EXECUTIVE SUMMARY

September 11, 2001 had the greatest impact on the fire department in the past twelve months. Following the attacks in New York the department was asked to step up and handle emergencies that it had never faced before in its history. With the anthrax scares sweeping America the Wallingford Fire Department was required to respond to the Southern Connecticut Regional Postal Fatality almost on a daily basis during the month of October. This facility ultimately tested positive for anthrax and became the center of a national news story involving the anthrax terrorist attacks.

In addition to this year’s terrorist attacks it was also the departments busiest year in our history responding 4857 calls for service, a 3% increase in call volume. Emergency Medical Services continue to be the fastest growing segment of our emergency call volume. The successful implementation of a daytime rescue unit in 2000 has continued to allow the department to adjust to the shift in responsibilities and absorb the additional medical responses.

By the end of 2001 the department had developed and adapted a strategic plan. We intend to annually update its progress. 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. Our primary goal for the volunteer system is to reopen the Cook Hill Fire Station this year.

The upcoming year will continue to present challenges. The department has placed an emphasis on emergency preparedness in light of the events on September 11^th. We will be a contributing partner, with other Town Departments, to effectively meet the challenges that face our community in a time of national threat. The fire department will be prepared to be effective first responders in the face of these challenges.

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 certified lists for Firefighter/Paramedic. 36% 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 125 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.

GOALS

Adapt and complete within two years the United States Fire Administration “Risk, Hazard and Valuation Evaluation” to assess the nature and magnitude of hazards within the Town of Wallingford.

Achieve status within four years as a fully accredited fire department by the Commission on Fire Prevention International.

Raise the Insurance Services Rating (ISO) of Wallingford from a 3/9 to a 2/6 classification during the next evaluation, which will occur within five years.

Prevent injuries and deaths from fire below the national average by implementing a formal public fire education program within two years.

Within four years, when citizens require advanced level emergency medical care at the paramedic level, have response coverage models in place that ensure paramedics on scene 90% of the time within 8 minutes.

Raise revenue recovery for ambulance service to 80% annually and comply all Federal regulations concerning healthcare privacy within three years.

Have a continuous improvement cycle in place in two years for patient care by implementing a medical evaluation and oversight system that tracks the medical care to a patient from 911activation through arrival at the emergency department

Develop an interoperability plan utilizing an in-house technical taskforce within two years that ensures wireless communications (radio) systems are reliable and able to meet the demands of major operations, including command and control within the fire department during emergency operations and that it meets the needs of other public safety agencies having the need for distribution of information.

Develop and implement a response plan in one year that is adequate, effective, and efficient towards weapons of mass destruction or terrorist incidents occurring at or in the immediate area of Wallingford.

Construction of a new fire station within six years in the North Farms area of Town capable of housing both volunteer personnel and a full time fire department based transporting ambulance.

Annually evaluate and update a program for apparatus inspection, testing, preventive maintenance, replacement schedule, and emergency repair of all apparatus to ensure reliability.

Implement training programs that ensure all personnel are trained commensurate with their duties and to applicable National Fire Protection Association training standards within five years.

Achieve staffing levels of 25 – 30 members in each volunteer station through by implementing strategies that address morale, training, leadership, and recruitment over a three-year period.

Reopen the Cook Hill Fire Station with one Engine Company within one year.

Improve firefighter safety by reducing firefighter injuries and lost time by 10% within one year by implementing a comprehensive risk management plan.

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

Measurable outcomes by applying national consensus standards to response and performance

Addition of Thermal Imaging Cameras on every engine company provided through a State Grant

FIRE PREVENTION – The Fire Department will utilize the National Fire Protection Associations learn not to burn program to enhance the existing public education programs. This formal program will ensure consistency in material taught and enlist the help of preschool, kindergarten, first and second grade teachers. The lessons available to children are divided into three priorities. The program will focus on the first and most important priority during the first three years.

Priority 1 Lessons

Responds correctly during fire and smoke drills at home.
Uses a home escape plan.
Identifies exit signs and knows two ways out in public places.
Performs the crawl low in smoke procedure.
Performs stop drop and role.
Initiates first aid – practices for burns.

The department will also seek to implement an annual public awareness campaign targeting residential homes to ensure installation and maintenance of smoke detectors.

The only guaranteed survival of a residential fire is the presence of a working smoke detector. Within in one year the department will identify marketing strategies for communicating the importance of making sure smoke detectors are present and working. Strategies will include:

Supporting the Local Firefighters Union in its effort to offer free smoke detectors to those who cannot afford on.

Communication with residential homes via electric bills, ambulance bills, and door to door visits.

Institute a voluntary home inspection program and assist residents with selection and installation of smoke detectors.

Displays at public events encouraging the use of smoke detectors.

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

The department has proposed in the 2002-2003 budget to outsource the revenue recovery for ambulance services. This will allow improved billing cycles and compliance with health care privacy laws being phased into effect over the next two years.

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 fully implemented within the department with the help of Gaylord Hospital who 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. The department continues to support Volunteer Emergency Medical Service Responders. 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 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 been challenged with anthrax scares throughout the community. We have begun an effort to update personnel in the areas such as radioactivity, biohazards and decontamination as result of the September 11, 2001 attacks.

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. The past year crews concentrated on improving their water and ice rescue techniques. We have budgeted in the upcoming year to replace two of our existing boats with safer more versatile models.

STRATEGIC PLANNING

Our Strategic Plan was designed to provide a blueprint of our vision for the fire department for both the community and our members. Its contents allow for flexibility as conditions change. The process to develop this plan began twenty-four months ago when a team of members redefined the department’s mission statement and philosophy of operations. Through their work, the foundation was laid to build this vision over the next five to ten years.

The plan provides internal guidance for goal setting within the department and a needs assessment to the Mayor for budgeting purposes. The components of the plan are strategic goals in the areas of:

Communications

Emergency Medical Services

Fire Prevention

Performance Standards

Physical Plant

Training and Professional Development

Volunteerism

Emergency Preparedness (Weapons of Mass Destruction)

Firefighter Safety and Health

Each year pertinent components of the plan are included in this annual report. Each year the plan is updated and revised as necessary with the objective of having a current five to ten year plan. Many of the components of this annual report are derived directly from the department’s Strategic Plan.

EIGHT-YEAR RESPONSE TREND

2001 INCIDENT SUMMARY

TOTAL CALL VOLUME 4857

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

Scheduled to open summer of 2002 – In cooperation with the Yalesville Vol. Fire Department.

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

Volunteer Chief – Robert Morris

Manned by 52 Volunteers

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

Volunteer Chief – Timothy Wall

Manned by 42 Volunteers

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

Volunteer Chief – Joseph DaCunto

Manned by 31 Volunteers

NEEDS ASSESSMENT

FOR CAPITAL IMPROVEMENT

AND

COMMUNITY FIRE

PROTECTION

STRATEGIC PLANNING

CAPITAL IMPROVEMENT PLANS

2002 - 2003 Budget Year

Engine 1 1st Year Funding	$110,000
Ambulance 2nd Year Funding	$55,000
Headquarters Renovations	$20,000
Firefighting Helmets-2nd Year	$18,000
Apparatus Bodywork	$10,250
Pagers	$10,000
Inflatable Rescue Boats	$7,200
Folding Tables & Chairs for Stations 5, 7, 8	$6,723
Breathing Apparatus	$6,150
Remodel Kitchen Station 8	$5,000
Furniture for Stations 1, 2, 8	$4,300
Computer Work Stations & Software Upgrade	$4,000
Automatic External Defibrilation with Radio	$4,000
Nozzle Replacement & Upgrade	$3,651
Portable Radios	$3,200
Appliance Replacement for Station 1, 5, 7	$2,900
Station Lighting Yalesville	$2,500
On Spot Chains Tanker 7	$2,500
Fire Hose	$2,250
Halogen Lights, Tripods & Mounting Brackets	$2,200
Gas Meter	$2,075
Cutters Edge Saw	$2,000
Emergency Lighting Engine 5 & Squad 5	$2,000
Hand Lights for Truck 1 & Station 5	$1,860
Ambulance Chair	$1,279
Cribbing	$1,000
Pediatric Airway Head	$420
Nasco Intraosseous Infusion	$400
Ladder-Station 8 Ladder Truck	$375



Total	$291,233

2003 - 2004 Budget Year


1st Year Replace and Repair Tarmac Headquarters	$60,000
Building Upgrades Headquarters	$15,000
Replace Windows Yalesville Station	$5,000
2nd Year Engine 1	$115,000
Command Vehicles	$60,000
Computer Hardware Upgrade	$10,000
Training Projector	$6,000
Rescue Air Bags	$5,000
Fitness Program	$20,000
Hydraulic Rescue Tools	$10,000
Misc Equipment	$40,000




Total	$346,000

2004- 2005 Budget Year


1st year Funding Ambulance	$69,000
Upgrade Radio System	$50,000
3rd Year Funding Engine 1	$115,000
National Accreditation	$7,000
Heart Monitors	$35,000
2nd Year Tarmac Central Fire Headquarters	$70,000
Misc Capital Equipment	$50,000



Total	$396,000

2005 - 2006 Budget Year


2nd Year Ambulance	$69,000
Command Car	$35,000
1st Year Engine 7	$120,000
North Farms Station	$3,000,000
Mics Capital	$90,000



Total	$3,314,000

2006 - 2007 Budget Year

2nd Year Engine 7	$240,000
1st Year Engine 8	$120,000
Misc Capital Equipment	$80,000




Total	$440,000

Philosophy of Operations

Knowledge

Compassion

Ethics

Pride

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

GOALS

CAPITAL IMPROVEMENT PLANS