft an
agreement; consult with the City Attorney’s Office to ensure potential agreements have complied
with NRS 277.080 and other legal requirements. The agreement is then sent to the other
involved agencies for approval and signature. If required, LVFR submits the agreement for
approval by City Council and the Mayor; other agreements can be approved via the fire chief’s
signature. The Office of the City Clerk is the custodian of all City agreements signed by the
mayor and/or approved by the City Council. LVFR’s administrative secretary maintains copies
of agreements including those not filed with the City Clerk and also manages an internal list of
department agreements.
Appraisal
In 2006, the department conducted a review of existing agreements and interagency policies with
the intent of conducting addition reviews every three years. Renewed agreements have included
language that made them valid until updates were requested by involved parties. Reduced
staffing in administrative services has limited the ability to or priority of reviewing existing
documents beyond those requested.
Plan
Las Vegas Fire & Rescue will continue to maintain and enhance interagency relationships within
the guidelines of NRS 277.080 and advice from the City Attorney. Agreements will be
established or revised as needed and the department will continue to track these via a master list
on its SharePoint site.
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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References
NRS 277 Interlocal cooperation act
Example external agency agreements
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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10A.4 A conflict resolution process
exists between the organization and external agencies with
whom it has a defined relationship.
Description
Las Vegas Fire & Rescue has a process in place to resolve conflict with external agencies
wherein issues are first addressed at the Department level with advice and oversight from the
City Attorney’s Office. For policy or procedure changes outside the scope of the Fire
Department, the City Manager’s Office, in coordination with the external agency, resolve the
issue.
Appraisal
The Department has used the established chain of command within the structure of the City of
Las Vegas and resolved conflicts with external agencies.
Plan
Las Vegas Fire & Rescue will continue to use the City Attorney’s Office for advice and guidance
on external conflict issues that will arise. Issues that cannot be resolved at the Department level
will continue to be channeled the City Manager’s Office through the Chief of Public Safety.
References
City Manager’s Office organizational chart, 2011
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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Criterion 10B: External Agency Agreements
The fire service agency has well-developed and functioning external agency agreements. The
system is synergistic and is taking advantage of all operational and cost effective benefits that
may be derived from external agency agreements.
Summary:
Las Vegas Fire & Rescue operates under long-established automatic aid and cooperative
communication system agreements with external agencies such as areas fire departments and law
enforcement. The Department also maintains written and/or verbal mutual aid, operational, and
inter-agency agreements that are functional, operationally effective, and beneficial to the City of
Las Vegas and/or its customers.
The external agency agreements enhance service provision and provide for cost-effective
emergency response. Agreements are typically effective until an entity requests a review,
revision, or termination of the agreement.
References
Agreement master list
LVFR agreements SharePoint site (available electronically on site)
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CC 10B.1 External agency agreements are current and support organizational
objectives
.
Description
Las Vegas Fire & Rescue maintains verbal and written agreements with external agencies such
as other area fire departments that support organizational objectives for emergency response
within the City of Las Vegas and surrounding areas. Various agreements outline which unit
responds, response time performance, and agency responsibilities. One automatic and several
mutual aid agreements are incorporated into the operational practices of the computer aided
dispatch system and a computerized incident reporting system indicates aid received or given.
Appraisal
External agency agreements have remained effective and operational whether formalized in a
written document or not. The agreements have identified adequately policies and procedures to
be followed to need organizational objectives as evidenced by the combined communication
center dispatching emergency fire and medical resources for Clark County, North Las Vegas,
and Las Vegas fire departments. The ease with which the dispatch system administers the
guidelines of the various agreements has allowed for an effective response of emergency units
for a variety of incident types in and outside the City.
Plan
Existing agreements will be reviewed per agreement terms, when an individual agency deems it
necessary, or as agency objectives changes. Regardless of whether a written agreement is in
place, LVFR will continue to support requests from external agencies as resources allow.
References
Example external agency agreements
LVFR agreements SharePoint site (available electronically on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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10B.2 The agency researches, analyzes and gives consideration to all types of functional
agreements
that may aid in the achievement of the goals and objectives of the agency.
Description
Las Vegas Fire & Rescue regularly identifies ways to improve its ability to serve better the
citizens of Las Vegas and the surrounding areas through multi- or outside-agency agreements.
The Department considers any functional agreements that benefit the needs of the community
including franchise agreements, educational partnerships, and emergency services and homeland
security.
Appraisal
Las Vegas Fire & Rescue has established a franchise agreement with a local private ambulance
company (American Medical Response [AMR]) that enhanced provision of emergency medical
services to the citizens and visitors of Las Vegas. In 2010, LVFR opened a joint
education/functional fire station facility with the Community College of Southern Nevada.
LVFR has maintained agreements with public safety agencies, including the Federal Bureau of
Investigations.
Plan
The Department will continue to research opportunities for improvement or establishment of new
agreements to meet agency objectives and provide quality service to Las Vegas and the
surrounding communities.
References
Franchise agreement with AMR
Operational agreement with CSN
For INTERNAL use by LVFR only. Saved: 07-Dec-2011
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10B.3 The agency has a process by which their agreements are managed, reviewed, and revised.
Description
The process for reviewing and revising agreements is on an as-needed basis, as most are
typically in effect until an involved agency requests a change that causes the agreement to be
reviewed and/or revised. Either LVFR or the involved party will request a new or updated
agreement. If beneficial to the department and its mission, the department drafts an agreement
(or reviews the existing), consults with the City Attorney’s Office to ensure compliance with
NRS 277.080 and other legal requirements, and sends the final agreement to the other involved
parties for approval and eventually signature. If required, LVFR submits the agreement for
approval by City Council and the Mayor; other agreements can be approved via the fire chief’s
signature. The Office of the City Clerk is the custodian of all City agreements signed by the
mayor and/or approved by the City Council. LVFR’s administrative secretary maintains copies
of agreements including those not filed with the City Clerk and also manages an internal list of
department agreements. The Department’s Administrative Secretary maintains the Department’s
agreements.
Appraisal
In 2006, the department reviewed existing automatic and mutual aid agreements with the intent
of doing so every three years. Reduced staffing and turnover in administrative services has
limited the ability to or priority to reviewing existing documents. When possible, renewed
agreements included language that valid them until involved parties requested updates or
termination.
Plan
The Department will continue to manage its agreements through the Administrative Secretary via
a master list on its SharePoint site. Review and revision will be completed as necessary, as
stipulated in individual agreements.
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References
Agreement master list
LVFR agreements SharePoint site (available electronically on site)
For INTERNAL use by LVFR only. Saved: 07-Dec-2011