WALLINGFORD FIRE AND EMERGENCY SERVICES

 

2001 STATUS REPORT

 

 

 


 

 

 

 

 

 

 

DEPARTMENT OF FIRE SERVICES

 

Chief Peter J. Struble

Deputy Chief Guy J. Casanova

Assistant Chief David Berardesca

 

MISSION STATEMENT

 

The mission of the Wallingford Department of Fire and Emergency Services is to serve our community with knowledge, compassion, ethics and pride by providing a range of programs to the Town of Wallingford designed to protect lives, property, businesses and the environment from the adverse effects of fires, medical emergencies, or exposure to dangerous conditions created by people or nature.

PHILOSOPHY OF OPERATIONS

 

Knowledge

The department and its members will maintain an optimum level of readiness by:

*        Providing a progressive, high quality training program for all members of the department

*        Striving, whenever possible, to meet or exceed the consensus standards of the National Fire Protection Association

*        Striving, whenever possible, to meet or exceed the Emergency Medical Services standard of care

*        Ensuring each member has the opportunity to learn and grow individually and as a member of a team

*        Interfacing with the community to understand its needs and to adapt to the changing conditions facing our members

*        Having members share their experience by networking with and mentoring fellow members

*        Adhering to department training standards that are equal for both volunteer and career members

*        Striving to accept new ideas

 

 

Compassion

The Wallingford Department of Fire and Emergency Services members are committed to serve with compassion by:

 

*        Treating the public with respect, dignity, and in a nonjudgmental manner

*        Taking into consideration the impact our services make on all individuals and their families

*        Treating each other as family

 

Ethics

Ethics are the core to every decision that is made by members of this organization. Ethical fabric shall be a part of all decisions both emergency and non-emergency.

 

*        All members understand that they are accountable for their actions and strive to maintain their professionalism.

*        All members’ actions must be consistent with the mission statement of this organization and the good of the community should always be placed first.

*        All members will interact with honesty and fairness with both the public and each other.

 

 

Pride

The success of the department is dependent on the continued tradition of pride felt by our members. The uniqueness of emergency services is the pride each member takes in the equipment, training, and leadership of the organization.

 

*        The department is a combination organization with two essential groups:

*        Firefighters and Officers represented by The International Association of Firefighters Local 1326

*        Volunteer Firefighters and Officers in three companies: Yalesville, North Farms, and East Wallingford

 

Both groups share one common goal but are unique in their history, tradition, and importance to the organization and all members will respect these roles.

 

*        Pride shall be demonstrated and reflected in the department’s equipment, facilities, and the everyday activities of our members.

 

EXECUTIVE SUMMARY

The past twelve months have been extremely busy both administratively and in call volume.  During calendar year 2000, the administrative staff was reorganized due to the retirement of Chief Wayne Lefebvre.  Guy Casanova was promoted to Deputy Chief and David Berardesca became the new Assistant Chief in charge of training.  By December 2000, all competitive testing for line officers was completed and promotions were made in the Captain and Lieutenant ranks bringing the department to full staff.

 

The year 2000 was the department’s busiest year in history with more than 4,700 emergency calls.  Much of the increase can be attributed to a rise in medical emergency incidents.  In response to this increase, the department hired two additional firefighter/paramedics.  This increase in staff allowed us to place a two-person rescue unit in service Monday through Friday during the daytime hours.  Rescue 3 has provided relief to volunteer and career units during the hours when the demand for service is at a peak.

 

Last year, a Strategic Planning process was developed.  The department continues to work on this process.  A complete plan should be ready for presentation in late fall of this year.  This plan will address anticipated trends in emergency services and how the department can best adapt for the future.

 

We will continue our commitment to providing effective service through a combination system of both career and volunteer staff.  The administration will continue to work with volunteer members in an effort to increase the number of volunteer firefighters. It is our belief that the opportunity exists for us to set the standard for combination fire departments across the nation.

 

The upcoming year will continue to present new challenges. We will confront these challenges with good planning and effective leadership within the department.  On behalf of all our members, I would like to thank our community for its continued confidence and support of the Department of Fire and Emergency Services.

 

 

 

 

Peter J. Struble

Fire Chief

 

FIRE DEPARTMENT PERSONNEL

 

CAREER PERSONNEL – There are currently 44 career firefighters, four 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.  41% of the current workforce were active volunteers in Wallingford before being hired as career firefighters.  The department actively invests in 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 84 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 has advanced in all areas because of an aggressive training program.  Our fire department is viewed as a benchmark by other fire departments across the state.  Improvements include:

 

*        Instituting minimum training standards for all personnel

*        Using an Incident Management System

*        Upgrading equipment that modernizes the fleet and other essential equipment

*        Restructuring the chain of command for more efficient emergency scene operations

*        Expanding responsibilities for volunteer personnel

*        Implementing standard operating procedures for all emergency operations

*        Investing in the physical plant with an emphasis on training facilities

*        Combining the police and fire department dispatch centers making more firefighters available for emergency operations

*        Creating an internal training division capable of conducting all departmental training in-house

 

These highlights cap ten 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 are engaged in a planning process to define the services the department will be required to deliver in the next ten to fifteen years.

SERVICES

 

FIRE SUPPRESSION – The fire suppression activities of the department have started a conversion towards information gathering.  Our personnel visit specific occupancies to preplan their firefighting tactics in the event of a fire in that building.  The current and future emphasis will be placed on firefighter safety and improved techniques. This will be accomplished by:

 

*        Sharing preplanning information with the Fire Prevention Bureau

*        Integrating preplans with dispatch to notify fire officers in a timely fashion that the information exists

*        Improving knowledge of fire hazards in occupancies for all personnel

*        Aggressively training for the rescue of civilians and trapped firefighters

*        Combining training between volunteer and career staff

*        Updating Standard Operating Procedures to reflect current trends in firefighting

*        Aggressively pursuing education for fire department members

 

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 that teaches preschoolers about:

 

*        Stop Drop and Roll

*        Calling 911

*        Smoke Detectors

*        Exit Drills in the Home

 

AMBULANCE – The Fire Department ambulance service has continued to be an important aspect 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 educating our staff ensuring that we stay on the leading edge of emergency medicine

*        Utilize our paramedics to provide public education to reduce the severity of injuries and illnesses

*        Remain committed to utilizing the fire department ambulance in the most cost-effective manner possible to maximize revenue recovery while providing service levels not possible from the private sector

 

MEDICAL FIRST RESPONDER PROGRAM – The department currently covers first responder responsibilities by 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 Defibrillator (AED) program has been implemented on career engines and should be expanded to volunteer first responders by July 1, 2001.  Gaylord Hospital has donated the defibrillators to be used on volunteer apparatus.  This program allows the first responder to restart the heart of a victim in cardiac arrest even before paramedics have arrived on the scene.  Last year, the department also added a new type of responder 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.  In September 2000, a new rescue unit was added Monday through Friday during the day. This unit has relieved the stress on both career and volunteer units from going to medical incidents.

 

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 preplan systems and will be readily available to command personnel on an emergency scene.  In the past year, personnel have ensured that community reporting of chemical storage is compliant with the Federal Regulations.  This “right to know” information is being made available to responding units.

 

RESCUE – Personnel have continued to refine confined space entry techniques.  A full-scale training simulator was built at Central Fire Headquarters with the assistance of Public Works.  Our department works closely with private industry to ensure that confined spaces are entered safely.  A new trench rescue capability is planned for the future.  A complete review of technical rescue equipment is being conducted this year and refresher training will occur on high angle rescue.  In the next budget year, much of the department’s heavy rescue equipment will be overhauled and updated.

 

GENERAL SERVICES – Each department member was involved in a series of internal surveys in the year 2000.  These surveys were used to create a new mission statement and philosophy of operations.  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 work from our mission statement and attempt to predict what crises are in the future to train our members to meet those needs.

 

TECHNOLOGY

 

The department has invested heavily in computer technology over the past three years.  We have started a process of streamlining daily functions and improving scheduling.  The computer system continues to yield efficiency improvements such as:

 

*        Automatic advance scheduling of vehicle maintenance (handled by company officers that work directly with the apparatus)

*        Advance scheduling of training that improves utilization of training facilities and communications between companies

*        Integration between fire suppression personnel and fire prevention officers to share knowledge of local occupancies to improve 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  (This should implemented during the summer of 2001.)

*        Reduction in duplicate paperwork to track personnel absences

*        Inventory control of supplies and small equipment

 

We plan to convert our current Fire Incident Reporting System to the new National Fire Reporting System this July.

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 has embarked 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 community’s 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 continue to engage the department in a strategic planning process in the 2001–2002 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 develop 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.  We have progressed in this process by setting standards for a philosophy of operations in the organization. In the spring of 2001, a series of planning meetings will occur with department officers. This will result in operational plans and a written strategic plan by the winter of 2001.

 

 

 

FIVE YEAR RESPONSE TREND

 

 

 



2000 INCIDENT SUMMARY

 

 

 

TOTAL CALL VOLUME 4523

STATION LOCATIONS

 

Central Fire Headquarters (Co. #2)                                75 Masonic Avenue

 

Office of the Fire Chief

Administrative Offices

Training Tower and Training Division

 

Staffed by 44 Career Personnel (11 per shift)

 

Company #1                                                                         95 North Main St.

 

Staffed by 12 Career Personnel (3 per shift)

An additional unit with two members responds from this station on weekdays.

 

 

Cook Hill Vol. Fire Department  (Co. #4)                                37 Hall Road

 

This station is staffed during severe weather by either career or volunteer personnel.

 

Yalesville Vol. Fire Department (Co. #5)                                143 Hope Hill Road

 

Volunteer Chief – Robert Pisarz

 

Manned by 25 Volunteers

 

North Farms Vol. Fire Department (Co. #7)                           636 Barnes Road

 

Volunteer Chief – Timothy Wall

 

Manned by 30 Volunteers

 

East Wallingford Vol. Fire Department (Co. #8)                    2 Kondracki Lane

 

Volunteer Chief – Joseph DaCunto

 

Manned by 29 Volunteers

 

 

NEEDS ASSESSMENT

 

FOR CAPITAL IMPROVEMENT

 

AND

 

COMMUNITY FIRE

 

PROTECTION

 

MASTER PLANNING

 

 

 

2001 – 2002 BUDGET YEAR

 

1.     Mobile Radios

$2,600

2.     Folding Tables and Chairs for Station #8

800

3.     Emergency Generator, #8

32,000

4.     Rescue Air Bags

5,000

5.     Portable Water Tanks and Water Transfer Valves

2,800

6.     Stihl Cutoff Saw for Engine 5

900

7.     Nozzle replacements and upgrades

2,800

8.     Ventilation Saw

1,565

9.     Computer Printer

1,100

10.                        Oil Water Separator Cleaning

9,743

11.                        Portable Radio Batteries

3,200

12.                        Reciprocating Saws

1,300

13.                        Firefighting Helmets 1st year

12,000

14.                        Flood lights

1,700

15.                        Hurst Rescue System Overhaul

9,800

16.                        Combustible Gas Meters

2,600

17.                        Ice Rescue Suits

750

18.                        Computer Work Station Replacements with accessories

3,000

19.                        Renovations Fire Headquarters

10,000

20.                        Cardiac Monitor/Defibrillator and monitor upgrade

23,600

21.                        Radio Pagers

15,000

22.                        Portable Radios

5,600

23.                        Breathing Apparatus

10,000

24.                        Rescue Vehicle

50,000

25.                        Replacement of chairs, tables and misc. furniture for living quarters of Station #1 and #2

5,000

26.                        1st Year of two year funding for replacement of ambulance

63,000

27.                        Radio Intercom System for Rescue 7

2,700

28.                        Exhaust Retarder System and Controls for Tanker #7

2,000

Total

$280,558.00

 

 

 

 

 

 

 

2002 – 2003 BUDGET YEAR

 

 

INSTALL DIESEL EXHAUST VENTING SYSTEM 3rd YEAR

 

3rd year of multi-year program to install diesel exhaust venting systems in all fire stations. This will complete the East Wallingford Station.

       

                                                                        $30,000

 

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

 

1st YEAR REPLACE AND RESURFACE TARMAC CENTRAL FIRE H.Q.

 

Paved area around Fire Headquarters including drill grounds tarmac

 

                                                                        $50,000

 

CARDIAC HEART MONITORS

 

Additional heart monitors to allow paramedics assigned to vehicles other than the ambulance to perform paramedic skills

 

                                                                           $54,000

 

CAPITAL IMPROVEMENTS - FIRE HEADQUARTERS

 

Replacement of aging building systems: multi-year funding to overhaul heating, electrical, and basic systems at fire headquarters

2003 – 2004 BUDGET YEAR

 

2nd YEAR REPLACE AND RESURFACE TARMAC CENTRAL FIRE H.Q.

 

Paved area around Fire Headquarters including drill grounds tarmac

 

                                                                        $50,000

 

VEHICLE REPLACEMENT PROGRAM

 

2nd year funding Engine 1 and replace Car #4

                                                        Engine #1  $110,000

                                                        Car #4               $  35,000

                                                        Total         $145,000

 

WINDOW REPLACEMENTS YALESVILLE STATION

 

Replace energy inefficient windows at Yalesville station

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

Maryann Cherniak 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

 

 

 

                                                      


 

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:                 Twenty-five (25) Paramedics and

                                        Fourteen (14) Emergency Medical Technicians

                                        that work on our transporting ambulance

 

 

Vehicles:                            1995 International/Excellence Ambulance

                                        1999 International/Emergency One Ambulance

 

Current Response Data: 2000                3061 Emergency Medical Calls

                                        65% of Department Call Volume

 

                                        8.4 Calls per day                                                                         4.6 Transports per day by the Town Ambulance

 

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.  Taxpayers are provided an added value by having the Fire Department deliver Emergency Medical Services.  The fees collected for service flow back into the General Fund of the Town of Wallingford.  In fiscal year 1999-2000, $412,699 was returned to the general fund.  This system meets and exceeds nationally recognized standards on response time and level of care.