Boulder Valley FIRE Consortium

Transcription

1 Boulder Valley FIRE Consortium Center of Excellence Interoperability Informational Bulletin & Directives ISSUED BY: Planning Section; DISTRIBUTION: G NUMBER: APPROVED BY: Joint Chiefs DATE: Mar. 26, 2016 BOULER COUNTY SHERIFFS DEPARTMENT & COMM. CENTER BOULDER FIRE DEPARTMENT & COMM. CENTER BOULDER RURAL FIRE DEPARTMENT LAFAYETTE FIRE DEPARTMENT LONGMONT FIRE DEPARTMENT & COMM. CENTER LOUISVILLE FIRE DEPARTMENT MOUNTAIN VIEW FIRE DEPARTMENT ROCKY MOUNTAIN FIRE DEPARTMENT SUBJECT: Informational Update & Interoperability discussion EFFECTIVE DATE; March 30 th, 2016 EXPIRATION DATE No expiration Quarterly meeting summary (Jan Mar): 1.0 Operations update: 1.1. After a significant amount of coordination and interagency support the BVFC has taken a critical first step toward implementing a system wide standard of response cover. The Battalion Chief move-up initiative has been operational for 3 months and is specifically designed to support the incident command function and improve fireground safety. While we continue to make some minor procedural adjustments, this initiative has proven to meet its intended objectives. Currently there are 5 departments (Boulder, Lafayette, Louisville, Rocky Mountain The BVFC at work and Boulder Rural) participating in the program. Before moving to the next step in the standard of cover process, the BVFC have agreed to evaluate the current program for another 60 days. (See FD-SOG-201 Run Orders and FD-SOG-301 Incident Safety Officer for specific details) BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 1

2 1.2 To support the initiatives outlined above, the Operations Focus Group (OFG) have been tasked to standardize our incident safety procedures and then task the training group to deliver the training. We believe that this effort will achieve the best bang for our collective investment and it will serve as the foundation for future interoperability. The OFG has a goal of developing one SOG per month followed by in-service training on a quarterly basis (most likely offered in a webinar format). Parallel to this activity, the OFG will also be developing a procedure for move-ups and coverage while BVFC units are in training. This will be an essential component of our interoperability goals 1.3 Most of the consortium partners have agreed to incorporate these new SOGs into their agencies operations manual once approved. While this is a relatively easy process to develop standardized guidelines, it demonstrates a significant commitment to regionalization and interoperability. More information on the process will be forth coming as we move forward. 2.0 Communication update: 2.1 As you may recall, the consortium agreed to look into a number of short term options to help facilitate interoperability and it was a general consensus that a new vision for fire communications was needed. Many of the consortium users and dispatch providers agree that there are significant opportunities to improve Fire communications while at the same time reduce operating costs, retain qualified dispatchers and improve work load efficiencies. To that end, there were a number of tasks identified last quarter that the consortium is working on to help identify barriers and potential solutions to integrating fire communications, the following to a quick summary: All 10 consortium partners participated in a Gap Analysis/Future Vision workshop facilitated by OEM director Mike Chard. This exercise proved to be an invaluable tool to; o Help define the communications needs of metro/suburban fire departments, o Identify financial, political and technology barriers and o Start the framework for development of an action plan (See attached Communications Workshop Executive Summary) BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 2

3 2.2 As outlined in the workshop executive summary, the communications working group has been tasked to help identify the most cost effective and operationally realistic options for fire communications interoperability. They should be ready to present their recommendations in April. Once there is consensus on a preferred option, the consortium will develop a strategy to gain stakeholder buy-in with a goal of funding a feasibility study. Again, there are allot of moving parts to this initiative, so its excepted to take several months to complete all of the necessary actions before we could see meaningful integration of fire dispatch functions. 2.3 The Vision workshop also recommended development of a Memorandum of understanding (MOU) between all stakeholders forming a commitment to carry forward the integration of fire communications. An MOU was approved at the March meeting however we are still gathering all of the signatures. (See attached MOU) 3.0 Training update 3.1 The Training Focus Group (TFG) has need very active this quarter making some of the BVFC initiatives become a reality. Due to their hard work and leadership we were able to sponsor a 16 hour Incident Safety Officer course and coordinate the annual wildland refresher training. These are significant milestones in that they represent our first attempt at; Sharing training resources and costs, Training in-service companies, Testing our ability to cover units while in training and Demonstrating how communities can work together to improve public safety. 3.2 The TFG is evaluating a number of joint training opportunities for 2016/17 and will also be conducting training on newly approved SOGs (that the OFG is developing). Everyone should expect to see a schedule for the remainder of the year by June. Please contact your department training officers for details. BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 3

4 3.3 As a reminder the final ISO course will be offered on August. Anyone that is interested in attending please contact your department training officer to register. 4.0 Information: 4.1 The BVFC recently celebrated its first year anniversary and like any good organization it conducted a self-assessment to ensure that it was meeting its overarching goals as well as its mission and vision. As a result this assessment, the Chiefs have streamlined the agenda to better focus our efforts on system standardization and interoperability. Simply said, we have eliminated those initiatives that are best managed through other professional associations or county working groups (i.e. wildland/hazmat). This recalibration will allow the consortium to concentrate on solving challenges facing metro/suburban communities. 4.2 Finally the consortium is encouraging every participating agency to brief their staff on the mission and context of the BVFC. While we have all made a valiant attempt at providing everyone with access to our initiatives and priorities, there are some folks that are not aware of our mission. That said, please take some time to bring your management and staff up to speed. In the meantime, we will; Make sure that everyone participating in consortium training know that it is sponsored by the BVFC. Formalize a process for access to all BVFC procedures, bulletins, trainings and scheduled meetings. 5.0 References: BVFC Developing a new Communications Vision work session summary BVFC-SOG-201, Run Orders BVFC-SOG-301, ISO BVFC, Memorandum of Understanding (MOU) for the integration of FIRE communications and computer aided dispatch (signatures on file) Appendix #1, Goals and Priorities BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 4

5 6.0 Appendix #1: 6.1 Goals and Priorities 8 Overarching Goals Improve operational effectiveness (through speed and weight of response). Implementing a clear communication path and approval process for implementing new guidelines and policies. Improve training effectiveness through standardization (seek regionalization of programs). Implement a standardized operating procedures for all departments (safety and operations as a priority). Have an integrated Standard of Cover. Improve Haz-Mat operational effectiveness. Provide cost-effective fire protection and emergency services. Reduce organizational redundancies and to the extent practical contain or minimize operating cost increases. Improve firefighter safety and effectiveness through interoperability and consolidation. BVFC Orginizational Priorities Short Term Strategy #1. Complete implementation of integrated Hazardous material team. This has been an on-going process that has on impact to every communities DERA responsibilities. A single interoperable system with support from every metro/suburban department is critical. Strategy #2. Establishing a move-up protocol that is supported by all the signatory departments. We are all depended on each other so it makes sense that we have a shared solution. Also, evaluate what if any risk/ benefits there are to any community when moving up. Strategy #3. Standardized SOPs. Again, each department is more and more dependent on each other, so it s essential that the signatory departments operate from a common set of standards and polices. Safety SOG should be the priority. Develop a standardized Gantt chart to track progress. Strategy #4. Implement a single SOG format, for all operational procedures. Develop a standardized Gantt chart to track progress. Mid Term Strategy #5. Joint purchasing and partnering for regional grants. Every June the IFG will outline their needs for the next 2 years and align budgets (where practical) to take advance of the power of joint purchasing. Strategy #6. Standardize lesson plans and training schedules. The objective is to optimize training effectiveness and efficiency of each departments training resources. There is significant interoperability potential across every department if the various training functions are centralized. Long Term BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 5

6 Strategy #7. Evaluate the feasibility of consolidating the current dispatch centers into a single integrated system. While this is outside of the span of control for all agencies except Boulder and Longmont, there is a general consensus that the system would benefit from a centralized system. (As an example what Jeffco is implementing)? Strategy #8. Develop a new Standard of Cover. This is a multi-dimensional objective so it would take a graded approach over time. The first steps could include: o Standardized initial response protocol (deployment). Same amount of engines, ladders and command for each incident type. The weight o or capacity of response is the same for each jurisdiction. Closest unit dispatching. (Each communication center will need access to all units). Task #9. Compile data. A critical part of interoperability/consolidation is the need for comparative and performance data. Comparative data helps establish reasonable community expectations, assess the efficiency and effectiveness of the Department s services, and identify practices that lead to superior service. Begin discussion about data needs and start collection process. BVFC- PARTNERS IN PUBLIC SAFETY SOLUTIONS 6