WALLINGFORD
FIRE AND EMERGENCY SERVICES
2000 STATUS REPORT
DEPARTMENT OF
FIRE SERVICES
Chief Peter J. Struble
Assistant Chief Guy J. Casanova
MISSION
STATEMENT
THE PRIMARY MISSION OF THE WALLINGFORD FIRE DEPARTMENT IS TO
PROVIDE A RANGE OF PROGRAMS DESIGNED TO PROTECT THE LIVES, PROPERTY,
BUSINESSES, AND ENVIRONMENT IN THE TOWN OF WALLINGFORD FROM THE ADVERSE AFFECTS
OF FIRES SUDDEN MEDICAL EMERGENCIES OR EXPOSURE TO DANGEROUS CONDITIONS CREATED
BY (EITHER) MAN OR NATURE.
EXECUTIVE SUMMARY
The past year has been a year of change for the
Wallingford Fire Department. The year started with the massive project of
consolidating the fire, police and emergency dispatch systems into one public
safety center. This project moved into the final stages in December and on
December 31,1999 the fire dispatch center officially closed. With the fire
personnel who previously dispatched now available to work on fire apparatus,
the department promoted four new lieutenants providing supervision on our ladder
truck.
The pressures affecting much of volunteer fire service
in the United States impacted Wallingford in October of 1999. The Cook Hill
Station had to be closed and its members moved to other stations because of a
lack of personnel. The apparatus was relocated to the Yalesville Station and
the Yalesville Station and Central Fire Headquarters now protect the area. The
department has recommitted itself to the recruitment and retention of volunteer
staff in an effort to strengthen our volunteer system.
1999 saw several technological advances including
upgrading the department’s computer system, automatic external defibrillators,
and the addition of a thermal imaging camera. Our training division remains the
keystone to our success and we completed another year training staff
development. These advances helped the department cope with a 31% increase in
call volume since 1994.
We ended the year with the closing of one era and the
beginning of a new millennium. Chief Wayne Lefebvre announced his retirement in
1999 and left the department after 34 years of service. The New Year has
started with the process of selecting a management staff to lead the
department. We will now embark on a planning process in an effort to address
the challenges facing the fire service over the next 10 to 15 years.
On behalf of all the members of the fire service in
Wallingford, we look forward to providing the highest level of service to the
citizens. We also thank the Mayor, the Town Council, and the citizens of
Wallingford for their continuous support of the Department of Fire Services.
Sincerely,
Peter J. Struble
Fire Chief
FIRE
DEPARTMENT PERSONNEL
CAREER PERSONNEL – There are currently 42 career
firefighters, 4 Captains, and twelve Lieutenants represented by the
International Association of Firefighters Local 1326. There are three Chief
Officer positions in the department. In addition to this staff, two members of
the International Association of Firefighters are assigned to the Fire
Prevention Bureau. These firefighters and officers currently work an average
42-hour workweek divided between four platoons. Each platoon has one Captain
and three Lieutenants. Recruitment of career personnel is accomplished through
civil service testing procedures. The Personnel Department maintains two
certified lists, one for Firefighter/Paramedic and another for
Firefighter/Emergency Medical Technician. 38% of the current workforce were
active volunteers in Wallingford before being hired as career firefighters. The
department has actively invested and promotes the use of its own volunteer
firefighters for career positions when they represent the best candidate for
the position.
VOLUNTEER PERSONNEL – There are currently 83 active
volunteer responders assigned to three stations. These volunteers are certified
as firefighters or emergency medical responders prior to the assignment of
duties. During the course of the year they maintain their training by attending
24 hours of continuous education on a variety of subjects. Recruitment occurs
all year long with initial firefighting training occurring once a year starting
in January. Volunteer service is open to any person medically qualified with
all training and equipment provided at no cost to the volunteer. Personnel
living outside Wallingford are able to volunteer by providing scheduled hours
on-call in a volunteer station.
DEPARTMENT
HISTORY
In 1991 the department embarked on a new decade of
change and continuous improvement. The management team was reorganized with a
Chief, Deputy Chief and Assistant Chief Training Officer. Wallingford’s Fire
Service advanced in all areas led by an aggressive training program. The fire
department is viewed as a benchmark by other fire departments across the state.
Improvements included:
Minimum training
standards for all personnel
Use of Incident
Management System
Equipment
upgrades that modernized the fleet and other essential equipment
Restructuring the
chain of command for more efficient emergency scene operations
Expanding
responsibilities for volunteer personnel
Written standard
operating procedures for all emergency operations
Financial
investment in the physical plant with an emphasis on training facilities
Combining of the police
and fire department dispatch centers putting more firefighters in the street
for emergency operations
Creation of an
internal training division capable of conducting all department training
in-house
The highlights cap nine years of continuous improvements
in the Wallingford Fire Department. The necessary tools and equipment are in
place to deliver the highest level of service. We now must pause and redefine
our goals to set a path for the future that takes the fire department to new
levels of customer service.
SERVICES
FIRE
SUPPRESSION – The fire suppression
activities of the department have started a conversion towards information
gathering over the past year. Our personnel have been and will increase the
number of occupancies they visit in an effort to become familiar with specific
firefighting tactics. Recent upgrades to dispatching will continue to enhance
the department’s ability to provide fire suppression services. The current and
future emphasis will be placed on utilizing dispatch improvements by placing
valuable time saving data at the fire officers’ disposal. This information will
include:
An aggressive
preplanning program that shares information with the Fire Prevention Bureau.
Preplans
integrated with dispatch to notify fire officers that the information exists in
a timely fashion.
Improved
knowledge of target fire hazards in occupancies for all personnel.
FIRE
PREVENTION – Fire Department
personnel have been complementing the services of the Fire Prevention Bureau
with our contact at the pre-school and kindergarten level. The department uses a teaching outline
provided by the National Fire Protection Association.
The program we currently use is the Learn Not to Burn
program and teaches preschoolers about:
Stop Drop and
Roll
Calling 911
Smoke Detectors
Exit Drills in
the Home
AMBULANCE – The Fire Department ambulance has continued to be an
icon of our organization. This fire
department based transporting ambulance is recognized as a leader in the state
for response time and quality. The
national trend being seen in many communities is a movement away from
commercial services and utilization of fire department personnel for emergency
medical services. We have always been a leader in this area, and remain
positioned to continue a high level of service for our residents. We will take the following steps in the
coming years to ensure the quality and reliability of our ambulance service.
Remain committed
to education for our staff ensuring that we stay on the leading edge of
emergency medicine.
Utilize our
paramedics in public education impacting the number of injuries and illnesses
through public education.
Remain committed
to utilizing the fire department ambulance in the most cost effective manner
possible maximizing revenue recovery while providing service levels not
possible from the private sector.
MEDICAL
FIRST RESPONDER PROGRAM – The
department currently covers first responder responsibilities, utilizing career
engine companies and volunteer squads.
Our Emergency Medical First Responder program has experienced a volume
increase during peak demand times during the day. We must continue to be vigilant in monitoring
our response times in outlying areas of town. The Automatic External Defibrillators
(AED) program has been implemented on career engines and should be expanded to
volunteer first responders within the next two years. This program allows first
responder to restart the heart of victim in cardiac arrest even before
paramedics have arrived on the scene. The department also added a new type of
responder last year called Emergency Medical Service Responder. This level of
certification allows volunteer personnel to begin responding before completing
firefighting training and offers an alternative for those not interested in firefighting.
HAZARDOUS
MATERIALS – The fire department has
continued to be the lead agency in the response to emergencies involving
hazardous materials. Chemical data will
be incorporated into newly available preplan systems and readily available to
command personnel on an emergency scene.
RESCUE – Personnel have continued to refine confined space
entry techniques. The department will
increase the number of voluntary contacts by private industry prior to the
entry of a confined space to ensure prevention of accidents. A new trench rescue capability will be added
in the year 2000 that will be heavily dependent on the use of mutual aid from
the Cheshire Fire Department. A complete
review of technical rescue equipment will be conducted this year and refresher
training will occur on high angle rescue.
GENERAL
SERVICES – Each department member
will be trained in a new Customer Service program in the year 2000. This allows the department to continue to be
the premier problem solver for residents.
Residents have traditionally called the fire department when they are in
crisis and have nowhere else to turn. (Carbon monoxide, broken water pipes,
animal rescues, etc.) Our strategic plan
will attempt to predict what crises are in the future and train our staff to
meet those needs.
TECHNOLOGY
The department had invested heavily in computer
technology over the past three years. We
have started a process of streamlining daily functions and improving
scheduling. Over the next twelve months
full utilization of computer technology will be achieved. The advantages of this program include:
Automatic
advanced scheduling of vehicle maintenance handled by company officers that
work directly with the apparatus that is going for maintenance.
Advance
scheduling of training improving utilization of training facilities and
communications between companies.
Integration
between fire suppression personnel and fire prevention officers sharing
knowledge of local occupancies improving prevention activities.
Automation of
medical reporting resulting in improved patient confidentiality, quality
assurance of medical responders, and statistical data on the effectiveness of
the EMS program.
Reduction in
duplicate paperwork done to track personnel absences.
Inventory control
of supplies and small equipment.
STRATEGIC
PLANNING
Our challenge over the next year and into the next
decade will be to create a vision for the future and make it happen. The department will embark on strategic
planning to use the knowledge, skills, and abilities of our members to help
create a common future. While we believe
a fire chief has the ability to identify capital needs and the general
direction of the organization, it is critical to understand the values held by
our firefighters. In understanding these
values, we can further identify our customers needs and create a situation
where each member of the department understands the desired results, the
defined mission, and the goals of the organization. The daily operations of the fire department will
be driven by our strategic plan giving them purpose, value, and clear
direction. We propose to engage the
department in a strategic planning process in the 2000 –2001 budget year. This type of plan can give us the best chance
of ensuring decisions we make today match the needs of the future. The following process will be used to
identify a strategic plan for the organization:
Identify the
values of the organization held by those within the department and stakeholders
outside the department.
Train key staff
who work as a part of the planning team in the process of strategic planning.
Select a
standardized process for planning.
Identify the
department’s mandates and establish what the organization is required to do by
law or expectation.
Redefine the fire
department’s mission.
Set standards for
a philosophy of operations in the organization.
Assess the
opportunities and threats of our external environment including political,
economical, social, and technological forces and trends.
Assess the
strengths and weaknesses of the internal environment by monitoring the
department’s available resources, present strategy and performance.
Identify the
non-emergency strategic issues for the department.
Create strategies
for dealing with issues facing the department.
Develop a vision
statement that is clear and concise about what the department will look like
when the strategic plan has been substantially met.
Develop
operational plans using the knowledge gained during the strategic planning
process.
This process will bring together a diverse group of
people who currently provide emergency services in the Town of
Wallingford. The strategic planning
process allows each segment of the organization to understand the role they play
in the organization. It will promote
unity between volunteer and career personnel by having each stakeholder
participate in the process. Operational,
budgetary, staffing, training, and other decisions will be based in sound
planning and statistical analysis.
5 Year Trend and Call Breakdown
STATION
LOCATIONS
Central Fire
Headquarters (Co. #2) 75
Masonic Avenue
Office of the Fire Chief
Administrative Offices
Training Tower and Training Division
Staffed by 42 Career Personnel (11 per shift)
Company #1 95 North Main St.
Staffed by 12 Career Personnel (3 per shift)
Cook Hill Vol.
Fire Department (Co. #4) 37 Hall Road
Not in Use at This Time
Yalesville Vol.
Fire Department (Co. #5) 143
Hope Hill Road
Volunteer Chief – Robert Pisarz
Manned by 35 Volunteers
North Farms Vol.
Fire Department (Co. #7) 660
Barnes Road
Volunteer Chief – Timothy Wall
Manned by 32 Volunteers
East Wallingford
Vol. Fire Department (Co. #8) 2
Kondracki Lane
Volunteer Chief – Joseph DaCunto
Manned by 25 Volunteers
NEEDS ASSESSMENT
FOR CAPITAL
IMPROVEMENT
AND
COMMUNITY FIRE
PROTECTION
MASTER
PLANNING
2000 –2001 BUDGET YEAR
INSTALL
DIESEL EXHAUST VENTING SYSTEM 2nd YEAR
Second year of multi-year program to install diesel
exhaust venting systems in all fire stations.
$39,680
RENOVATION
OF STATION #1 2nd YEAR
Second year of renovations at 95 No. Main Street.
Building is 59 years old and we have started a process of upgrading electrical,
plumbing, and structural components. We hope to finish major repairs this
budget year.
$10,000
INSTALL
EMERGENCY GENERATOR STATION #1
Station is staffed with career firefighters 24 hours
per day. The station currently has no working emergency power.
$32,000
RADIO
INTERCOM SYSTEM
1St year of installing radio intercom
systems in apparatus. This system allows easy communication within the cab of
an emergency vehicle and protects the occupant’s hearing from noise commonly
encountered in an emergency vehicle.
$4,800
RENOVATION
OF NORTH FARMS STATION
1st year of a two year improvement project
at the North Farms Station. The goals for the 1st year are to hire
an architect, replace heating system, connect to sanitary sewer, install oil
water separator, refurbish apparatus room, and provide parking improvements.
$100,000
BUILDING
IMPROVEMENTS YALESVILLE STATION
Replacement of two retaining walls, install ridge
vent, and purchase a new air compressor for apparatus floor area.
$14,000
BUILDING
EQUIPMENT REPLACEMENTS CENTRAL FIRE H.Q.
Replace emergency generator transfer switch and
install manual traffic light controller.
$13,500
JAWS OF LIFE
Replace 25 year old rescue tool carried on North Farms
Rescue #7
$8,250
2001 – 2002 BUDGET YEAR
RENOVATION
OF NORTH FARMS STATION
2nd
year of a two year improvement project at the North Farms Station. The
goals for the 2nd year are to complete an addition and fully renovate the
living quarters at the station.
$120,000
RADIO
INTERCOM SYSTEM
2nd year of installing radio intercom systems in
apparatus. This system allows easy communication within the cab of an emergency
vehicle and protects the occupant’s hearing from noise commonly encountered in
an emergency vehicle.
$4,800
INSTALL
DIESEL EXHAUST VENTING SYSTEM 3rd YEAR
Third year of multi-year program to install diesel
exhaust venting systems in all fire stations.
$40,000
VEHICLE
REPLACEMENT PROGRAM
1st year funding to replace Medic #2
(Ambulance) and Car #3
Medic
#2 $65,000
Car
#3 $25,000 Total $60,000
EMERGENCY
GENERATOR EAST WALLINGFORD STATION
This generator will provide emergency power to this
station.
$30,000
AUTOMATIC
EXTERNAL DEFIBRILLATORS (AED)
Add AED units to volunteer first responder apparatus.
$10,000
2002 – 2003 BUDGET YEAR
RADIO
INTERCOM SYSTEM
3rd year of installing radio intercom systems in
apparatus. This system allows easy communication within the cab of an emergency
vehicle and protects the occupants hearing from noise commonly encountered in
an emergency vehicle.
$5,000
INSTALL
DIESEL EXHAUST VENTING SYSTEM 4th YEAR
4th year of multi-year program to install diesel
exhaust venting systems in all fire stations.
$40,000
VEHICLE
REPLACEMENT PROGRAM
2nd and final year funding of Medic #2
(Ambulance) and first of three year funding to replace Engine #1
Medic
#2 $ 65,000
1st year Engine #1 $110,000
Total
Funding $175,000
2003 – 2004 BUDGET YEAR
REPLACE AND
RESURFACE TARMAC CENTRAL FIRE H.Q.
Paved area around Fire Headquarters including drill
grounds tarmac.
$100,000
VEHICLE
REPLACEMENT PROGRAM
2nd year funding Engine 1 and replace Car
#4
Engine
#1 $110,000
Car
#4 $ 35,000
$145,000
2004 – 2005 BUDGET YEAR
VEHICLE
REPLACEMENT PROGRAM
3rd year funding for Engine #1 and replacement
of Medic #1.
Engine
#1 $110,000
Medic
#1 $
69,000
Total $179,000
The
Town Ambulance, under Town Ordinance #223 (copy enclosed), comes under the
purview of the Town Ambulance Committee.
AMBULANCE
COMMITTEE STRUCTURE
Mayor
William Dickinson Director of
Public Safety
Mary
Ann Lexius Director
of Health
Chief
Douglas Dortenzio Police
Department
Chief
Peter J. Struble Fire
Department
BOARD OF
HEALTH
Dr.
J. David McGaughey, III
Andrew
J. Fritz D.D.S.
Ellen
Phillips - V.N.A.
Dr.
Robert Mullin
David
Juliano
Dr.
Elizabeth Malko
Dr.
Delbert Smith
Dolly
Parisi
Peter
J. Struble
Fire
Chief
The Town of Wallingford established the first town ambulance service in 1924. The ambulance service operated as an independent service until 1978 when it became affiliated with the Fire Department.
The personnel and equipment have evolved through the years and the ambulance service obtained paramedic status in 1985.
Present Staffing: Nineteen (19) Paramedics and
Twelve (12) Emergency Medical Technicians
who work on our transporting ambulance.
Vehicles: 1995
International/Excellence Ambulance
1999 Emergency/International Ambulance
Current Response Data: 1998 2968 Emergency Medical Calls
66% of Department Call Volume
8.1 Calls per day
4 Transports per day
The Wallingford Fire Department ambulance is a
commercially licensed ambulance service and as such, the State of Connecticut,
Department of Health Services sets the Maximum Schedule of Rates (copy
enclosed). The Fire Department is able
to provide service at a lower rate than area commercial services. This is possible because much of the overhead
cost is absorbed into providing fire protection. The delivery of Emergency Medical Services
provides taxpayers with an added value.
The fees collected for service flow back into the General Fund of the
Town of Wallingford. This system meets and exceeds nationally recognized
standards on response time and level of care.