Implementation Guide

NFPA 1710
 NFPA 1710 Implementation Guide
Second Printing

Copyright © 2002 by the International Association of Fire Fighters.® This publication is protected by copyright. No part of it
may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise without written permission from the International Association of Fire Fighters.
 GANIZED
OR

1918
FEB
28

Over the coming months, fire chiefs and fire fighters—and the government officials who oversee local
fire and EMS departments—have an unprecedented opportunity to implement meaningful changes to
improve the efficiency, effectiveness, and delivery of emergency services to the citizens they serve.

The new NFPA 1710 Standard on Fire Department Deployment and Operations, passed last year after
years of research and deliberations, was a watershed event for the fire service and for citizens across
North America. NFPA 1710 is the result of the same time-proven consensus process used to develop
other NFPA fire safety standards and the National Electrical Code, the National Sprinkler Code, and
the National Building Code.

The International Association of Fire Fighters and the International Association of Fire Chiefs jointly
developed this NFPA 1710 Implementation Guide to assist labor and management in working together
to take fire and emergency services to a higher level in their communities.

NFPA 1710 establishes a quantifiable method of measuring the quality of your fire department—and
in our business quality is defined by our ability to save lives and property. It sets adequate and
appropriate guidelines for staffing, response times, and other factors vital to the performance of a fire
and EMS department’s duties. And in those communities that implement this new international
standard, NFPA 1710 will surely save lives of citizens and fire fighters.

There are fire departments across our two nations that already meet or exceed the performance
requirements set by NFPA 1710, but many fall short. For many departments, the road to compliance
will be a long one. In some cases, it will require increases in budget over time; in others, it will require
a change in philosophy. Nonetheless, it is the responsibility of every career fire department to strive
to reach the goals outlined in NFPA 1710.

Every fire service leader and every local government official should enthusiastically support
implementation of NFPA 1710. The benefits of NFPA 1710 compliance, including reduced property
loss, far outweigh the arguments of those critics who suggest that the benchmarks in NFPA 1710 are
unattainable or too costly for their community.

The goal of this implementation guide is to give fire chiefs, fire fighter locals, and city officials the
knowledge, the data, the tools, and a step-by-step process to evaluate their fire and EMS departments
and work toward compliance with NFPA 1710.

It is our hope that this guide will help fire departments, large and small, across North America to grow
with their communities and provide the level of fire and EMS protection that our citizens expect and
deserve.
 TABLE OF CONTENTS

Section 1. Defining the NFPA 1710 Standard . . . . .1-1 Section 2 Tables and Figures
Standards and the NFPA . . . . . . . . . . . . . . . . . . .1-1 Figure 2-1. System Safeguard Cycle . . . . . . . . . .2-2
The Difference between a Standard and a Code . . . 1-1 Table 2-1. Sample Fire Department Data Collection
How Standards Are Established . . . . . . . . . . . . . . . . 1-1 Form Completion Key . . . . . . . . . . . . . . . . . . . . .2-4
Who Is Involved . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-2 Table 2-2. Criteria for Emergency Response
Why We Need Standards . . . . . . . . . . . . . . . . . . . . . . 1-2 System Performance Measures . . . . . . . . . . . . .2-15
Why NFPA Created 1710 . . . . . . . . . . . . . . . . . . . . . . 1-2
Standard 1720 . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3
Section 3. Analyzing Staffing, Deployment
What the Standard Says . . . . . . . . . . . . . . . . . . . . . . . 1-3 and Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-1
Fire Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3 Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-1
EMS Operations . . . . . . . . . . . . . . . . . . . . . . . . . . .1-6 Task: Analyze Staffing . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Special Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-8 On-Duty Staffing . . . . . . . . . . . . . . . . . . . . . . . . . .3-2
Wildland Operations . . . . . . . . . . . . . . . . . . . . . . . 1-8 Staffing: Company Units and Supervision . . . . .3-4
Airport Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-9 Staffing: Supervisory Chief Officers . . . . . . . . . .3-4
Marine Operations . . . . . . . . . . . . . . . . . . . . . . . . 1-9 Staffing: Engine Companies . . . . . . . . . . . . . . . . . 3-5
Liability Associated with Failing Staffing: Ladder Companies . . . . . . . . . . . . . . . . .3-5
to Meet a Standard . . . . . . . . . . . . . . . . . . . . . . . . 1-9
Staffing: Other Companies . . . . . . . . . . . . . . . . . .3-6
Section 1 Tables and Figures
Staffing: Quint Apparatus Companies . . . . . . . .3-7
Figure 1-1. Initial Full-alarm assignment Capability
Staffing: EMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-7
Deployed within Eight Minutes (480 seconds) . . . . 1-6
Staffing: EMS (ALS Deployment) . . . . . . . . . . . .3-8
Staffing: Airport Rescue and
Section 2. Understanding the Process: From
Fire-Fighting Services . . . . . . . . . . . . . . . . . . . .3-11
Organizational Statements to Reports . . . . . . . . . .2-1
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-1 Staffing: Marine Rescue and
Fire-Fighting (MRFF) Services . . . . . . . . . . . . .3-11
Developing the Organizational Statement . . . . .2-1
Staffing: Wildland Fire
Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . . . .2-1
Suppression Services . . . . . . . . . . . . . . . . . . . . .3-12
Measuring Performance . . . . . . . . . . . . . . . . . . . .2-2
Task: Analyzing Deployment . . . . . . . . . . . . . . . . . .3-13
Evaluating and Submitting Reports . . . . . . . . . .2-2
Deployment: Initial Arriving Company . . . . . . . . . .3-13
Managing the System . . . . . . . . . . . . . . . . . . . . . . . . .2-2
Deployment: Initial Full-Alarm
Task: Developing an Organizational Statement . . . .2-2 Assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-14
Traditional Mission Statements . . . . . . . . . . . . . .2-3 Deployment: Additional
Organizational Statement Objectives . . . . . . . . .2-3 Alarm Assignments . . . . . . . . . . . . . . . . . . . . . . 3-16
Task: Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . .2-3 Deployment: BLS EMS Service Delivery . . . . . .3-18
Task: Measuring Performance . . . . . . . . . . . . . . . . .2-7 Deployment: ALS EMS Service Delivery . . . . . .3-20
Meeting Service Delivery Objectives . . . . . . . . .2-7 Special Operations: Organization
Support Systems . . . . . . . . . . . . . . . . . . . . . . . . . .2-7 and Resources . . . . . . . . . . . . . . . . . . . . . . . . . . .3-22
Task: Evaluating and Submitting Reports . . . . . . . .2-8 Airport Rescue and Fire-Fighting
Services: Organization and Resources . . . . . . .3-24
Task: Managing the System . . . . . . . . . . . . . . . . . . . .2-8
Marine Rescue and Fire-Fighting (MRFF)
Expanded Information . . . . . . . . . . . . . . . . . . . . . . .2-10
Services: Organization and Resources . . . . . . . .3-26
Organizational Statement Outline . . . . . . . . . . .2-10
Wildland Fire Suppression Services:
Collecting Data . . . . . . . . . . . . . . . . . . . . . . . . . .2-10 Organization, Resources, and Deployment . . . .3-27
Measuring Performance . . . . . . . . . . . . . . . . . . .2-12 Task: Analyzing Times . . . . . . . . . . . . . . . . . . . . . . .3-29
Evaluating and Reporting . . . . . . . . . . . . . . . . .2-15 Defining Response Time . . . . . . . . . . . . . . . . . . 3-29
Expanded Information . . . . . . . . . . . . . . . . . . . . . . .3-30
 Cardiac Arrest Survival Model . . . . . . . . . . . . . .3-30 Results of a Systematic Evaluation of City B
Section 3 Tables and Figures Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-17
Figure 3-1. Company Definition . . . . . . . . . . . . . .3-5 Using the Accreditation Process . . . . . . . . . . . . . . .4-17
Figure 3-2. ALS Response Coverage: Based on Section 4 Tables and Figures
Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . 3-10 Table 4-1. City A Operational Resources . . . . . . .4-7
Figure 3-3.Cardiac Arrest Survival Rate . . . . . .3-10 Table 4-2. City B Operational Resources . . . . . 4-12
Figure 3-4. Initial Arriving Company . . . . . . . . . 3-14 Figure 4-1. City A Staffing Factor Worksheet . .4-19
Figure 3-5. Fireground Staffing Compliance . . 3-17 Figure 4-2. City A Marginal Personnel
Figure 3-6. EMS Service Delivery Compliance 3-22 Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-21
Figure 3-7. ALS Response Assignment . . . . . . . 3-23 Figure 4-3. City A Wages Worksheet . . . . . . . . .4-23
Figure 3-8. Hazardous Materials Response . . . .3-24 Figure 4-4. City A Training and Protective Gear
Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-25
Figure 3-9. Emergency Response
Time Intervals: Fire Suppression . . . . . . . . . . . 3-29 Figure 4-5. City A Summary Worksheet . . . . . .4-27
Figure 3-10. Emergency Response Figure 4-6. City B Staffing Factor Worksheet . .4-29
Time Intervals: Emergency Medical . . . . . . . . .3-30 Figure 4-7. City B Marginal Personnel
Figure 3-11. Cardiac Arrest Survival Requirements Worksheet . . . . . . . . . . . . . . . . . .4-31
Calculator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-31 Figure 4-8. City B Wages Worksheet . . . . . . . . .4-33
Figure 4-9. City B Vehicle and Equipment Cost
Section 4. Strategic Planning and Proposing Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-35
Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1 Figure 4-10. Revenue Projection Based on Total
Payor Mix for Ambulance Services
Proposing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
(including Medicare data from
The Proposal Process . . . . . . . . . . . . . . . . . . . . . . 4-1 Figures 4-12, 4-13 and 4-14) . . . . . . . . . . . . . . . .4-37
Writing the Document . . . . . . . . . . . . . . . . . . . . .4-1 Figure 4-11. City B Revenue Projection
The Presentation . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2 Total Payor Mix Notes . . . . . . . . . . . . . . . . . . . . .4-39
Task: Developing Models for Your Proposal . . . . . . 4-4 Figure 4-12. City B Revenue Projection
City A Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-4 Variables Based on the Medicare Fee
Schedule for Ambulance Services . . . . . . . . . . .4-41
A Six-Step Process . . . . . . . . . . . . . . . . . . . . . . . . 4-5
Figure 4-13. City B Revenue Calculations
Step 1. Collect Data . . . . . . . . . . . . . . . . . . . . . . . 4-5
Based on the Medicare Fee Schedule for
Step 2. Calculate the Staffing Factor . . . . . . . . . 4-6 Ambulance Services . . . . . . . . . . . . . . . . . . . . . .4-43
Step 3. Calculate the Marginal Personnel Figure 4-14, City B Revenue Projection
Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-8 Calculations Based on the Medicare
Step 4. Assess Wage and Benefit Costs . . . . . . . 4-8 Fee Schedule for Ambulance
Step 5. Assess Equipment Costs . . . . . . . . . . . . . 4-9 Services, Continued . . . . . . . . . . . . . . . . . . . . . . .4-45
Step 6. Summarize the Results . . . . . . . . . . . . . . 4-9 Figure 4-15, City B Revenue Projection
Medicare Fee Schedule Notes for
Results of a Systematic Evaluation of the
Figures 4-13 and 4-14 . . . . . . . . . . . . . . . . . . . . . .4-47
City A Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-9
Figure 4-16, City B Budgetary Impact Summary
City B Scenario . . . . . . . . . . . . . . . . . . . . . . . . . . 4-10
Based on Cost Sheets and Revenue Projections
A Seven-Step Process . . . . . . . . . . . . . . . . . . . . .4-10 Included in Figures 4-7 through 4-13 . . . . . . . . .4-49
Step 1. Collect Data . . . . . . . . . . . . . . . . . . . . . . .4-11
Step 2. Calculate the Staffing Factor . . . . . . . . 4-11
Step 3. Calculate the Marginal Personnel
Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-11
Step 4. Assess Wage and Benefit Costs . . . . . . 4-14
Step 5. Assess Vehicle and Equipment Costs . . 4-15
Step 6. Determine Revenue for Transport . . . . 4-15
Step 7. Summarize the Results . . . . . . . . . . . . . 4-16
Section 5. Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-1 Section 5 Tables and Figures
Endorsements by Stakeholder . . . . . . . . . . . . . . . . . .5-1 Figure 5-1. City C Fire Incidents Four-Minute
Responding to Questions . . . . . . . . . . . . . . . . . . . . . .5-9 Coverage Area: First Due Company . . . . . . . . . .5-25
1710 Undermines Local Democracy . . . . . . . . . .5-9 Figure 5-2. City C Fire Incidents Deployment
Assessment Eight-Minute Coverage Area: Full-
1710 Has No Scientific Basis . . . . . . . . . . . . . . . .5-9
Alarm Assignment . . . . . . . . . . . . . . . . . . . . . . . .5-26
1710 Undermines Public Safety . . . . . . . . . . . . . .5-9
Figure 5-3. City C Staffing Assessment
1710 Jeopardizes Public Safety . . . . . . . . . . . . .5-10 Eight-Minute Coverage Area: 15 Fire
1710 Is Too Costly . . . . . . . . . . . . . . . . . . . . . . . .5-10 Fighters on Scene . . . . . . . . . . . . . . . . . . . . . . . .5-27
Current Staffing and Equipment Figure 5-4. City C EMS Response Assessment
Are Adequate . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-10 Four-Minute Coverage Area: EMS Incidents . . .5-28
1710 Is Unnecessary Because of Modern Figure 5-5. City C ALS Response Assessment
Building and Fire Codes . . . . . . . . . . . . . . . . . . .5-10 Eight-Minute Coverage Area: EMS Incidents . .5-29
1710 Unnecessarily Duplicates Other Fire
Department Standards . . . . . . . . . . . . . . . . . . . .5-11 Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . .A-1
Current Standards are Adequate . . . . . . . . . . . .5-11
‘Equivalent’ Standards Are Adequate . . . . . . . . .5-11 Glossary of Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . .B-1
Sample Fact Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12
Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-12
Benefits of Compliance . . . . . . . . . . . . . . . . . . . .5-12
Organizational Statement Example, City C Fire
Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-15
Model Quadrennial Report, Example of City C
Fire Department . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-23
I. Services Provided . . . . . . . . . . . . . . . . . . . . . . .5-23
II. Fire Department Accomplishments . . . . . . .5-23
III. Incident Response Statistics for
Fiscal Years _____: . . . . . . . . . . . . . . . . . . . . . . . .5-24
IV. Incident Response Data By Company . . . . .5-31
V. Training Reports . . . . . . . . . . . . . . . . . . . . . . .5-31
VI. Future Department Goals . . . . . . . . . . . . . . .5-32
Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5-33
 DEFINING THE NFPA 1710 STANDARD
In this section we explain details about the standards-setting process, and
offer details about the 1710 standard.

Standards and the NFPA

The National Fire Protection Association (NFPA) is an international
organization of more than 75,000 individuals and more than 80 national
trade and professional organizations. NFPA’s mission is to reduce the
worldwide burden of fire and other hazards on the quality of life by
developing and advocating scientifically based consensus codes and
standards, research, training and education.

NFPA develops, publishes and disseminates timely consensus codes and

standards intended to minimize the possibility and effects of fire and
other risks. More than 300 NFPA codes and standards are used around the
world. NFPA documents are developed by more than 225 NFPA Technical
Committees, each representing a balance of affected interests.

NFPA codes and standards, developed under the approved process of the
American National Standards Institute (ANSI), are widely used as a basis
of legislation and regulation at all levels of government. In some way,
virtually every building, process, service, design and installation is
affected by codes and standards developed through NFPA’s process.

The Difference between a Standard and a Code

NFPA defines a standard as follows: A document, the main text of which
contains only mandatory provisions using the word “shall” to indicate
requirements and which is in a form generally suitable for mandatory
reference by another standard or code or for adoption into law.
Nonmandatory provisions shall be located in an appendix, footnote or
fine print, and are not to be considered a part of the requirements of a
standard.

NFPA defines a code as follows: An extensive compilation of provisions

covering broad subject matter or that is suitable for adoption into law
independently of other codes and standards.

The decision whether to designate a standard as a code is based on such

factors as the size and scope of the document, its intended use and form
of adoption and the presence of substantial enforcement and
administrative provisions.

How Standards Are Established

Proposals for new standards or revisions to existing ones involve a review
of the proposed project through a consensus-based public review process.
It begins with assignment of the proposed standard to a technical
committee. NFPA requires that the committee’s membership reflect “a
balanced representation of affected interests.” To avoid conflict or

1-1
 duplication of effort, a single interest may not be • Research/Testing, 1, 3%
represented by more than one-third of the committee.
• Special Experts, 4, 13%
Next, the committee develops a draft document that is
distributed for comment through NFPA News, the U.S. • Users, 5, 16%
Federal Register, ANSI and relevant national and
international trade journals—asking interested persons to
Why We Need Standards
submit specific proposals to be included in the document. Fire growth and behavior are scientifically measurable, as
Interested parties have approximately 24 weeks to respond are the expected outcomes associated with untreated
to this Call for Proposals. cardiac arrest, and the specific resource requirements to
control fires and to prevent deaths. Despite these facts,
After reviewing and acting on all comments, the committee
many communities approach fire/rescue organization and
issues a Report on Proposals (ROP), which is published
deployment as if it were all art and no science—and
only if two-thirds of all committee members approve the
abstract art, at that.
report for publication. Interested parties have 60 days to
comment on it. The committee considers and acts on these
comments and produces its next document, a Report on
Why NFPA Created 1710
Comments (ROC), if it receives the same two-thirds vote by NFPA members encouraged passage of 1710 to improve
committee members. public safety. More specifically, this standard responds to
NFPA’s goal of improving the methods of fire protection
At the next NFPA meeting, the proposal is debated. In the
and prevention and establishing “proper safeguards against
meeting the amendment process has strict limitations. The
loss of life and property due to fire.”
membership may vote to recommend approval,
amendment, return a portion of the report to the Although the organization and deployment of fire and
committee or return the entire report to the committee. rescue services are potentially the most important factors
Appeals may be considered on any unresolved issues (a in safeguarding against the loss of life and property due to
process that may take two years). If there are no appeals, fire, this is the first time that NFPA has issued a standard
the final code or standard may be issued within 20 days of establishing comprehensive minimum criteria to ensure
the meeting at which the membership votes to approve the safe and effective fire and emergency medical response by
proposal. career fire departments. It represents the culmination of
more than a decade of work by the NFPA Standards
Who Is Involved Council, its technical committees and its membership. The
result is a comprehensive, uniform and practical standard
At the time of the final vote on NFPA 1710, the Technical
governing fire and rescue service deployment by career fire
Committee contained representatives from seven different
departments throughout North America.
classes of NFPA members, including Consumers,
Enforcers, Labor, Manufacturers, Research/Testing, Special NFPA 1710 Standard is important because it applies the
Experts and Users. No more than one-third of the voting documented and proven science of fire behavior and
members of the Committee represented one of these emergency medicine to the basic resource requirements for
interests, as explicitly required by NFPA rules. The effective fire and emergency service deployment. This
following is a breakdown of the membership: application allows a community to determine if the
resources allocated for the different types of fires,
• Consumers (City Managers), 2, 6% emergencies, medical calls and other incidents are
• Enforcers (Fire Chiefs, including 3 representatives from sufficient to effectively control the incident and protect
the International Association of Fire Chiefs, or IAFC), lives and property.
10, 32%
NFPA 1710 Standard sets forth in concise terms the
• Labor (Union representatives, including 3 from the recommended resource requirements for fires, emergencies
IAFF), 7, 23% and other incidents. It requires the emergency response
organization to evaluate its performance and report it to
• Manufacturers (Trade Group organizations), 2, 6%
the authority having jurisdiction. This common sense,
science-based formula categorically disproves the fallacy of
1-2
the “something is better than objectives. In addition, volunteer fire
nothing” model, which results in departments traditionally rely on
Unfortunately, many emergency
unnecessary risk for the public and substantively different methods of
response organizations assume
for responders. The approach deployment from career
responsibility to provide additional
embodied in NFPA 1710 will make departments—namely, volunteer fire
services without ensuring that they
communities and fire fighters safer departments often rely on their
have the resources to accomplish
and responders more effective and members to deploy from home while
the additional objectives. The
efficient. career departments deploy from
chapter in the standard that covers
station houses.
The standard defines the minimum this topic requires the authority
acceptable requirements for how having jurisdiction to specify the Unlike NFPA 1710, NFPA 1720
fire, EMS and special operations are level of service, the number of recognizes the differences in
organized and deployed in personnel required to provide that expected delivery of services
departments that are substantially level of service and the duties these between career and volunteer fire
career. If there are no volunteers, the members are expected to perform in departments. Accordingly, the nature
organization is obviously career. order to succeed. of volunteer fire services and of the
Even if there are volunteers present different services they provide make
Service delivery objectives found in
to supplement the career staff, the the deployment and response a
the standard are specific
department is still substantially community decision. The differences
requirements for deployment,
career. between NFPA 1710 & 1720 are
staffing, response times and
detailed in a comparison chart
The minimum requirements address necessary support systems. These
contained on the CD that you
these organizations’ objectives as support systems include safety and
received with this guidebook.
well as their functions. Not health, communications, incident
surprisingly, the standard command, pre-incident planning and
emphasizes three key areas of a training. What the Standard Says
successful operation: The standard addresses fire
Standard 1720
operations in these six specific
• Service delivery The organization, operations,
areas:
communications, dispatch,
• Capabilities
deployment, response time and • Fire operations
• Resources training of career fire fighters are • EMS operations
The standard sets forth the minimum substantively and substantially
criteria related to the effectiveness different from those of volunteer fire • Special operations
and the efficiency of public entities fighters. Not only are the frequency • Wildland operations
that provide fire suppression, and severity of fire incidents higher
in career fire departments, but the
• Airport operations
emergency medical service and
special operations. Both efficiency majority of career fire departments • Marine operations
and effectiveness are specifically are involved with emergency
Fire Operations
related to protecting two groups: the medical response as well as
Fire departments must be capable of
public and fire department specialized operations, including
establishing the following functions
employees. hazardous material and special
at each structural fire:
operations responses. The
NFPA 1710 Standard creates a
expectations of performance for • Incident command
common template for evaluating
career fire departments differ from
performance. The Organizational • Water supply
volunteer fire departments, and the
Statement of the Standard specifies • Attack lines
evaluation of that performance also
the minimum information required
differs. More is expected of the • Backup lines
concerning what the organization
career fire department today and the
does, how it is structured and what • Search and rescue teams
standards of performance are higher.
staffing is required to achieve its
1-3
 • Ventilation teams supervision of an officer who operates and arrives on the
emergency scene with one piece of fire apparatus. The
• Rapid intervention crews standard allows for an exception in those instances when
These benchmark requirements are based on a fire multiple apparatus are used to make up a company.
involving a 2,000-square-foot detached single-family However, such exceptions require that these multi-piece
occupancy. Fire departments should deploy additional companies always be dispatched and arrive together, be
resources according to the occupancies and hazards in continuously operated together and are managed by a
their jurisdiction. single company officer. The standard recognizes and
clarifies the limited use of such multi-piece companies
The Fire Protection Services Task Analysis (see Section 3).
The total number of on-duty personnel is established by
Examples include the following:
means of a task analysis that evaluates expected fire
fighting deployment, using the following factors: • The use of a fire department personnel vehicle if the
apparatus lacks adequate seating.
• Life hazards in the jurisdiction
• An engine and a water tanker, such as those used in
• Safety and efficiency of fire fighters some suburban and rural response where a water
• Potential property loss supply (hydrant or natural water body) is not available.

• Nature, configuration, hazards and internal protection • An engine and an EMS unit (ambulance or rescue).
of properties in the response area
• Multiple-piece company assignment, specified in a fire
• The department’s standard tactics and evolutions, department’s response SOPs, such as an engine
apparatus deployed and expected results company response with a pumper and a hose wagon.
For example, a jurisdiction would need to evaluate all
The Basis for a Four-Person Minimum
locations within its response area to determine those that
The NFPA Technical Committee reviewed numerous
have tactical hazards such as concentrated fire potential;
studies, evaluations and stakeholder reports containing
high frequency incidents; high hazard occupancies such
empirical data on departmental response and mitigation
as schools, hospitals, nursing homes, manufacturing
of fire. These studies clearly demonstrate that for safe,
complexes, refineries or high-rise buildings; geographical
effective and efficient fire suppression, each responding
restrictions that could result in a delayed response
company needs a minimum of four fire fighters.
affecting the severity and spread of fire occurrence; or
other factors that would necessitate additional staffing Numerous studies support the four-person minimum. See
per company and additional companies for the initial Section 5 for a detailed bibliography.
alarm assignment, additional alarm assignments and
simultaneous emergencies. By collecting, analyzing and Turnout Time
evaluating this information and data, a department can NFPA 1710 Standard says, “The turnout time begins when
then establish total on-duty staffing. units acknowledge notification of the emergency to the
beginning point of response time.” It further states that,
Defining Fire Suppression Company Units “The fire department shall establish a time objective of
Companies are defined as either engine or truck (ladder) one minute (60 seconds) for turnout time.”
companies or specialized apparatus—such as rescue or
squad companies—depending on the type of apparatus Response Times
and the fire suppression functions performed staffed with The NFPA 1710 standard says, “the fire department shall
four personnel. Quints must be deployed as either an establish a time objective of four minutes (240 seconds)
engine or a truck company or be staffed with additional or less for the arrival of the first arriving engine company
personnel to perform multiple engine/truck company at a fire suppression incident and/or eight minutes (480
tasks. seconds) or less for the deployment of the full first alarm
assignment at a fire suppression incident.”
Regardless of the type of company, each must consist of a
group of trained and equipped fire fighters under the
1-4
Can the first unit arrive later than emergency incidents. • A minimum of one ventilation
four minutes if the entire assignment team shall be part of an initial full-
• A safety officer shall be dispatched
is on the scene within eight minutes? alarm assignment. Each ventilation
to an initial full-alarm assignment
Technically, the answer is yes; team shall consist of a minimum of
when significant risks to fire
however, the standard’s intent for two personnel .
fighters are present and shall be
fire suppression is to have the first-
deployed to all emergencies that • If an aerial device is used in
due engine capable of arriving within
go beyond an initial full-alarm operations, one person shall
its response area consistently within
assignment to ensure that the function as an aerial operator who
four minutes, 90 percent of the time.
health and safety system is shall remain at the primary control
The “and/or” criterion is intended to
established at the emergency of the aerial device at all times.
recognize the effects of
incident. A minimum of one
simultaneous emergencies, training
individual shall be dedicated to • An IRIC (Initial Rapid Intervention
or other occurrences that take one Crew) shall be established that
this task.
or more companies out of service, shall consist of a minimum of two
and not to relieve a department of its • An uninterrupted water supply of a properly-equipped and trained
responsibility to plan for overall minimum 400 gpm for 30 minutes personnel. When an incident
deployment of resources by location shall be established. Supply line(s) escalates beyond the initial full-
to satisfy the four-minute criteria. shall be maintained by an operator alarm assignment, or when there is
who shall remain with each fire significant risk to fire fighters due
Initial Full Alarm Minimum apparatus supplying the water to the magnitude of the incident,
Requirements flow to ensure uninterrupted water the Incident Commander shall
The standard indicates that a fire flow application. upgrade the IRIC to a full Rapid
department shall have the capability Intervention Crew (RIC) that
• An effective water flow application
to deploy an initial full-alarm rate shall be established: 300 gpm consists of four dedicated, fully
assignment within the eight-minute from two handlines, one of which equipped and trained fire fighters.
(480 seconds) response time. The shall be an attack line with a • The fire department shall have the
number of people required falls minimum of 100 gpm and one of capability for additional alarm
between 15 and 17, depending on if which shall be a back-up line with assignments that can provide for
an aerial is used, and/or if two a minimum of 100 gpm. Attack and more personnel and services
pumpers are being used to provide backup lines shall be operated by a including the application of water
for a continuous water supply. minimum of two personnel each to to the fire; engagement in search
The following is a list of required effectively and safely maintain the and rescue, forcible entry,
functions for the benchmark fire line. ventilation and preservation of
defined in the standard and the property; accountability for
• One support person shall be
number of personnel required to be provided for each attack and personnel; and provision of
deployed to perform these functions: backup line deployed to support activities for those
accomplish hydrant hookup and situations that are beyond the
• Incident command shall be capability of the initial full-alarm
established outside of the hazard assist in line lays, utility control
and forcible entry. assignment.
area for the overall coordination
and direction of the initial full-
• A minimum of one search-and-
alarm assignment. A minimum of rescue team shall be part of an
one individual shall be dedicated initial full-alarm assignment. Each
to this task. search-and-rescue team shall
• The supervisory chief officer shall consist of a minimum of two
have a staff aide deployed to them personnel.
for purposes of incident
management and accountability at

1-5
 15 Personnel
Ventilation
Team Required
17 Personnel Required If
Aerial Device And Supply
Pump Are In Operation

Victim Search
100 GPM Aerial & Rescue
Back Up Team
Hose Crew Operator
100 GPM

Attack
Hose Crew
Engine

400 GPM Water

Attack Pump Supply
Operator
Supply Pump
Example IRIC Operator
Total on scene: 17 TEAM
Incident Command Vehicle: 1 Officer Incident
Ladder Apparatus: 1 Officer / 3 FF's Commander I.C. Aide
(1 FF Assigned to Victim Search & Rescue)
Engine: 1 Officer / 3 FF's
Engine: 1 Officer / 3 FF's
Engine: 1 Officer / 3 FF's
1 FF Assigned to Victim Search & Rescue
1 FF Assigned as I.C. Aide
1 Officer / 1 FF Assigned to IRIC

FIGURE 1-1. INITIAL FULL-ALARM ASSIGNMENT CAPABILITY DEPLOYED WITHIN EIGHT MINUTES (480 SECONDS)

Figure 1-1 illustrates an example of the above Fire departments that provide EMS at any level must
requirements for the response to a fire in which a single establish in their organizational statements the criteria for
room and its furnishings and other contents are involved, the types of incidents to which they will respond. The
located in a 2,000-square-foot single-family occupancy, established level of EMS provision must be recognized,
without a basement and without exposures (adjacent and the department must allocate the necessary resources
buildings). In an urban environment, with high population to adequately provide the services required by the local
density dwellings in close proximity, multifamily jurisdiction and expected by the citizens. Necessary
occupancies, industrial areas and high occupancy resources include trained personnel, equipment and other
institutions—including hospitals and schools—the fire supporting elements.
department’s response capability must be enhanced with
When EMS beyond the first responder level is provided by
additional apparatus, personnel and resources for the
an entity other than the fire department, the provider must
initial alarm assignment.
adhere to minimum staffing, deployment and response
EMS Operations criteria recommended by the fire department according to
The NFPA 1710 Standard requires all fire departments to the requirements in the NFPA 1710 Standard. These
have a basic level of EMS. The standard calls for the operational requirements must be described in both the
department to be capable of responding to emergency fire department’s organizational statement and any
medical incidents at the First Responder Level with contract or other agreement between the jurisdictional
Automatic External Defibrillator (AED). If the department authority and the EMS agency or private company. The
chooses to provide EMS at a higher level, the standard EMS agency or private ambulance company must adhere
sets operational requirements for that service as well. to the same performance objectives for staffing,
deployment, and response time that a fire department

1-6
would if providing the service capability and personnel must arrive the ALS level (EMT-Paramedic).
directly. This standard criterion is within a four-minute (240-second) Additionally, the standard requires
part of the overall emergency response time to 90 percent of all that ALS responses include a
response system concept. emergency medical incidents. The minimum of two BLS trained
Regardless of the provider, the number of personnel must be providers. All response personnel
performance objectives are the same sufficient to ensure adequate care must arrive within the response time
and must be met. capability and member safety. established for ALS delivery.

Fire departments are permitted to b) BLS—A fire department that The different staffing requirement
establish automatic and mutual aid provides BLS beyond the first for ALS responses is based on
agreements to comply with responder level must adhere to scientific research, experience and
emergency medical response staffing and training requirements as expert consensus that time-critical
requirements. specified by the state or provincial ALS calls require more personnel
licensing agency. The department resources on scene for assessment
The standard does not establish
must also deploy sufficient and initiation of care than those
patient care or EMS protocol
resources to arrive within a four- required for BLS level incidents and
requirements. Specific patient care
minute (240 second) response time for all transport. Additionally, the
capabilities associated with each
to 90 percent of all emergency American Heart Association (AHA)
EMS service level are to be
medical incidents. has long-established guidelines for
determined by the authority having
response to the most time-critical
jurisdiction to approve and license c) ALS—A fire department that
incident—cardiac arrest. The AHA
EMS providers. This is typically the provides ALS beyond the first
recommendations, which were
state, provincial or local EMS agency responder and BLS level must
reviewed by the NFPA 1710
in conjunction with physician adhere to staffing and training
Technical Committee, are contained
medical direction/oversight. requirements as specified by the
in several AHA publications. See
state or provincial licensing agency.
There are three levels of EMS Section 5 for a complete
The department must also deploy
provision recognized in the NFPA bibliography.
sufficient resources to arrive within
1710 Standard:
an eight-minute (480-second) Following scientific research
• First Responder with AED response time to 90 percent of all conducted by cardiologists and
emergency medical incidents. universities throughout the United
• Basic Life Support (BLS)
States, AHA guidelines note that, “in
• Advanced Life Support (ALS) Minimum Staffing for BLS and systems that have attained survival
The standard also recognizes EMS ALS Emergency Transport Units rates higher than 20 percent for
transport as a service that the fire The NFPA 1710 standard states that patients with ventricular fibrillation
department may provide. staffing and training requirements (cardiac arrest), the response teams
for both BLS and ALS transport units have a minimum of two Advanced
It is not a requirement that a fire
are to be determined by the state or Cardiac Life Support (ACLS)
department provide all levels of EMS
provincial agency responsible for providers plus a minimum of two
service beyond First Responder
providing EMS licensing. BLS personnel at the scene.” Experts
(AED). However, the standard
agree that four responders (at least
establishes operational requirements Minimum Staffing for ALS two ALS and two BLS) are the
for each level that is provided by a Emergency Responses minimum required to provide ACLS
department. For each level,
The NFPA 1710 standard designates to cardiac arrest victims.
operational requirements are
a staffing level for ALS response that
specified as follows: The requirement that first
is different from the requirement for
responder/AED units arrive within
a) First Responder (AED)—A fire ALS transport. The standard requires
four minutes (240 seconds) to 90
department must appropriately train that staffing for ALS emergency
percent of emergency medical
all response personnel at the First medical responses include a
incidents, and the requirement that
Responder Level with AED minimum of two members trained at
1-7
 an ALS company arrive within eight minutes (480 The fire department must also determine the availability
seconds) to 90 percent of the incidents to which they are of exterior resources—through federal, state, provincial,
dispatched, are based on experience, expert consensus or local assistance or private contractors—that are
and science. Many studies note the role of time and the deployed to emergencies and other incidents and the
delivery of early defibrillation in patient survival due to procedures for initiating such outside response.
heart attacks and cardiac arrest, which are the most time-
The fire department must also limit the level of response
critical, resource-intensive medical emergency events to
to special operation emergencies to the level for which
which fire departments respond.
they have staffed, trained and equipped their personnel.
Various study findings and national EMS stakeholder Additionally, they must have the capacity to initiate a
organization guidelines exist concerning these minimum rapid intervention crew during all special operations
requirements. See Section 5 for a complete bibliography. responses.

Wildland Operations
Quality Management for EMS System Evaluations
The NFPA 1710 standard recognizes that many, if not
The NFPA 1710 standard requires the fire department to
most, fire departments must respond to either wildland or
establish a quality management program as a basic
wildland/urban interface fires. Accordingly, the fire
function of EMS provision. The purpose of the quality
department must address the service delivery for such
management program is to ensure adequate response
occurrences. The standard specifies the minimum
capability and quality patient care. All quality review of
wildland staffing for defined wildland companies, as well
both BLS and ALS services must be documented.
as engine and truck companies that respond to wildland
Additionally, the department must create a mechanism for
or urban interface/wildland emergencies. Likewise, the
immediate communication with the EMS system
standard specifies deployment requirements for a
supervisor and the person responsible for physician
wildland Initial Direct Attack.
oversight (medical director).
Much of the basis for such requirements was validated
Special Operations
through a scientific and medical study conducted by the
The fire department must formally define the types of
Los Angeles County California Fire Department. The
special operations that it is required or expected to
study’s purpose was to establish benchmarks for
perform in an emergency or other incident. These types of
necessary staffing requirements, wildland tasks and
special operations include, but are not limited to,
deployment times for wildland response.
hazardous materials response, confined space response,
technical rescue, high-angle rescue and water rescue.
Regardless of the fire department’s defined special
operation capability, all fire fighters who provide
emergency response must be trained to the first responder
operations level for both hazardous materials response
and confined space response. Likewise, all fire
departments must define their response capability to
natural disasters, terrorism incidents, and other mass
casualty and large-scale emergency events.

When fire departments have established that they will

provide response beyond first responder level for
hazardous materials or confined space emergencies, they
must ensure that all members involved in this level of
response be trained to the levels specified in the standard.

1-8
Airport Operations Marine Operations The NFPA 1710 standard could be
The NFPA 1710 standard requires The standard recognizes marine fire found highly relevant to the question
that airport fire departments be fighting as a specialized fire of whether a jurisdiction has
organized to ensure that their suppression support function, with negligently failed to provide adequate
response capabilities to nonaircraft the initial response to an incident fire or emergency medical protection
incidents (nonairframe structural involving a vessel in port provided to an individual harmed in a fire or
fires and EMS emergencies) within by land-based fire suppression medical emergency. To prevail in
the department’s response forces as well as shipboard crews such a claim, the individual would
jurisdiction be identical to non- and sea-based response provided have to show that the jurisdiction
Airport Rescue and Fire Fighting initially by the shipboard crew. Land- failed to provide the level of service
(ARFF) fire department capabilities. based forces’ staffing and required by the standard, and that
deployment criteria are recognized this failure was a cause of his or
During the development of 1710, the
by the standard and require the her injury.
Technical Committee merged the
jurisdiction that responds to such
standards addressing ARFF activities
emergencies to address the resource
developed by the NFPA, the FAA and
allocation to such events; the U.S.
the U.S. Department of Defense, so
Coast Guard or Canadian Guard or
for the first time the deployment and
other legal authority regulates sea-
staffing of ARFF capabilities would
based crew staffing and deployment
be addressed. During the public
capability with jurisdiction over
review, the NFPA committee
navigable waterways.
responsible for developing NFPA
403, Standard for Aircraft Rescue Liability Associated with Failing
and Firefighting Services at Airports, To Meet a Standard
claimed jurisdiction over the Many NFPA standards have been
deployment and staffing of ARFF enacted into law at the federal, state,
services. This claim occurred even provincial and local levels. Some
though the NFPA 1710 Technical have argued that, because
Committee and others in the fire jurisdictions having authority are not
service, including the IAFF, the required to automatically enact a
International Association of Fire particular NFPA standard, violation
Chiefs, and the NFPA, recognized of an NFPA standard does not
that NFPA 403 was deficient in automatically give rise to a finding of
these areas. liability against a jurisdiction that
has not adopted the standard.
Having said that, however, we
recognize that courts frequently rely
upon NFPA standards to determine
the “industry standard” for fire
protection and safety measures.
Judicial reliance on NFPA doctrines
is most frequently found in common
law negligence claims. To prevail in
a common law negligence claim, the
plaintiff must show that the
defendant owed a duty of care to the
plaintiff, that the defendant breached
this duty of care and that this breach
was the cause of the plaintiff’s injury.

1-9
1-10
 UNDERSTANDING THE PROCESS: FROM
ORGANIZATIONAL STATEMENTS TO REPORTS
In this section we begin presenting information that is more detailed and
that will require you to complete specific tasks before and after your local
government commits to implement 1710. We present the information first
in an overview, then with additional details to explain the tasks involved.

Overview
To determine how your existing services compare with those required by
1710, you must first review your mission (what the jurisdiction’s leaders
and citizens have been told that the fire department will provide). Many
emergency response organizations in the United States and Canada
assume responsibility to provide services without ensuring that they have
the resources required. NFPA 1710 requires the authority having
jurisdiction to specifically enumerate the level of service, the number of
personnel required to provide that service and the duties they are
expected to perform to be successful.

Developing the Organizational Statement

Standard 1710 sets forth the minimum information required concerning
what the organization does, how it is structured and what staffing is
required to achieve its objectives. Previously such information may have
been condensed into a Mission or Vision Statement. For departments
implementing 1710, the information goes into a new, and more detailed,
Organizational Statement. The organizational statement describes the
services the department provides, denotes the structure and resources
necessary to complete service objectives, and creates the template for
evaluation.

Collecting Data
Writing an organizational statement will reveal the type of data you need
to collect in order to evaluate the department for compliance with 1710
performance objectives. For a valid comparison of existing and needed
resources, you’ll need to collect data, and then compare the data
concerning your performance with the objectives in 1710. Such
performance measures are essential to the credibility of any evaluation
activity for emergency response organizations.

2-1
 Measuring Performance
Performance measurement, then, is an evaluation and
FIGURE 2-1. SYSTEM SAFEGUARD CYCLE
planning tool leading to improvement and quality. It
allows the organization to reinforce and improve what is Gather Data
working and repair or replace what is not. Performance
measures quantify in a logical manner the performance
of the organization according to the objectives in the Implement Evaluate
standard (e.g., initial response in less than 4 minutes 90% System
of the time). Safeguard
Cycle
Data analysis in performance measurement is the
process of converting raw data into information and
knowledge. This process makes it easier to compare the Propose Analyze
department’s actual performance with the objectives in Plan
the standard. Once we compare the objectives with the
actual performance, we consider the differences and
determine the predictable consequences of the Task: Developing an Organizational
differences and steps necessary to achieve compliance. Statement
Evaluating and Submitting Reports An Organizational Statement differs from a Mission or
The results of the analysis of your department’s Vision Statement in several ways. To better understand
performance are then evaluated and reported as required the differences between the two, let’s first define the
by 1710. According to the standard, a department must terms used when discussing an Organizational
perform an annual evaluation of service, based on actual Statement:
response data. Using this data, the department prepares • Compliance with the Standard—The department has
a quadrennial report (every four years) to the authority established an organizational statement, collects data
having jurisdiction regarding department operations, on an annual basis, evaluates the departments
noting compliance or noncompliance with the standard. operational performance based on the data and in light
Managing the System of the performance requirements in the 1710 standard,
With a general understanding of how to comply with and reports on a quadrennial basis whether the
1710, the next step is to identify a process for using the department meets the performance objectives in the
data collected to ensure operational performance in all standard. If deficiencies exist, the department reports
components of the system. The task of ensuring quality the potential consequences and provides a plan for
operations is easier when you follow this three-phase changes to move toward a goal of meeting the
process for building, enhancing and protecting system performance objectives in the future.
quality: • Meeting the Standard Objectives—The department
achieves the individual performance objectives
• Phase 1. Evaluation and Analysis
regarding staffing, and response times contained in the
• Phase 2. Strategic Planning and Proposing standard in line with the department’s responsibilities
• Phase 3. Implementation as specified in the organizational statement.

The Evaluation and Analysis phase, as well as the • Performance Evaluation—The department
Strategic Planning and Proposing phase are repeated systematically assesses resources used in achieving
annually, using data continually collected, with predetermined goals, in keeping with service level
necessary system changes proposed and implemented as provision described in the organizational statement.
needed. Figure 2-1 illustrates the three phases. • Measurement—The act of quantifying department
performance according to established performance
objectives in the standard.

2-2
• Report—The act of giving an • This mission is accomplished Task: Collecting Data
account to others every four years through the efforts of dedicated
Writing an organizational statement
regarding the department’s professional fire fighters.
will reveal the type of data you need
performance according to the
to identify the resources required for
performance objectives Organizational Statement
compliance.
established in the standard. Objectives
When complying with 1710, the Methods of data collection in
Traditional Mission Statements
department must develop a new type emergency response systems are as
To illustrate why mission statements unique as the systems themselves.
of statement detailing the services
are inadequate for departments Most fire departments collect data
provided and addressing resources
implementing 1710, consider these regarding the number and type of
allocated—both capital (such as
two sample missions statements. emergency responses as well as
buildings, apparatus and equipment)
These simple yet global statements response times. Some collect more
and personnel—to provide the
would be inadequate if used as performance-based information such
services it outlines.
organizational statements required as dispatch time, time to
by Standard 1710. The organizational statement is
defibrillation for cardiac calls and
intended to accomplish the following
employee injury. In many systems,
Mission Statement 1 objectives:
however, performance relevant data
We the __________Fire Department are either not collected at all or are
• Describe information about what
are an organization of dedicated services the department provides poor. Though attempts have been
professionals who are committed to made at both state and federal
serving the community by protecting • Denote structure and resources
levels, standardized data collecting
life, property, and the environment necessary to complete service
and reporting in emergency response
through prevention, education, objectives
systems have failed to occur.
emergency medical, and fire service. • Create the template for evaluation
Examples of organizations that have
We will provide fire protection and After establishing its organizational created lists of suggested data
emergency service throughout the statement, each department must elements appear later in this section.
city of __________ by adequately consider how it meets the service Table 2-1 lists essential data
staffing and training and equipping delivery objectives the standard elements a fire department must
fire fighters at specific locations with requires in relation to the collect in order to measure and
in the city. organizational statement of services report on performance objectives
to be provided. Service delivery contained in NFPA 1710. See the CD
Mission Statement 2 objectives in the standard are that accompanies this guide for a
The mission of the __________ specific requirements for these four copy of the dataset form.
Division of Fire is to serve our components of fire fighting and
community by emergency services:
• Preventing emergencies through • Staffing
education and inspection
• Deployment
• Minimizing injury, death and
property destruction due to fire, • Time indicators
natural disaster and other • Support systems
emergencies
See Section 5 for an example of an
• Minimizing injury, death and organizational statement.
suffering by providing timely and
effective emergency medical
services

2-3
 TABLE 2-1. SAMPLE FIRE DEPARTMENT DATA COLLECTION FORM COMPLETION KEY

1. ALARM TIME The exact time of day (hour and minute) 10. NATURE OF CALL A statement of the observed condition(s)
when the alarm was received by the when the first emergency unit arrived on
dispatch facility. The 24-hour clock is used scene. An investigation may reveal that
here (0001-2400). This is not an elapsed the situation at the scene changed from
time. the time the alarm was given to the time
the first emergency unit arrived on scene.
2. DISPATCH TIME Enter the time (24-hour format) companies
a. Fire
were notified of the alarm.
b. Emergency medical
3. TIME EN ROUTE Enter the time (24-hour format) the first c. Rescue
company departed the station or other d. HazMat
point of origin. e. Other

4. TIME ON-SCENE Enter the time (24-hour format) the first 11. TYPE OF ACTION TAKEN Record the duties performed at the
company arrived on the scene. emergency scene by the responding fire
department personnel to handle the
5. TIME IN-SERVICE Enter the time (24-hour format) the last incident.
company returned to service for this a. Fire Extinguishment
incident. If one company is left behind for b. Medical Aid/Patient transport
“fire watch” for a considerable amount of c. Rescue
time beyond the “in-service” time of other d. Remove Hazard
companies, record the activities of this e. Investigation
company separately in the remarks f. Standby/No service
section. The 24-hour clock is also used g. Other
here. This is not elapsed time.
12. CORRECT STREET The exact location of the incident, which
6. MUTUAL AID Was mutual aid utilized for this incident? ADDRESS may be a street address or directions
Mutual aid is the reciprocal assistance by from a recognized landmark, or an
emergency services under a prearranged intersection of two roadways. Do not
plan. enter the dispatched address unless the
7. AUTOMATIC AID Was automatic aid utilized for this alarm was unfounded and no location
incident? Automatic aid is a plan could be confirmed.
developed between two or more fire
departments for immediate joint response 13. ZIP CODE OR POSTAL Enter the assigned numerical code
on first alarms. CODE assigned by the U.S. Postal Service to all
8. FIXED PROPERTY USE Enter the use of the fixed property where jurisdictions within the United States, or in
the incident occurred. Canada, the Postal Code assigned by
a. Residential Canada Post. If a patient transport, enter
b. Educational zip code corresponding to the patient
c. Commercial pick-up point.

For additional examples see the “NFIRS

5.0 Reference Guide,” which is 14. CENSUS TRACT Enter the six-digit number assigned by the
supplemented by the “NFIRS Coding U.S. Census Bureau in which the incident
Questions, Version 5.0.” occurred. This number identifies an area
of land within the United States.
9. IGNITION FACTOR The condition or situation that allowed the
heat source and combustible material to 15. COUNTY Enter the county the incident occurred in.
combine to start a fire. For example, the If a patient transport, enter the county
ignition factor can be a deliberate act, a corresponding to the patient pick-up
mechanical failure, or an act of nature. point.
16. DISPATCH ADDRESS Is the address correct? Did the
dispatched address differ from the actual
location of the incident?

2-4
17. METHOD OF ALARM Enter the method by which the fire 28. METHOD OF Indicate water, chemical, product removal, or
department or alarm center first became EXTINGUISHMENT other means.
aware of the incident.
a. Telephone
29. NUMBER OF STRUCTURE Enter the number of fixed property use stories
b. Automatic alarm
STORIES for the property principally involved in the
c. Radio
incident.
d. Other
18. NUMBER OF ALARMS Enter the number of alarm assignments
30. CONSTRUCTION TYPE Enter the fixed property use construction
DISPATCHED dispatched to the incident. (e.g., 1 alarm EMS
type. (e.g., wood-frame, fire-resistive)
response, 5 alarm fire) The definition of alarm
is determined at the local level. 31. EXT. OF FLAME DAMAGE None, Minimal, Some, Significant, Extreme

32. EXT. OF SMOKE DAMAGE None, Minimal, Some, Significant, Extreme

19. COMPLEX TYPE Enter the type of structure/complex where
33. SMOKE DETECTOR Enter the performance of the smoke
the incident occurred.
PERFORMANCE detector(s) principally involved in the
a. Single family dwelling
b. Multi-family dwelling incident.
c. Apartment complex (less than 3 stories) a. Activated
d. Hi-rise apartment complex b. Failed
(more than 3 stories) c. Other
e. Industrial complex
f. Other 34. SPRINKLER Enter the performance of the sprinkler system
PERFORMANCE principally involved in the incident.
20. MOBILE PROPERTY TYPE Enter the mobile property type involved in the
a. Activated
incident, if applicable.
b. Failed
a. Passenger vehicle
c. Other
b. Truck
c. Train
d. Aircraft 35. ESTIMATED DOLLAR LOSS Enter the approximate whole dollar amount of
e. Other loss related to the incident.
21. NUMBER OF FIRE Enter the total number of fire department 36. NUMBER OF FIRST Enter the number of Engines (Pumpers)
SERVICE INJURIES personnel injured as a result of this incident. ALARM ENG. initially dispatched for the incident. Include
Quints as Engines if dispatched as first due
Engine.
22. NUMBER OF CIVILIAN Enter the total number of civilians injured as a
INJURIES result of this incident.
37. NUMBER OF FIRST Enter the number of Ladder (Truck) apparatus
ALARM LAD. initially dispatched for the incident. Include
23. NUMBER OF FIRE Enter the total number of fire department
Quints as Ladders if dispatched as the first
SERVICE FATALITIES fatalities related to this incident.
due Ladder.

24. NUMBER OF CIVILIAN Enter the total number of civilian fatalities

38. NUMBER OF FIRST Enter the number of Rescue (Squad)
FATALITIES related to this incident.
ALARM RES. apparatus initially dispatched for the incident.
Include patient transport apparatus
25. AREA OF FIRE ORIGIN If determined, and applicable, enter the area responding with cross-trained dual-role
of fire origin by general location and floor personnel.
number. (e.g., Int. 1st floor, corner sides 1 and
2)
39. NUMBER OF FIRST Enter the number of Battalion Chief(s) or Shift
26. VEHICLE OR EQUIPMENT Enter the type of vehicle or equipment ALARM B/CS Commander(s) initially dispatched for the
INVOLVED principally involved in the incident. (e.g., incident.
passenger car, tractor, boat, printing press)
40. NUMBER OF PERSONNEL Enter the number of personnel that arrived on
27. FORM OF HEAT OF Indicate conduction, convection, radiation, or RESPONDING ON Engines.
IGNITION other. ENGINES

2-5
 41. NUMBER OF PERSONNEL Enter the number of personnel that arrived 54. CAUSE OF INJURY This is otherwise known as “mechanism
RESPONDING ON on Ladders. of injury.”
LADDERS a. Bite m. Pedestrian
b. Chemical n. Physical Assault
42. NUMBER OF PERSONNEL Enter the number of personnel that arrived Exposure o. Poison, not drugs
RESPONDING ON OTHER on apparatus other than Engines and c. Drowning p. Radiation
APPARATUS Ladders. d. Drug ingestion q. Sexual Assault
e. Electrocution r. Smoke Inhalation
f. Excessive Cold s. Stabbing
g. Excessive Heat t. Sting
43. FIRST ARRIVING ENG. Enter the time the first Engine (Pumper) h. Fall (Plant/Animal)
TIME arrived on scene. Include Quints as i. Fire/Flames u. Water
Engines if dispatched as first due Engine. j. Firearm v. Unknown
k. Machinery w. Other
l. Motor Vehicle
44. FIRST ARRIVING LAD. Enter the time the first Ladder (Truck)
TIME arrived on the scene. Include Quints as 55. HYDRAULIC TOOL USED? Check yes or no.
Ladders if dispatched as the first due
Ladder. 56. HYDRAULIC TOOL Time from alarm time to arrival of
ARRIVAL TIME emergency vehicle with hydraulic tool
capabilities.
45. COMPLETE FULL-ALARM Enter the time when all required full-alarm
ARRIVE TIME resources arrived on the scene.
57. TIME EN-ROUTE TO Time from departing incident scene to
TRANSPORT arrival at the appropriate medical facility.
46. FIRE CONTAINED TIME Enter the time the fire was contained, DESTINATION
“loss stop.”
47. FIRE UNDER CONTROL Enter the time the fire was declared under 58. TIME ARRIVED AT Time patient transporting unit arrived at
TIME control. TRANSPORT appropriate medical facility.
DESTINATION
48. DISPATCHED AS Was the EMS incident dispatched as BLS
or ALS? If non-EMS incident leave blank. 59. FIRST RESPONDER (FR) Indicate the name of the department or
49. EMS REQUIREMENT Did the EMS incident require BLS or ALS COMPANY company responding.
care to be rendered?
50. EMS UNITS RESPONDING List all units responding to the incident. 60. FR ARRIVAL TIME Time First Responder(s) arrive on scene.
(e.g., E1, E2, L1, R1, B/C1) 61. NUMBER OF FR EMT-B Number of personnel on scene trained to
51. FIRE REPORT DATE Enter the date the incident report was EMT-Basic level.
completed. 62. NUMBER OF FR EMT-I Number of personnel on scene trained to
52. MVA TYPE Enter the type of motorized vehicle EMT-Intermediate level.
involved. 63. NUMBER OF FR EMT-P Number of personnel on scene trained to
a. Passenger car EMT-Paramedic level.
b. Truck
c. Other 64. TRANSPORT COMPANY Indicate the name of the department or
company providing transport services.
53. INJURY TYPE List all conditions that apply to the patient
as a result of the incident. 65. TRANSPORT ARRIVAL
a. Pain (no trauma) TIME Indicate the time (24-hour format) when
b. Blunt the transport unit arrives at the
c. Disfigured/Fracture appropriate medical facility.
d. Gunshot
66. NUMBER OF TRANSPORT Number of personnel on transport unit
e. Laceration/Abrasion
EMT-B trained to the EMT-Basic level.
f. Puncture/Stab
g. Soft Tissue Swelling
h. Burn 67. NUMBER OF TRANSPORT Number of personnel on transport unit
EMT-I trained to the EMT-Intermediate level.

68. NUMBER OF TRANSPORT Number of personnel on transport unit

EMT-P trained to the EMT-Paramedic level.

2-6
Task: Measuring Measurable Indicators • Deployment (EMS)
Performance • Staffing ➤ Turnout of personnel for
➤ Four fire fighters per engine response within one minute
Meeting Service Delivery
company (60 seconds)
Objectives
➤ Four fire fighters per truck ➤ First responder/AED level,
The organizational statement
company within four-minute (240-
addresses each component and
➤ Quints staffed as an engine second) response on 90% of
performance objective. Here you will
or truck all emergency medical
find just a preview of the
➤ Chief officer aides incidents
information involved. Section 3
➤ All units staffed with ➤ ALS response within eight
offers detailed information on
personnel trained to first minutes (480 seconds) on
these issues.
responder/AED level 90% of all ALS calls
Standard 1710 indicates the ➤ BLS transport unit staffed ➤ ALS response, two members
resources necessary to meet the and trained at the level at EMT-P level and two
performance objectives. The goal is required by the members at EMT-B level
to fulfill the department’s state/provincial licensing arriving on scene within the
commitment to the community. That agency established response time
may include goals such as providing ➤ ALS transport unit staffed • Time Indicators
efficient and effective emergency and trained at the level ➤ Call receipt and processing
response, controlling fires before required by the time
they become too large, rescuing state/provincial licensing ➤ Turnout time
trapped persons and facilitating agency ➤ Response time
timely intervention to the ill and • Deployment (Fire) • Support systems
injured. ➤ Turnout of personnel for
Support Systems
To achieve these goals requires a response within one minute
A support system is a functionally
quick initial response, backed by (60 seconds)
related group of programs within the
multiple units with necessary ➤ Arrival of engine company
overall emergency response system.
resources. Standard 1710 defines the in four minutes (240
The programs are interrelated to
resources in terms of measurable seconds) and/or the full
achieve key results. Standard 1710
indicators, identified for each initial alarm assignment
addresses five support systems and
component of fire fighting and within eight minutes (480
their performance objectives in an
emergency service offered. seconds)
overall emergency response system:
➤ Initial full alarm assignment
meeting eight-minute (480- • Safety and health
second) response time
• Communications
objective on 90% of all
emergency incidents • Incident management
➤ Initial arriving company
• Pre-incident planning
capability to implement an
Initial Rapid Intervention • Training
Crew (IRIC) Taken together, these five systems
ensure that emergency responders
have the essential tools, information,
standard operating procedures and
safeguards to operate effectively and
efficiently.

2-7
 Safety and Health Task: Evaluating and Submitting Reports
Each organization must have an occupational safety and
The purpose of department evaluation and reporting is
health program meeting the requirements of NFPA 1500,
to measure and document compliance with the NFPA
Standard on Fire Department Occupational Safety and
1710 standard. According to the standard, a department
Health Program.
must perform an annual evaluation of service, based on
actual response data. Using this data, the department
Communications
must prepare and submit a written report every four
Each organization must have a communications program
years to the authority having jurisdiction regarding
characterized by
department operations. The report must note
• Reliability compliance or noncompliance with the standard. If a
department is noncompliant with the standard or fails to
• Promptness meet its performance objectives, this report must
• Standard operating procedures, terminology and explain the deficiencies and their potential
protocols consequences, and offer suggestions on how it plans to
Departments must also comply with the requirements in become compliant.
NFPA 1221, Standard for the Installation, Maintenance See Section 5 for an example of a quadrennial report.
and Use of Emergency Services Communications
Systems. Task: Managing the System
The three-phase process for using the data collected
Incident Management
ensures operational performance in all components of
Each organization must have in place an incident
the system:
management system designed to handle expected
incidents. That system must be in accordance with NFPA • Phase 1. Evaluation and Analysis
1561, Standard on Emergency Services Incident
• Phase 2. Strategic Planning and Proposing
Management System.
• Phase 3. Implementation
Pre-Incident Planning The phases help answer these questions:
Safe and effective operations are grounded in identifying
key and high hazard targets. The standard requires that • Where are we now?
departments develop operational requirements to gather • Where should we be?
information regarding these locations.
• How do we get there?
Training • How do we ensure we remain where we should be?
Each organization must ensure its members are trained
to execute all responsibilities consistent with its Phase 1. Evaluation and Analysis
organizational statement. This training must be In this phase you determine the value of the system.
accomplished using a programmatic approach that Begin by asking general questions about the system’s
includes a policy. value, including perceptions of the system by the public
served:

• Does the overall system appear to provide the services

as described in the organizational statement?

• How many calls, or responses, does the system

handle?

• What types of responses are they—fire, hazardous

materials, EMS or some other type?

2-8
• How many of these calls require Staffing • Turnout Time—The interval
special operations? The staffing component is defined as between acknowledgement of
both the number of trained notification of the emergency by
• How do citizens perceive the
personnel and their level of training. the responding unit personnel, and
system? Are there frequent
For a system to be effective and the beginning point of response
complaints or compliments by
efficient, a sufficient number of time.
citizens or media?
appropriately trained individuals
Next, consider the system’s current • Response Time—The time that
must respond to calls for assistance.
begins when responding units are
and future capabilities: Standard 1710 stipulates the required
en route to the emergency incident
number of trained personnel and
• Can we respond to unanticipated (wheels rolling), and ends when
demand? their level of training—for both fire
responding units arrive on scene
and EMS response—based on
(wheels stopped at the address).
• Do we meet response time scientific data and expert consensus.
criteria? Previously these three time
Deployment
components were collectively
• Do we have the proper number of The deployment component involves
appropriately trained personnel to known as “response time.” Each
the sufficient response of staffed must be measured and documented
mitigate and control the
resources—vehicles and equipment. by a department in the quadrennial
emergency?
Standard 1710 details the industry report. (Section 5 explains the
• Can we increase the number of standard for adequate deployment. reporting process.)
positive outcomes for fire fighters
Time
and citizens? Phase 2. Strategic Planning and
Standard 1710 defines time segments
Proposing
• Do we collect data and report and sets goals for each. There are
compliance with industry three time components defined in After evaluating the overall system,
standards? Standard 1710 relating to emergency assessing each vital component and
response system performance: revealing any deficiencies, the next
• Do we meet performance step is to move the system toward
objectives? • Call Receipt and Processing Standard 1710’s performance
Next you divide the system into its Time—The interval between objectives through strategic
individual parts for study. In every receipt of the emergency alarm at planning. This phase involves
emergency response system there the public safety answering point, identifying necessary system
are various components, some of and the moment when the component improvements,
which are critical to the system’s dispatcher knows sufficient calculating their costs and
success. You examine three critical information and applicable units determining the time required for
components throughout the next are notified of the emergency, implementation.
phase, in light of the department’s defined in NFPA 1221. NFPA 1221
organizational statement and specifies that 95% of alarms shall
industry standards: be answered within 30 seconds,
and in no case shall the initial call
• Staffing taker’s response to an alarm
• Deployment exceed 60 seconds. It goes on to
say that the dispatch of the
• Time emergency response agency shall
be made within 60 seconds of the
completed receipt of an
emergency alarm.

2-9
 Planning for the critical components (staffing, IV. Detailed List and Description of Services Provided
deployment and time) involves reviewing what was
a. Fire suppression
discovered in the analysis phase and determining how to
b. Rescue
improve conditions. Any improvements are intended to
c. EMS
help the department meet the performance objectives
d. Hazardous materials response
set forth in the industry standard for those services the
e. Fire prevention
department has said it will offer according to its
f. Arson investigation
organizational statement.
g. Public education
The next step is proposing the necessary changes. A h. Other
proposal details necessary changes in each of the system V. Service Delivery Objectives (for those services
components, a timeline for implementation, and a cost identified in the Organizational Statement)
assessment. (Section 4 explains how to prepare and
a. Service Delivery Objectives (for those
submit a formal proposal.)
services identified in Organizational
Statement)Fire suppression
Phase 3. Implementation
b. EMS
This phase can be a multi-year process. Implementation
c. Dispatch
depends on getting the community’s agreement for
d. Hazardous materials response
compliance with Standard 1710. Therefore, determining
e. Technical rescue (high-rise, water, confined
the implementation method is the same as determining
space)
which strategy you will pursue.
f. Aircraft
In Section 3 we examine in more detail the evaluation g. Wildland
and analysis phase. h. Special Operations
i. Disaster
Expanded Information
Collecting Data
Organizational Statement Outline
Following is an outline of a typical organizational The National Fire Information Registry System
statement, which you can use as a guide to develop your (NFIRS)
department’s own statement. NFIRS is a national database housed at the United States
National Fire Academy. The Federal Prevention and
I. Mission Statement
Control Act of 1974 (PL 93-498) created the database and
II. Geographical Boundaries authorized the National Fire Data Center in the United
III. Description of Department Structure States Fire Administration to gather and analyze
information on the magnitude of the nation’s fire
a. Station locations problem, as well as its detailed characteristics and
b. Equipment deployed from each station trends. The current version, NFIRS 5.0, expands the
c. Minimal staffing per company collection of data beyond fires to include a full range of
i. Fire suppression fire department activity on a national scale. NFIRS data
ii. Rescue elements may be viewed at
iii. EMS www.nfirs.fema.gov/rules.htm.
iv. Other
d. Support systems Though these data points are most useful in collecting
i. Health and safety system information, low fire department participation
ii. Incident management rates for data entry stymies any attempt to establish
iii. Training national baselines or benchmarks based on the data.
iv. Communications Consequently, the database contains EMS related
v. Pre-planning elements but is limited to surveillance data about
individual incidents.

2-10
Data points include the following: International City/County 2. Percentage of cardiac arrest
Management Association (ICMA) patients with a pulse delivered to
• Identification
ICMA established its Center for a medical center
• Number of patients Performance Measurement (CPM) to These efforts are inadequate for
• Date and time of arrival at a help cities and counties obtain assessing EMS system performance
patient accurate, fair and comparable data because insufficient numbers of
about the quality and efficiency of representative communities report
• Provider assessment information service delivery to their citizens. The data, and the measures reported fail
• Patient demographics CPM began in 1994 as a consortium to adequately describe EMS services.
of large cities and urban counties
• Patient state of consciousness
having a population of at least Local Fire Departments
• Injury or illness type 200,000. The CPM collects, analyzes Various innovative departments have
and interprets data from local
• Treatment procedures used developed customized data sets for
governments in four major service collecting and reporting on their
• Safety equipment used areas: specific system. They include these
• Training level of initial provider • Police services four:
• Highest training level of providers • Fire services • Columbus, Ohio
on scene
• Neighborhood services • Miami Dade, Fla.
• Final disposition of the patient
• Support services • Phoenix, Ariz.
• Patient status following EMS
treatment Participating governments • Fairfax County, Va.
voluntarily provide information As previously noted, data collection
In Canada, the offices of the fire according to the measures. ICMA is and reporting in emergency response
marshal or fire commissioner still working to reach agreement on systems have been primarily for
compile fire data. a common set of data elements and surveillance purposes. The data
definitions. Total comparability of collected have little use beyond
National Highway Traffic and
the data elements remains reporting demographics, number and
Safety Administration (NHTSA)
unrealized; therefore, the measures types of calls handled within the
In 1993 NHTSA funded an effort to are considered neither valid nor system and time to mitigate those
create an EMS Uniform Data Set. reliable. The data are reported by the calls. Aside from determining system
The purpose of the data set participating organizations because response time adequacy, the ability
development was to reach national of a belief that such information will to use available data to gain detailed
consensus in the United States help improve services among like knowledge about the system is
regarding EMS data elements and jurisdictions and accountability lacking in most jurisdictions. In
definitions within the prehospital when better service delivery other systems, an abundance of data
environment, so data could be linked practices are identified. is a problem.
and analyzed with other data
elements obtained from dispatch For FY 1998, 90 jurisdictions
centers and emergency departments. submitted data for at least one of the
It was assumed that in the context of service areas (58 with populations
fully-linked data files an effective greater than 100,000 and 32 less than
EMS information management 100,000). Included in the fire service
system could be devised. Uniform component are two measures
data elements may be found at considered to address EMS systems:
www.dot.gov/nhtsa. 1. Percentage of calls with a
response time under five minutes
from dispatch to arrival

2-11
 Emergency response agencies requiring numerous Performance measures are essential to the credibility of
answers on voluminous forms create a severe burden. any modern evaluation activity for emergency response
Once providers tire of this burden, the quality of the data organizations. Performance measures are quantitative
collected is likely to deteriorate. Collecting the wrong measures used to evaluate and improve outcomes and/or
data may be as problematic as lacking any data at all. the structure of the organization and its performance of
Identifying and defining system quality indicators and functions and processes. Performance measures
collecting the appropriate data to measure system supplement and guide the standards-setting process by
performance according to those indicators are essential providing a more targeted basis for data gathering and
to evaluate the system. reporting.

Measuring Performance An important aspect of performance measurement is the

fact that the measurements can be updated based on
Performance Measurement Theory
changes in the system; therefore, continually evaluate
Valid and reliable measures are integral to efforts to your performance measures for relevance to the system.
improve performance and encourage comparability to Both measurements and their priorities may change over
industry standards. Although considerable advancements time because of adaptive changes in the system as it
have been made in measuring performance of responds to needs of the community served. Success of
emergency response systems, current efforts fall short of performance measurement seems to be related to a
meeting the goal. Measurement is a critical tool for system of accountability, and can be correlated to its
improving quality and for supplying information to implementation and continuous review.
stakeholders including citizens.
A key part of performance measurement is performance
Robert Kaplan of the Harvard Business School states, reporting. Guiding principles for development of
“Each organization must create and communicate integrated quality measurement and reporting progress
performance measures that reflect its unique strategy.” include the following:
(National Performance Review Book, 1997)
Organizations use performance measurement systems to • Evaluate quality at multiple levels of the system.
determine whether they are fulfilling their vision and • Create synergy of improvement efforts throughout the
meeting their strategic goals. The NPR Book, released in system.
1993 by then-President Clinton and then-Vice President
Gore, provides criteria for developing performance • Capture multiple dimensions of quality:
measures: 1. Technical Quality—The degree to which
providers use judgment, skill and available
• Ensure a narrow focus. Measure the critical few
technology to improve service to citizens.
indicators.
2. Accessibility—The ease with which
• Measure the right thing. Identify and understand what
emergency response can be achieved in the
is to be measured.
face of financial, geographical, organizational,
• Be a means, not an end. Focus on achieving the vision cultural and emotional barriers.
of the organization, using performance measurement
3. Acceptability—The degree to which
as a tool; focus on the goal rather than on the
emergency response satisfies citizens. These
measurement.
dimensions might be modified or enhanced to
reflect the expected uses of the information
generated through quality measurement. For
example, value might be added as an aspect of
quality relevant to individual citizens or
politicians to be used in decision making.

• Serve the needs of stakeholders, oversight groups,

policymakers, public health representatives and
providers.
2-12
• Address quality of service for • Present performance measurement Though these criteria are important,
vulnerable groups (children and data in a timely manner. departments must look beyond them
the elderly). and consider the individual
• Provide performance components functioning in the
• Encourage innovation. measurement data consistently
system. These components (staffing,
from period to period.
• Provide mechanisms for data resource deployment and time) are
collection and reporting. • Provide performance vital to evaluating the performance
measurement data that are of an emergency response system.
Existing mechanisms for quality
reliable. NFPA 1710 addresses, in detail, the
measurement and reporting often
performance objectives associated
fail to fully meet the needs of the Historically, methods of fire
with each system component.
potential users of information on department evaluation were
quality. To increase the effectiveness developed primarily by the insurance Emergency response systems
and efficiency of measurement, industry. Today the Insurance comprise the personnel, vehicles,
identify core sets of quality Service Office, Inc. (ISO) promotes a equipment and facilities used to
measures for each component of the grading scale aimed at limiting deliver assistance to individuals with
emergency response system for property loss due to fire. These unanticipated, immediate needs.
reporting in a standardized way. grading scales have been ingrained Emergency calls comprise a series of
Design measurement sets to meet into society and remain a strong actions usually described in
the information need of potential political ideal because most elected chronological order. Key services of
audiences and reflect defined officials don’t understand fire emergency response systems include
objectives for service delivery. department operations beyond public access through a coordinated
Developing standards for measuring getting water to the fire. In Canada communications system, response,
and reporting on a core set of the Insurer’s Advisory Organization, on-scene mitigation of the
indicators also allows providers and Inc., performs this function. emergency, rescue and/or patient
organizations to reallocate resources care, possible patient transport, on-
Many municipalities use the ISO
as necessary to ensure system scene overhaul and recovery and
rating system; however, this system
availability and quality. termination of activity. The same
is inadequate for evaluating the
succession of events must occur
Local governments present public capability of a fire department
each time a caller accesses the
performance data in various forms, because ISO’s focus is reducing
emergency response system. These
including the annual budget and property loss, rather than improving
events represent a basic framework
separate reports to a mayor or city life safety. The ISO rating alone
of processes including call intake,
manager. Some communities are establishes unrealistic expectations
dispatch, turnout, response, on-
using the Internet to make data about the overall capability of the
scene assessment and incident
available to the public. The local fire department. The ISO
mitigation. These processes are
Government Accounting Standards grading scales consider the following
delivered from a structure
Board (GASB) presents six criteria:
established in each local system.
characteristics of effective
• Dispatch capability—The Emergency response system
performance measurement
capability of the fire department to structures vary by local jurisdiction,
information to be considered in
receive and process incoming calls with no two structured exactly the
performance evaluation (2000):
same.
• Resource distribution—The
• Develop performance measures location of stations, apparatus, System evaluation using
that are relevant.
equipment, and trained personnel performance measurement is
• Present data in ways that are essential to assessing overall quality
• Water supply—The adequacy of
understandable. and effectiveness of an emergency
immediate water supply
response system. Evaluation may
• Present performance measurement
data in a manner that allows for also assist in developing and
comparability. implementing strategies for
2-13
 continuous system improvement. Attempts to evaluate measuring accomplishments, as well as measuring in-
emergency response systems have traditionally been process parameters. A performance measure is a
conducted using structural, process and outcome measures comparative metric focused on a goal, such as the number
related to property loss for fire suppression activity and of miles per gallon (MPG) your car gets, which all would
patient care for EMS. agree should be as high as possible. The best MPG available
is the benchmark. A critical enabler in achieving desired
For the purpose of developing system performance
performance goals is the ability to measure performance.
measures, structure is defined as the interrelated
components forming an emergency response system. According to The Basics of Performance Measurement
Process is defined as the repeatable sequence of actions (Harbour, 1997), performance measurement has three main
used throughout interrelated components of a system to purposes:
produce something of value (namely, to lower economic
1. It describes the effect of current service delivery
impact of a fire or facilitate good patient outcome). Finally,
practices.
the definition of outcome includes measures of the degree
of intended system performance. Outcome measures 2. It measures the effect of some modification in the
include a measure of citizen satisfaction, and answer the service delivery process.
question, “Did the components of the system function in an 3. It compares the adequacy of service being delivered to
integrated manner so as to achieve the intended outcome?” an industry standard.
Some research has documented indicators of effectiveness To measure performance, use indicators of quality and
and quality, though not referred to as such. For example, effectiveness that have been established for a particular
research has shown that a system using rapidly responding system.
fire fighters with defibrillators as first responders
(structure), with paramedic treatment beginning within Measuring emergency response system performance using
eight minutes of an alarm (process) results in positive appropriate indicators has several benefits:
outcomes from sudden cardiac arrest (outcome). • Provide continuous measurement of quality within the
Some terms must be defined and understood in the system
development of emergency response system performance • Identify areas of excellence
measures. Two critical terms are performance indicators
and performance measurement. • Highlight sentinel events

A performance indicator is a criterion related to the quality • Verify effectiveness of a corrective action
of the program or service that can be measured. Indicators, • Allow comparison to established standards.
once identified, must be defined for consistency in use. A
When identifying and defining emergency response system
performance measure is a baseline, standard, norm or
performance indicators, follow a multi-phased approach.
criterion against which one can assess performance in a
The indicator must be measurable, so data must be
program or service according to the indicators identified. A
collectable. Evaluate the indicator for relevance to system
performance indicator answers the question, “How are we
design, quality and effectiveness. Following the
doing?” for a specific issue. Examples include response
identification and definition of system relevant indicators,
time or EMS defibrillation time. Performance indicators are
develop measures for those indicators. Harbour (1997)
analogous to a light on your car’s dashboard. These lights
provides a useful acronym for developing performance
may indicate that everything is okay with your car, or they
measures: SMART, or specific, measurable, action-oriented,
may indicate trouble.
relevant and timely. Table 2-2 lists criteria for Emergency
Performance measurement, then, is an evaluation and response system performance measures.
planning tool leading to improvement and quality. It allows
In addition to performance measurements and indicators,
the organization to reinforce and improve what is working
another term relevant to measuring performance of an
and repair or replace what is not. Performance
emergency response system is benchmarking.
measurement is a tool that lets the organization track
Benchmarking was originally a surveying term for a point
progress and direction toward strategic goals and
of reference. Benchmarking is an improvement process
objectives. Performance measurement is the process of
2-14
 when evaluated for patient outcome. f. Minimum daily staffing by
TABLE 2-2. CRITERIA FOR Best practices are those methods or
company
EMERGENCY RESPONSE techniques that result in increased
g. Total staffing per call
SYSTEM PERFORMANCE system quality and performance
i. Fire
MEASURES COLLECTION when incorporated into your
ii. EMS
FORM COMPLETION KEY operation. Once best practices are
iii. Special operations/high
hazard
known and benchmarks established,
h. Estimated economic impact of
you can measure system
Performance Measures fire
performance relative to the indicator
should be: i. Number of patients treated
benchmarked.
(EMS)
1. structure, process, and
NFPA 1710 Standard is the j. Patient outcome statistics for
outcome oriented
benchmark for emergency response EMS
2. relevant to quality and systems. k. Outcome and economic
effectiveness of various impact for other emergency
Evaluating and Reporting
system components incidents
Annual Evaluation V. Incident response data by station/
3. practical
Your annual evaluation is based on company
4. based on scientific performance objectives in the
evidence when possible VI. Training reports
standard, using actual response data.
5. subject to ongoing review A typical annual evaluation contains VII. Future department goals
data compiled into the following
6. designed for ease in data
categories:
collection
I. Organizational Statement
7. continuously evaluated for
relevance II. Organizational structure chart

8. accompanied by explicit III. Major department

definition for consistency accomplishments: Summary of
in use and interpretation facts and statistics
and application IV. Incident response statistics
(overall department)

used to discover and incorporate a. Number of calls by type

best practices into an operation. b. Call processing time
Benchmarking is the preferred i. Overall fractile time
process used to identify and ii. Average call time
understand the elements (indicators) c. Turnout time
of superior performance in a i. Overall fractile time
particular process. Practices are ii. Average call time
methods or techniques used to d. Response time for first due
perform a step in a process. Some company/BLS response
practices are clearly better than i. Overall fractile time
others, but what makes a given ii. Average call time
practice better depends on the e. Response time for initial full-
criteria used to evaluate the practice. alarm assignment/ALS
For example, some practices are response
better when evaluated for cost i. Overall fractile time
effectiveness and others are better ii. Average call time

2-15
 Quadrennial Report
The quadrennial report contains four years of data
compiled into the same categories as the annual
evaluation. However, the quadrennial report provides
additional information regarding whether the
department complies with 1710’s performance
objectives. This information must be reported according
to the three basic operational components found in the
1710 standard. Just as described in the department’s
organizational statement, these components include
staffing, deployment and time. You assess each
component, reporting them separately in the quadrennial
report.

After completing the detailed assessment and

comparison, the department must explain any
deficiencies between the operational performance of the
department and the performance objectives
(benchmarks) found in the standard. Following the
explanation, the department must address potential
consequences from deficiency and offer improvement
plans to bring the department’s operational component
into compliance with the standard.
See Section 3 for more detailed information on the
consequences of deficiency and plans for compliance.

2-16
ANALYZING STAFFING, DEPLOYMENT AND TIME
With an overview in Section 2 of what’s required for compliance, and the
three-phase process for ensuring system quality, your next step is to begin
Phase I, analyzing staffing, deployment and time.

Overview
As explained in Section 2, to ensure quality operations you can follow this
three-phase process:

• Phase 1. Evaluation and Analysis

• Phase 2. Strategic Planning and Proposing
• Phase 3. Implementation
The Evaluation and Analysis phase, reviewed in this section, is an annual
process that used data continually collected, with necessary system
changes proposed and implemented as needed.

To evaluate your compliance with the 1710 standard you analyze three
aspects of your operation:

• staffing
• deployment
• time
These annual evaluations are necessary to determine if your operation
meets the performance objectives in 1710.

Task: Analyze Staffing

The standard establishes performance objectives for these components of
fire fighting and emergency services, including the following:

• On-duty staffing
• Company units and supervision
• Supervisory chief officers
• Operating units, engine companies
• Operating units, ladder companies
• Operating units, other companies
• Operating units, quint companies
• EMS response staffing
• EMS transport staffing
• Airport rescue and fire-fighting services
• Special operations
• Marine rescue and fire-fighting services
• Wildland fire suppression services
3-1
 In this section you analyze each of these components Section 5.2.2.2 and Subsections
and the services they represent, in light of 1710:
Fire companies whose primary functions are to perform
• Standard—The exact language in the standard the variety of services associated with truck work, such
as forcible entry, ventilation, search and rescue, utility
• Intent—A plain English translation of the standard
control, illumination, overhaul and salvage work, shall
• Evaluation Method—Tool or method used to evaluate be known as ladder or truck companies. These
the department in light of the standard companies shall be staffed with a minimum of four on-
duty personnel. In jurisdictions with tactical hazards,
• Plan for Compliance—The departmental changes
needed to comply high hazard occupancies, high incident frequencies,
geographical restrictions, or other pertinent factors as
On-Duty Staffing identified by the authority having jurisdiction, these
Standard companies shall be staffed with a minimum of five or six
on-duty personnel.
Section 5.2.1.1
Section 5.2.2.3 and Subsections
On-duty fire suppression personnel shall be comprised of
the numbers necessary for fire-fighting performance Other types of companies equipped with specialized
relative to the expected fire-fighting conditions. These apparatus and equipment shall be provided to assist
numbers shall be determined through task analysis that engine and ladder companies where deemed necessary
take the following factors into consideration: as part of established practice. These companies shall be
staffed with a minimum number of on-duty personnel as
1. Life hazard to the populace protected
required by the tactical hazards, high hazard
2. Provisions of safe, effective and efficient fire occupancies, high incident frequencies, geographical
suppression operations for the fire fighters restrictions, or other pertinent factors as identified by
3. Potential property loss the authority having jurisdiction.

4. Nature, configuration, hazards and internal protection Section 5.2.2.4

of the properties involved Fire companies that deploy with quint apparatus,
5. Types of fireground tactics and evolutions employed designed to operate as either an engine company or a
as standard procedure, type of apparatus used and ladder company, shall be staffed as specified in (NFPA
results expected to be obtained at the fire scene 1710) 5.2.2. If the company is expected to perform
multiple roles simultaneously, additional staffing, above
Section 5.2.1.2 the levels specified in 5.2.2, shall be provided to ensure
On-duty personnel assigned to fire suppression shall be that those operations can be performed safely,
organized into company units and shall have appropriate effectively and efficiently.
apparatus and equipment assigned to such companies. Section 5.3.3.3 and Subsections
Section 5.2.2.1 and Subsections On-duty EMS units shall be staffed with the minimum
Fire companies whose primary functions are to pump numbers of personnel necessary for emergency medical
and deliver water and perform basic fire fighting at fires, care relative to the level of EMS provided by the fire
including search and rescue, shall be known as engine department. EMS staffing requirements shall be based on
companies. These companies shall be staffed with a the minimum levels needed to provide patient care and
minimum of four on-duty personnel. In jurisdictions with member safety. Units that provide emergency medical
tactical hazards, high hazard occupancies, high incident care shall be staffed at a minimum with personnel who
frequencies, geographical restrictions, or other pertinent are trained to the first responder/AED level. Units that
factors as identified by the authority having jurisdiction, provide BLS transport shall be staffed and trained at the
these companies shall be staffed with a minimum of five level prescribed by the state or provincial agency
or six on-duty members. responsible for providing emergency medical services
licensing. Units that provide ALS transport shall be
staffed and trained at the level prescribed by the state or
3-2
provincial agency responsible for 3. Potential property loss 6. Types of wildland tactics and
providing emergency medical evolutions employed as standard
4. Nature, configuration, hazards and
services licensing. procedure, type of apparatus used
internal protection of the
and results expected to be
Section 5.3.3.4.4 properties involved
obtained at the fire scene
Personnel deployed to ALS 5. Types of tactics and evolutions
7. Topography, vegetation and terrain
emergency responses shall include a employed as standard procedure,
in the response area(s)
minimum of two members trained at type of marine vessel used and
the emergency medical results expected to be obtained at On-duty personnel assigned to
technician–paramedic level and two the fire scene wildland operations shall be
members trained at the emergency organized into company units and
6. Requirements of the regulatory
medical technician–basic level shall have appropriate apparatus and
authorities having jurisdiction
arriving on scene within the equipment assigned to such
over navigable waters, ports and
established response time. companies. The fire department shall
harbors
identify minimum company staffing
Section 5.5.5.1-5.5.5.3
On-duty personnel assigned to levels as necessary to meet the
Airport fire department ARFF marine fire fighting shall be deployment criteria to ensure that a
companies shall be staffed as organized into company units and sufficient number of members are
required by NFPA 403, Standard for shall have appropriate vessels and assigned, on duty, and available to
Aircraft Rescue and Fire-Fighting equipment assigned to such safely and effectively respond with
Services at Airports. Airport fire companies. Each marine company each company. Each company shall
department companies that deploy shall be led by an officer who shall be led by an officer who shall be
to structural incidents on airport be considered a part of the company. considered a part of the company.
property shall meet the staffing Supervisory chief officers shall be
Section 5.7.4 and Subsections
requirements of (NFPA 1710) 5.2.1. dispatched or notified to respond to
Airport fire department companies On-duty wildland fire-fighting all full-alarm assignments. The
that deploy to emergency medical personnel shall be comprised of the supervisory chief officer shall ensure
incidents on airport property shall numbers necessary for safe and that the incident management
meet the staffing requirements of effective fire-fighting performance system is established as required in
(NFPA 1710) 5.3.3.3. relative to the expected wildland (NFPA 1710) Section 6.2.
fire-fighting conditions. These
Section 5.6.4
numbers shall be determined Intent
On-duty marine personnel shall be through task analyses that take the Ensure sufficient fire personnel are
comprised of the numbers necessary following factors into consideration: on-duty to efficiently and safely
for safe and effective fire-fighting complete all on-scene task
1. Life hazard to the populace
performance relative to the expected evolutions.
protected
MRFF (Marine Rescue and Fire
Fighting) conditions. These numbers 2. Provisions of safe and effective Evaluation Method
shall be determined through task fire-fighting performance
Examine daily staffing levels in light
analysis as required for types of conditions for the fire fighters
of the department’s organizational
marine vessels and through 3. The number of trained response statement. For example, if it is the
additional task analysis that take the personnel available to the mission of a department to provide
following factors into consideration: department including mutual aid fire suppression, then staffing must
1. Life hazard to the populace resources be set at a minimum to complete all
protected on-scene tasks.
4. Potential property loss
2. Provisions of safe and effective 5. Nature, configuration, hazards and
fire-fighting performance internal protection of the
conditions for the fire fighters properties involved

3-3
 Plan for Compliance Evaluation Method
Develop a plan to achieve and maintain on-duty staffing Assess for:
at sufficient levels by accomplishing the following:
1. Presence of company members assigned to equipped
• Detail capital equipment and personnel additions response apparatus
necessary to meet 1710 performance objectives
2. Staffing levels that meet company and initial response
• Determine costs for necessary resource additions, requirements outlined in 5.2.3
both capital equipment and personnel
3. Presence of company officer for each company
• Consider timeframe for implementing necessary
changes Plan for Compliance
Develop a plan to achieve and maintain on-duty staffing
• Consider standard operating procedure (SOP) changes
at sufficient levels, and ensure company officers are in
for staffing and deployment
place on each incident by considering the following:
• Consider personnel training implications
• Detail capital equipment and personnel additions
Staffing: Company Units and Supervision necessary to meet 1710 performance objectives

Standard • Determine costs for necessary resource additions,

Section 5.2.1.2 both capital equipment and personnel

On-duty personnel assigned to fire suppression shall be • Consider timeframe for implementing necessary
organized into company units and shall have appropriate changes
apparatus and equipment assigned to such companies.
• Consider SOP changes for staffing and deployment
Section 5.2.1.2.1
• Consider personnel training implications
The fire department shall identify minimum company Staffing: Supervisory Chief Officers
staffing levels as necessary to meet the deployment
criteria required in 5.2.3 to ensure that a sufficient Standard
number of members are assigned, on-duty, and available Section 5.2.1.2.3
to safely and effectively respond with each company.
Supervisory chief officers shall be dispatched or notified
Section 5.2.1.2.2 to respond to all full-alarm assignments.
Each company shall be led by an officer who shall be Section 5.2.1.2.4
considered part of the company.
The supervisory chief officer shall ensure that the
incident management system is established as required
Intent
in Section 6.2.
On-duty personnel must be organized into company
units assigned to apparatus with a specific function. For Section 5.2.1.2.5
example, truck companies typically provide building Supervisory chief officers shall have staff aides deployed
access, victim search and rescue, ventilation of fire to them for purposes of incident management and
gases/smoke and perform overhaul and salvage work. accountability at emergency incidents.
Engine companies typically provide fire suppression
efforts to control fire extension, protect routes of egress Intent
for trapped victims and ultimately extinguish the fire as Ensure that an incident management system is
close to its origin as possible in addition to conducting implemented and managed appropriately. Ensure the
search and rescue work. supervisory chief officer has an aide available to assist
with effective on-scene management of an incident.

3-4
Evaluation Method The 1710 Standard provides
Assess dispatch protocols, SOPs and for an exception that allows FIGURE 3-1. COMPANY DEFINITION
response logs. A supervisory chief departments to use a
officer must respond to all initial multiple apparatus
full-alarm incidents and must have at configuration to be a
Engine
least one aide deployed. company for emergency
response if “multiple
Plan for Compliance apparatus are assigned
Develop SOPs requiring dispatch of that are dispatched and
a supervisory chief officer and arrive together, FF FF FF Officer

chief’s aide on all initial full-alarm continuously operate

assignments. together and are managed
by a single company
Staffing: Engine Companies
officer.”
Standard The intent of this
Section 5.2.2.1 and Subsections exception is that multiple
apparatus responding to
Fire companies whose primary
functions are to pump and deliver an emergency incident Company:
originate from the same A group of members,
water and perform basic fire fighting under the direct
at fires, including search and rescue, location and are
supervision of an officer,
shall be known as engine companies. considered to be a single operating with one piece
These companies shall be staffed company (staffed as of fire apparatus at the
defined in Section 5.2.2). scene of an incident.
with a minimum of four on-duty
personnel. In jurisdictions with The staff on the apparatus
is expected to operate as teams so tactical hazards, geographical
tactical hazards, high hazard
as to be safe, effective and restrictions and so forth, engines
occupancies, high incident
functional. must be staffed with five or six
frequencies, geographical
personnel to meet this objective.
restrictions, or other pertinent Today some departments may
factors as identified by the authority dispatch multiple companies from Plan for Compliance
having jurisdiction, these companies different locations and consider
Develop a plan to achieve or
shall be staffed with a minimum of them a company. This does not meet
maintain engine company staffing at
five or six on-duty members. the performance objectives of the
a minimum of four personnel
standard. The optimal performance
Intent including one officer. Evaluate SOPs
objective outlined in the definition of
and response areas for high-risk
Ensure engine companies are staffed a company is to staff four personnel
areas that may require staffing levels
based on minimum levels for on a single apparatus. The
of five or six personnel, including
emergency operations for safety, department should develop a
one officer.
effectiveness and efficiency. The reasonable plan to achieve this
1710 standard fire company objective. Staffing: Ladder Companies
performance objective requires a
Standard
minimum of four on-duty personnel. Evaluation Method
A company (see Figure 3-1) always Section 5.2.2.2 and Subsections
Examine daily engine staffing levels.
consists of at least one officer and To meet the performance objective Fire companies whose primary
three fire fighters who respond on in the standard, engines must be functions are to perform the variety
one piece of apparatus. staffed with a minimum of four on- of services associated with truck
duty personnel. In areas with work, such as forcible entry,
associated high risks to both ventilation, search and rescue, aerial
personnel and citizens, including operations for water delivery and

3-5
 rescue, utility control, illumination, overhaul and salvage restrictions), staff ladder companies with five or six
work, shall be known as ladder or truck companies. personnel.
These companies shall be staffed with a minimum of
four on-duty personnel. In jurisdictions with tactical Plan for Compliance
hazards, high hazard occupancies, high incident Develop a plan to achieve and maintain ladder company
frequencies, geographical restrictions, or other pertinent staffing at a minimum of four personnel, including one
factors as identified by the authority having jurisdiction, officer, or in high-risk areas, five or six personnel,
these companies shall be staffed with a minimum of five including one officer.
or six on-duty members.
Staffing: Other Companies

Intent Standard
Ensure ladder companies are staffed based on minimum Section 5.2.2.3 and Subsections
levels for emergency operations for safety, effectiveness
Other types of companies equipped with specialized
and efficiency. The 1710 standard ladder company
apparatus and equipment shall be provided to assist
performance objective requires a minimum of four on-
engine and ladder companies where deemed necessary
duty personnel. A company always consists of at least
as part of established practice. These companies shall be
one officer and three fire fighters who respond on one
staffed with a minimum number of on-duty personnel as
piece of apparatus.
required by the tactical hazards, high hazard
The 1710 Standard provides for an exception that allows occupancies, high incident frequencies, geographical
departments to use a multiple apparatus configuration to restrictions, or other pertinent factors as identified by
be a company for emergency response if “multiple the authority having jurisdiction.
apparatus are assigned that are dispatched and arrive
together, continuously operate together and are managed Intent
by a single company officer.” Ensure companies supporting engine and/or ladder
The intent of this exception is that multiple apparatus company operations are staffed based on minimum
responding to an emergency incident originate from the levels for emergency operations for safety, effectiveness
same location and are considered to be a single and efficiency. The 1710 standard fire company
company (staffed as defined in Section 5.2.2). The staff performance objective requires at least one officer.
on the apparatus is expected to operate as teams so as The 1710 Standard provides for an exception that allows
to be safe, effective and functional. departments to use a multiple apparatus configuration to
Today some departments may dispatch multiple be a company for emergency response if “multiple
companies from different locations and consider them a apparatus are assigned that are dispatched and arrive
company. This does not meet the performance objectives together, continuously operate together and are managed
of the standard. The optimal performance objective by a single company officer.”
outlined in the definition of a company is to staff four The intent of this exception is that multiple apparatus
personnel on a single apparatus. The department should responding to an emergency incident originate from the
develop a reasonable plan to achieve this objective. same location and are considered to be a single
company (staffed as defined in Section 5.2.2). The staff
Evaluation Method on the apparatus is expected to operate as teams so as
Assess daily ladder company staffing levels: to be safe, effective and functional.
1. Staff ladder companies with four personnel including Today some departments may dispatch multiple
an officer. companies from different locations and consider them a
2. Evaluate SOPs to determine the ability for ladder company. This does not meet the performance objectives
companies to achieve on-scene tasks. of the standard. The optimal performance objective
outlined in the definition of a company is to staff four
3. In areas with associated high risks to both personnel personnel on a single apparatus. The department should
and citizens (such as tactical hazards or geographical develop a reasonable plan to achieve this objective.
3-6
Evaluation Method apparatus are assigned that are 3. If the company is expected to
Assess staffing levels for companies dispatched and arrive together, perform multiple roles
supporting engine or ladder continuously operate together and simultaneously, additional staffing,
company operations. Include an are managed by a single company above the levels specified in 5.2.2,
officer and a minimum of four officer.” shall be provided to ensure that
personnel to safely support engine those operations can be
The intent of this exception is that
and ladder operations as described performed safely, effectively and
multiple apparatus responding to an
in Section 5.2.2.3. efficiently.
emergency incident originate from
the same location and are
Plan for Compliance Plan for Compliance
considered to be a single company
Develop a plan to achieve and Develop a plan to achieve and
(staffed as defined in Section 5.2.2).
maintain all company staffing at a maintain quint company staffing at a
The staff on the apparatus is
minimum of four personnel, minimum of four personnel,
expected to operate as teams so as
including one officer, or in high-risk including one officer, or five to eight
to be safe, effective and functional.
areas, five or six personnel, personnel including one officer if the
including one officer. Today some departments may company is expected to perform
dispatch multiple companies from multiple roles. Implement SOPs for
Staffing: Quint Apparatus different locations and consider the functioning of quints.
Companies them a company. This does not meet
Staffing: EMS
Standard the performance objectives of the
standard. The optimal performance Standard
Section 5.2.2.4
objective outlined in the definition of Section 5.3.3.3 and Subsections
Fire companies that deploy with a company is to staff four personnel
quint apparatus, designed to operate on a single apparatus. The On-duty EMS units shall be staffed
as either an engine company or a department should develop a with the minimum numbers of
ladder company, shall be staffed as reasonable plan to achieve this personnel necessary for emergency
specified in 5.2.2. If the company is objective. medical care relative to the level of
expected to perform multiple roles EMS delivery provided by the fire
The 1710 standard quint company department. EMS staffing
simultaneously, additional staffing,
performance objective requires that requirements shall be based on the
above the levels specified in 5.2.2,
if the quint company is expected to minimum levels needed to provide
shall be provided to ensure that
perform multiple roles, meaning patient care and member safety.
those operations can be performed
both engine and truck work Units that provide emergency
safely, effectively and efficiently.
simultaneously, then additional medical care shall be staffed at a
Intent personnel are required to minimum with personnel that are
accomplish on-scene tasks. trained to the first responder/AED
Ensure that quint apparatus
companies are staffed based on level. Units that provide BLS
Evaluation Method
minimum levels for emergency transport shall be staffed and trained
Assess staffing levels for quint at the level prescribed by the state or
operations for safety, effectiveness
companies: provincial agency responsible for
and efficiency, and that they are
operated as either an engine or a 1. Maintain and include a minimum providing emergency medical
ladder company. The 1710 standard of four personnel including an services licensing. Units that provide
fire company performance objective officer. ALS transport shall be staffed and
requires at least one officer. trained at the level prescribed by the
2. If the quint companies are
state or provincial agency
The 1710 Standard provides for an expected to perform multiple roles
responsible for providing emergency
exception that allows departments (for example, truck and engine
medical services licensing.
to use a multiple apparatus duties), staff them with greater
configuration to be a company for than four personnel.
emergency response if “multiple
3-7
 Intent 3. All BLS and ALS units required for appropriate
Ensure responding EMS units are staffed based on deployment of EMS response services, both response
minimum levels of appropriately trained personnel and transport services (5.3.3.4), are staffed with BLS
needed to provide patient care at a level selected by the or ALS personnel respectively, to provide services set
department while providing for member safety. Units forth in the department’s organizational statement.
that respond to provide emergency medical care must be Appropriate deployment for ALS responses includes
staffed at a minimum with personnel trained to the first the capability to deploy a minimum of two members
responder/AED level. If the department chooses to trained as emergency medical technician—paramedic
provide EMS at a higher level (BLS or ALS), then units level and two members trained at emergency medical
that respond to deliver BLS care must be staffed and technician—basic level within eight minutes (480
trained at levels prescribed by the state or provincial seconds) (5.3.3.4.4).
government licensing agency responsible for emergency
medical services. Units that respond to deliver ALS care Plan for Compliance
must provide two paramedics and two EMTs on scene. Develop a plan to achieve and maintain EMS staffing at
The standard does not require that the two paramedics levels appropriate on all fire department apparatus.
arrive on the same vehicle. Units that provide BLS or Maintain personnel training at levels commensurate with
ALS transport must be staffed and trained at levels the EMS service level provided by the department.
prescribed by the state or provincial government agency Maintain adequate numbers of trained personnel to
responsible for providing emergency medical services avoid reducing EMS service levels.
licensing. Staffing: EMS (ALS Deployment)

Evaluation Method Standard

Assess daily staffing and personnel training levels. At a Section 5.3.3.4.4
minimum, staff fire department apparatus with
Personnel deployed to ALS emergency responses shall
personnel trained to the first responder/AED level, with
include a minimum of two members trained at the
an AED and BLS supplies available on the apparatus.
emergency medical technician-paramedic level and two
Based on licensing agency requirements and the level of
members trained at the emergency medical technician-
patient care provision selected by the department, all
basic level arriving on scene within the established
EMS apparatus should be staffed with appropriately
response time.
trained personnel.

The performance objectives of this section are met if Intent

these conditions exist: Ensure adequate personnel with appropriate training are
available on the scene of ALS emergencies within
1. All fire department companies expected to respond in
established time frames. Staffing objectives are two
support of EMS incidents are staffed and equipped at a
members trained at the emergency medical technician-
minimum for first responder/AED care
paramedic level and two members trained at the
2. All fire department companies expected to provide emergency medical technician-basic level. These staffing
ALS are deployed so they arrive within an eight- patterns ensure efficient and effective on-scene
minute (480-second) response time for 90% of all such operations as evidenced and supported by the American
incidents (5.3.3.4.3) Heart Association and the National Institutes of Health.
Cardiac emergencies are the most time-critical event in
emergency medicine and still the number one public
health problem in North America. Ensuring the
emergency response system supplies the necessary
resources for these events also guarantees the efficiency
and effectiveness on less-resource-intensive calls.

3-8
Evaluation Method deployment may vary, several key the total number of incidents, you
Assess daily staffing and personnel components are universal: can evaluate compliance with
training levels. Examine dispatch Section 5.3.3.4.3.
• Identifying and inputting
archives or CAD data to identify reasonable and prudent travel Combination of CAD Data and
response times for both the BLS speeds for every road segment to Computer Modeling
initial responders within four be traveled
minutes (240 seconds) 90% of the By assessing a blend of actual CAD
time and ALS personnel within eight • Identifying and inputting unit data in conjunction with computer-
minutes (480 seconds) 90% of the locations modeled projected response
time. Based on data collected or capabilities, you can develop a better
• Inputting an eight-minute (480-
archived, you may identify those assessment of appropriate
second) response time
cases when a total of four deployment. By using a GIS system
performance objective
personnel—two BLS and two ALS— to graphically represent the area
With this information, a GIS system covered by the authority having
were available on scene.
can identify those roads covered by jurisdiction, and to project road
There are at least three evaluation fire department ALS responders structure coverage meeting
methods you can use for assessing within eight minutes (480 seconds), performance objectives found in this
compliance with this requirement: based on reasonable and prudent standard, you may superimpose
road speeds and other factors. actual incident locations on a map.
• CAD data review
This method alone assesses road Furthermore, you can identify both
• Computer modeling
structure coverage by projecting a where response times have been
• A blend of both historical data and percentage of road segments that appropriate in the past and where
computer modeling may be reached within the they may fail to meet performance
CAD Data Review (Assessing Actual designated time frame. This measure objectives in the future. Identify
Responses) is a proxy for addresses that may be incidents with appropriate response
reached within the same time limits. times differently from incidents for
Response times for ALS units, as
This measure is also a projection of which response times failed to meet
recorded by the CAD system, can be
response capabilities rather than of performance objectives. Clearly label
sorted based on response times. By
actual responses. projected road structure coverage
identifying those emergency
A basic alternative to a GIS areas with respect to the response
incidents with response times fewer
computer model is an actual driving time parameters used.
than eight minutes (480 seconds)
and expressing this group as a assessment of coverage areas. Have Incidents with inadequate response
percentage of the total number of a vehicle travel at reasonable and times that fall outside projected
EMS capable unit response times, prudent speed from each station, coverage areas need either
you can evaluate compliance with along each travel route available to additional resources deployed to
this requirement. If less than 90% of that station. Mark a map with eight cover those areas or current
all emergency incidents received an minute (480 second) travel limits resources redeployed in an attempt
ALS unit within eight minutes (480 based on roads actually traveled to better cover incidents in those
seconds) response time, this within this time requirement. By areas.
requirement is unmet. combining a map of incident
The advantage of this combination
locations with a map showing eight
Computer Modeling (Assessing approach is the ability to model
minute (480 second) coverage areas,
Projected Capability) proposed changes on a computer in
you may identify those areas
advance of actual deployment
By using a geographic information currently receiving ALS responders
changes, ensuring that any changes
system (GIS), you can model within the required time frame. By
will allow the department to meet
response capabilities in the absence expressing those incidents falling
performance objectives.
of actual CAD data. Although the within eight minute (480 second)
tools or software used to model coverage areas as a percentage of

3-9
 Cardiac Arrest Survival Model
FIGURE 3-3. CARDIAC ARREST SURVIVAL RATE
One example of how this combination approach works
is a cardiac arrest survival predictive model, based on
the research of Dr. M.S. Eisenberg. The formula uses
cardiac arrest response data to model waves of
predicted patient survival geographically, based on the
point of origin and response capability of the advanced
life support response vehicles.

See Expanded Information, page 3-30.

FIGURE 3-2. ALS RESPONSE COVERAGE BASED

ON RESPONSE TIME

response time for first responders coupled with a 15-

minute response time for a single ALS unit correlates to
a 2.2% cardiac arrest survival rate, related solely to the
delay of ALS in areas remote from the ALS unit’s station.

All career fire departments must analyze EMS response

times, using dispatch logs, computer modeling systems
or other evaluative methodology. Whether the standard
performance objective can be met depends on the
resources available to and deployed from the fire
department. If resources originating from current
Figures 3-2 and 3-3 graphically demonstrate the impact stations are the cause of extended response times, then
on cardiac arrest survival rates made by response consider the need for additional stations, strategically
capabilities of a single ALS unit. Figure 3-2 shows the located to reduce ALS unit response times to eight
road structure covered by units arriving on the scene minutes (480 seconds) or less. If apparatus from current
within 4 to 12 minutes of station departure. In this model stations are not available to respond and arrive within
26.3 % of all road structures can be covered within four eight minutes (480 seconds) of station departure, then
minutes of station departure. Using the formula above, a consider additional units.
25.3% survival rate can be predicted for the areas
covered by fire department first responders and a single
ALS unit, both arriving within four minutes of station
departure (see Figure 3-3). By contrast, a four-minute

3-10
Plan for Compliance Intent • Cost-out necessary resource
Develop a plan to achieve and Ensure sufficient fire personnel are additions, both capital equipment
maintain EMS first responder and on-duty to allow for safe fire fighter and personnel
BLS/ALS unit staffing at levels performance on the fireground,
• Consider timeframe for
appropriate to ensure efficient, based on a task analysis, and to
implementing necessary changes
effective and safe EMS operations. ensure efficient, appropriate staff
Maintain personnel training at levels available to provide safe and • Consider SOP changes for staffing
necessary for the EMS service effective EMS services. and deployment
provided by the department.
• Consider personnel training
Maintain adequate numbers of Evaluation Method
implications
trained personnel to avoid reducing Staff airport fire department ARFF
EMS service levels as a result of companies as required by NFPA 403, Staffing: Marine Rescue and
personnel shortages. To accomplish Standard for Aircraft Rescue and Fire-Fighting (MRFF) Services
these plans, consider the following Fire Fighting Services at Airports. Standard
issues: Base the evaluation of ARFF Section 5.6.4 and Subsections
operations on requirements found in
•cost of necessary system On-duty marine personnel shall be
this standard. Airport fire
enhancements, including personnel comprised of the numbers necessary
department companies that respond
and capital equipment, to meet for safe and effective fire-fighting
to structural incidents must meet the
EMS performance objectives performance relative to the expected
staffing requirements found in
MRFF conditions. These numbers
• EMS training for all fire section 5.2.1 of NFPA 1710. Airport
shall be determined through task
department members, including fire department companies that
analysis as required for types of
continuing education components respond to EMS incidents must meet
marine vessels and through
the staffing requirements found in
• timeframe for acquisition and additional task analysis that take the
implementation of resource Section 5.3.3.3. This section specifies
following factors into consideration:
enhancements transport staffing levels and
(1) life hazard to the populace
response levels as established in
Staffing: Airport Rescue and protected, (2) provisions of safe and
Section 5.3 of NFPA 1710, or as
Fire-Fighting Services effective fire-fighting performance
required by the state or provincial
conditions for the fire fighters, (3)
Standard agency responsible for providing
potential property loss, (4) nature,
emergency medical services. Large-
Section 5.5.5 and Subsections configuration, hazards and internal
scale incidents must also include a
protection of the properties
Airport fire department ARFF supervisory chief officer (NFPA
involved, (5) types of tactics and
companies shall be staffed as 1710, Section 5.2.3.2.2), aide, and a
evolutions employed as standard
required by NFPA 403, Standard for safety officer (NFPA 1710, Section
procedure, type of marine vessel
Aircraft Rescue and Fire-Fighting 6.1).
used and results expected to be
Services at Airports. Airport fire
obtained at the fire scene, (6)
companies that deploy to structural Plan for Compliance
requirements of the regulatory
incidents on airport property shall Develop a plan to achieve and
authorities having jurisdiction over
meet the staffing requirements of maintain on-duty staffing at
navigable waters, ports and harbors.
5.2.1. Airport fire companies that sufficient levels to meet staffing
On-duty personnel assigned to
deploy to emergency medical requirements referenced in
marine fire fighting shall be
incidents on airport property shall applicable portions of NFPA 1710,
organized into company units and
meet the staffing requirements of Sections 5.2 and 5.3, by taking the
shall have appropriate vessels and
5.3.3.3. following actions:
equipment assigned to such
• Detail capital equipment and companies. Each marine company
personnel additions necessary to shall be led by an officer who shall
meet 1710 performance objectives be considered part of the company.

3-11
 Intent Each company shall be led by an officer who shall be
Ensure sufficient marine personnel are on-duty to allow considered a part of the company. Supervisory chief
for safe fire fighter performance in expected MRFF fire- officers shall be dispatched or notified to respond to all
fighting conditions, based on a task analysis. full-alarm assignments. The supervisory chief officer
shall ensure that the incident management system is
Evaluation Method established as required in Section 6.2.
Because the numbers of marine personnel are
determined through task analysis, evaluation of staffing Intent
can be undertaken only with an understanding of those Ensure sufficient wildland fire-fighting personnel are on-
tasks in which the MRFF plan to engage. For example, if duty to allow for safe fire fighting performance relative
a marine fire fighting operation requires an exterior to the expected wildland fire fighting conditions.
application of extinguishing agent, fewer personnel may Evaluation Method
be required than for a shipboard direct attack. At a
minimum, on-duty personnel assigned to marine fire Because the numbers of wildland fire fighting personnel
fighting must be organized into company units. are determined through task analysis, any evaluation of
Evaluation for the presence or absence of company units staffing must be completed by considering these factors:
with an associated company officer is one measure for 1. Life hazard to the populace protected
complying with Section 5.6.4.2.
2. Provision of safe and effective fire-fighting
Plan for Compliance performance conditions for the fire fighters
Develop a plan to achieve and maintain on-duty staffing 3. The number of trained response personnel available to
at levels sufficient to meet the staffing needs identified the department including mutual aid services
by a MRFF task analysis. Include the deployment of
4. Potential property loss
organized companies supervised by company officers.
Take the following actions: 5. Nature, configuration, hazards and internal protection
of the properties involved
• Detail capital equipment and personnel additions
necessary to meet 1710 performance objectives 6. Types of wildland tactics and evolutions employed as
standard procedure
• Cost-out necessary resource additions, both capital
equipment and personnel 7. Type of apparatus used

• Consider timeframe for implementing necessary 8. Topography, vegetation and terrain in the response
changes areas.

• Consider SOP changes for staffing and deployment A supervisory chief officer must respond to all full alarm
wildland fire fighting efforts.
• Consider personnel training implications
Staffing: Wildland Fire Suppression Services Plan for Compliance
Develop a plan to achieve and maintain on-duty staffing
Standard
at sufficient levels to meet the staffing needs identified
Section 5.7.4 and Subsections by a wildland fire fighting task analysis, to include the
On-duty wildland fire-fighting personnel shall be deployment of organized companies supervised by
comprised of the numbers necessary for safe and company officers.
effective fire-fighting performance relative to the
expected wildland fire-fighting conditions. On-duty
personnel assigned to wildland operations shall be
organized into company units and shall have appropriate
apparatus and equipment assigned to such companies.

3-12
Task: Analyzing Evaluation Method(s) • Identifying and inputting
Deployment This performance objective states reasonable and prudent travel
that the initial arriving company speeds for every road segment to
In the next part of Phase 1 you
should arrive at 90% of all incidents be traveled
review the deployment component,
within four minutes (240 seconds) of
which involves the sufficient • Identifying and inputting company
departing the assigned station. This
response of staffed resources— locations
is the actual company response time.
vehicles and equipment. • Inputting an eight-minute (480-
There are at least three evaluation
Deployment: Initial Arriving second) response time restriction
methods you can use for assessing
Company With this information, a GIS system
compliance with this performance
Standard objective: can identify those roads covered by
at least one fire company within four
Section 5.2.3.1 and subsection • CAD data review minutes (240 seconds), based on
The fire department’s fire • Computer modeling reasonable and prudent road speeds
suppression resources shall be or other factors.
deployed to provide for the arrival of • A blend of both historical data and
computer modeling This method alone assesses road
an engine company within a four-
structure coverage by projecting a
minute response time and/or the CAD Data Review (Assessing Actual
percentage of road segments that
initial full-alarm assignment within Responses)
may be reached within the
an eight-minute (480-second)
Response times for initial arriving designated time frame. This measure
response time to 90 percent of the
companies, as recorded by the CAD is a proxy for addresses that may be
incidents as established in Chapter 4
system, can be sorted based on reached within the same time limits.
(of NFPA 1710). Personnel assigned
response times. By identifying those This measure is also a projection of
to the initial arriving company shall
emergency incidents with company response capabilities rather than of
have the capability to implement an
response times fewer than four actual responses.
initial rapid intervention crew
minutes (240 seconds) and
(IRIC). A basic alternative to a GIS
expressing this group as a
computer model is an actual driving
percentage of the total number of
Intent assessment of coverage areas. Have
emergency responses, you can
Ensure the initial arriving company a vehicle travel at reasonable and
evaluate compliance with this
(see Figure 3-4) arrives on the scene prudent speed from each station,
performance objective. If less than
with adequate staffing to safely and along each travel route available to
90% of all emergency incidents
effectively begin immediate that station. Mark a map with four
received an initial arriving company
fireground operations while fires are minute (240 second) travel limits
within a four minute (240 second)
still at a manageable stage. Allow the based on roads actually traveled
response time, this performance
initial company to provide critical within this time performance
objective is unmet.
interventions including protection of objective. By combining a map of
egress points and exposures and to Computer Modeling (Assessing incident locations with a map
effect quick victim rescue until the Projected Capability) showing four minute (240 second)
remainder of the initial full-alarm By using a geographic information coverage areas, you may identify
assignment arrives. system (GIS), you can model those areas currently receiving fire
response capabilities in the absence companies within the required time
of actual CAD data. Although the frame. By expressing those incidents
software used to model deployment falling within four minute (240
may vary, several key components second) coverage areas as a
are universal: percentage of the total number of
incidents, you can evaluate
compliance with NFPA 1710, Section
5.2.3.1.
3-13
 Combination of CAD Data and Computer Modeling Plan for Compliance

The best assessment of appropriate deployment can be Develop a plan to achieve and maintain on-duty staffing
developed by combining actual CAD data with computer and company deployment at sufficient levels so that
modeled projected response capabilities. By using a GIS companies responding on an initial alarm arrive on the
system to graphically represent the area covered by the scene within four minutes (240 seconds) for 90% of all
authority having jurisdiction and to project road such emergency incidents.
structure coverage meeting performance objectives Deployment: Initial Full-Alarm Assignment
found in this standard, you may superimpose actual
incident locations on a map identifying both where Standard
response times have been appropriate in the past and Section 5.2.3.2.1
where they may fail to meet performance objectives in
The fire department shall have the capability to deploy
the future. Incidents with appropriate response times
an initial full-alarm assignment with an eight-minute
may be identified differently from incidents for which
response time to 90 percent of the incidents as
response times failed to meet performance objectives.
established in Chapter 4 (NFPA 1710).
FIGURE 3-4. INITIAL ARRIVING COMPANY
Intent
Ensure companies arrive on the scene
as part of an initial full-alarm
assignment within eight minutes (480
seconds), and with adequate staffing
and equipment to safely, efficiently and
Engine effectively manage the fire incident.
4 Minutes Evaluation Method(s)
FF FF FF Officer

This performance objective states that

90% of all the initial full-alarm assignment shall
arrive at 90% of all incidents within
incidents eight minutes (480 seconds) of
Company: departure from assigned stations.
A group of members,
under the direct Examine daily company staffing and
supervision of an officer,
operating with one piece deployment. Examine dispatch
of fire apparatus at the
scene of an incident. archives or CAD data to identify arrival
times for initial full-alarm assignments
Clearly label projected road structure coverage areas in (all assigned units on the scene in fewer than eight
respect to the response time parameters used. Incidents minutes (480 seconds) 90% of the time). Based on data
identified as having inadequate response times that fall collected and archived, you may identify those incidents
outside projected coverage areas indicate a need for when an initial full-alarm assignment was on the scene
either additional resources to be deployed to cover those within the performance objective time frame.
areas or current resources redeployed.
There are at least three evaluation methods you can use
The advantage of this combination approach is the for assessing compliance with this requirement:
ability to model proposed changes on the computer in
advance of actual deployment changes. This approach • CAD data review
also ensures that any new changes will allow the • Computer modeling
department to meet performance objectives.
• A blend of both historical data and computer modeling

3-14
CAD Data Review (Assessing Actual By identifying those incidents with This method alone assesses road
Responses) initial full-alarm assignment structure coverage by projecting a
response times fewer than eight percentage of road segments that
Response times for a combination of
minutes (480 seconds) and may be reached within the
required companies, an initial full-
expressing this group as a designated time frame. This measure
alarm assignment, as recorded by
percentage of the total number of is a proxy for addresses that may be
the CAD system can be sorted based
initial arriving company arrival reached within the same time limits.
on the time of the first company
times, you can evaluate compliance This measure is also a projection of
departure to the arrival of the last
with this performance objective. If response capabilities rather than of
required company.
less than 90% of all incidents actual responses.
On-scene operations for an initial received a full-alarm assignment on
The GIS modeling of initial full-alarm
full-alarm assignment require the scene within a four minute (240
assignment coverage areas is
apparatus, equipment and personnel second) response time, this
complex. Because a minimum of two
sufficient to do the following: performance objective is unmet.
engine companies is required to
a. establish incident command Additionally, if the number of
address water supply, fire attack and
outside of the hazard area personnel arriving with these
IRIC establishment, the next step of
companies is inadequate to complete
b. establish an uninterrupted water a GIS assessment is to identify those
all the tasks identified, this
supply, 400 gpm for 30 minutes areas capable of receiving a
performance objective is unmet.
minimum of two engine companies
c. establish of an effective water Computer Modeling (Assessing within eight minutes (480 seconds).
flow application rate from two Projected Capability) When eight-minute (480-second),
handlines, each with a minimum ladder coverage area intersects two-
capacity of 100 gpm, and operated By using a geographic information
engine coverage areas, all but two of
by a minimum of two personnel system (GIS), you can model
the performance objectives in NFPA
each response capabilities in the absence
1710 Section 5.2.3.2.2 may be met.
of actual CAD data. Although the
d. provide one support person for By further intersecting eight-minute
software used to model deployment
each line (480-second) two-engine one-ladder
may vary, several key components
coverage areas with eight-minute
e. assign a minimum of one victim are universal:
(480-second) chief officer and aide
search and rescue team consisting
• Identifying and inputting coverage areas, you can identify the
of two members reasonable and prudent travel eight-minute (480-second) initial full-
f. assign a minimum of one speeds for every road segment to alarm assignment coverage area.
ventilation team consisting of two be traveled Incidents requiring an initial full-
personnel alarm assignment that fall outside
• Identifying and inputting company
locations the modeled coverage areas fail to
g. if an aerial device is used in
meet this performance objective.
operations, provide one person to
• Inputting an eight-minute (480-
maintain primary control of the second) response time restriction A similar routine can be applied to
aerial device at all times the process of assessing those areas
With this information, a GIS system where a minimum of 15-17 fire
h. establish an IRIC consisting of a can identify those roads covered by fighters and officers can arrive
minimum of two properly companies within eight minutes (480 within eight minutes (480 seconds)
equipped and trained personnel seconds), based on reasonable and response time. In this case, the total
prudent roads speeds or other number of available fireground
factors, the first step in initial full- personnel is being evaluated,
alarm assignment response regardless of the number or
assessment. configuration of arriving companies.

3-15
 Incidents requiring 15-17 fire fighters and officers that Plan for Compliance
fall outside the modeled coverage areas fail to meet this All career fire departments must analyze initial full-alarm
performance objective. assignment coverage through either dispatch logs or
By combining a map of incident locations with a map computer modeling systems. If the performance
showing eight-minute (480-second) initial full-alarm objective is unmet, the plan for compliance will depend
assignment coverage areas, you may identify those areas on the resources available to the fire department. If
failing to receive adequate companies within the resources originating from current stations are
required time frame. By expressing those incidents determined to be the cause of extended response times,
falling within eight-minute (480-second) coverage areas consider additional stations, strategically located to
as a percentage of the total number of incidents, you can reduce response times to eight minutes (480 seconds) or
evaluate compliance with NFPA 1710, Section 5.2.3.2. fewer. If required apparatus from current stations are
not available to respond and arrive within eight minutes
Combination of CAD Data and Computer Modeling (480 seconds) of station departure, then consider
The best assessment of appropriate deployment can be additional apparatus. If response times do meet this
developed by combining actual CAD data with computer performance objective but company staffing prohibits
modeled projected response capabilities. By using a GIS the completion of essential tasks, adjust staffing to
system to graphically represent the area covered by the accomplish on-scene tasks. Figure 3-5 illustrates an
authority having jurisdiction and to project road assessment of fireground staffing compliance.
structure coverage meeting performance objectives Deployment: Additional Alarm Assignments
found in this standard, you may superimpose actual
incident locations on a map identifying both where Standard
response times have been appropriate in the past and Section 5.2.3.3 and Subsections
where they may fail to meet performance objectives in
The fire department shall have the capability for
the future. Incidents with appropriate response times
additional alarm assignments that can provide for
may be identified differently from incidents for which
additional personnel and additional services, including
response times failed to meet performance objectives.
the application of water to the fire; engagement in search
Clearly label projected road structure coverage areas in and rescue, forcible entry, ventilation and preservation
respect to the response time parameters used. Incidents of property; accountability for personnel; and provision
identified as having inadequate response times that fall of support activities for those situations that are beyond
outside projected coverage areas indicate a need for the capability of the initial full-alarm assignment. When
either additional resources to be deployed to cover those the incident escalates beyond an initial full-alarm
areas or current resources redeployed. assignment or when significant risk is present to fire
fighters because of the magnitude of the incident, the
The advantage of this combination approach is the
incident commander shall upgrade the IRIC to a full
ability to model proposed changes on the computer in
rapid intervention crew(s) (RIC) that consists of four
advance of actual deployment changes. This approach
fully-equipped and trained fire fighters.
also ensures that changes will allow the department to
meet performance objectives. An incident safety officer shall be deployed to all
incidents that escalate beyond an initial full-alarm
Using any of these evaluation methods, you must
assignment or when significant risk is present to fire
demonstrate that initial full-alarm assignments, capable
fighters. The incident safety officer shall ensure that the
of completing all required fireground tasks including the
safety and health system is established as required in
implementation an initial rapid intervention crew (IRIC),
Section 6.1 (NFPA 1710).
arrive within eight minutes (480 seconds) for 90% of all
such emergency incidents.

3-16
Intent specified time limit for providing beyond the initial full-alarm
Ensure the availability of additional these resources has been specified. assignment, and also those that
personnel, apparatus and support For this reason, department received additional apparatus and
resources to supplement initial evaluation is limited to the presence personnel, you may express as a
alarm assignments for those or absence of resources available to percentage those larger incidents
situations that are beyond the supplement an initial alarm that required additional resources
capability of the initial full-alarm assignment. and actually received additional
assignment. Additionally, this section alarm assignments.
There are at least three evaluation
requires the IRIC be upgraded to a methods you can use for assessing Computer Modeling (Assessing
full four-person rapid intervention compliance with this requirement: Projected Capability)
crew(s) for incidents escalating
beyond the initial full-alarm • CAD data review By using a geographic information
assignment. This section also system (GIS), you can model
• Computer modeling
requires that this level of incident response capabilities in the absence
include a safety officer who ensures • A blend of both historical data and of actual CAD data. The same data
computer modeling input routines are required as for
establishment of a safety and health
system on scene. CAD Data Review (Assessing Actual Initial Full-alarm assignment
Responses) evaluation. However, in this case the
Evaluation Method(s) model is queried to identify those
As with Initial Full-alarm areas that can receive additional
Although this performance objective
assignment, CAD system data can be units, above and beyond an initial
states that the department should
sorted based on the level of the full-alarm assignment, within a
have the capability for providing
incident. By identifying those department-selected time frame.
additional alarm assignments beyond
emergency incidents escalating
the initial full-alarm assignment, no

FIGURE 3-5. FIREGROUND STAFFING COMPLIANCE

3-17
 This method alone assesses road structure coverage by Plan for Compliance
projecting a percentage of road segments that may be All career fire departments must analyze the capacity to
reached within the designated time frame. This measure provide additional resources above and beyond the
is a proxy for addresses that may be reached within the initial full-alarm assignment through either dispatch logs
same time limits. This measure is also a projection of or computer modeling systems. If the performance
response capabilities rather than of actual responses. objective cannot be met, the plan for compliance will
The GIS modeling of additional alarm assignments depend on the resources available to the fire
involves intersecting the previously identified initial full- department. If resources originating from current
alarm assignment with selected additional resources stations are determined to be the cause of extended
such as one additional engine or ladder company or response times, consider additional stations, strategically
safety officer response. Incidents requiring additional located to reduce response times. If apparatus from
initial full-alarm assignment resources that fall outside current stations are not available to respond and arrive
the modeled coverage areas fail to meet the department- in a timely fashion, consider additional apparatus. If
selected performance objective. apparatus are available but staffing prohibits the
establishment of minimum company staffing to
Combination of CAD Data and Computer Modeling accomplish on-scene tasks, consider additional on-duty
The best assessment of appropriate deployment can be personnel. If no plan is in place ensuring the provision of
developed by combining actual CAD data with computer an on-scene safety officer, prepare a plan. To accomplish
modeled projected response capabilities. By using a GIS these goals, take the following actions:
system to graphically represent the area covered by the
• Detail capital equipment and personnel additions
authority having jurisdiction, as well as areas that may necessary to meet 1710 performance objectives
also be covered by outside jurisdictions, and to project
road structure coverage meeting performance objectives • Cost-out necessary resource additions, both capital
found in this standard, you may superimpose actual equipment and personnel
incident locations on a map identifying both where • Consider timeframe for implementing necessary
response times have been appropriate in the past and changes
where they may not meet performance objectives in the
future. • Consider SOP changes for staffing and deployment

Incidents with appropriate additional alarm resources • Consider personnel training implications
may be identified differently from incidents for which Deployment: BLS EMS Service Delivery
additional alarm assignments failed to meet performance
Standard
objectives. Clearly label projected road structure
coverage by additional resources in respect to the Section 5.3.3.4.2
resource parameters used. Incidents identified as having The fire department’s EMS for providing first responder
inadequate additional alarm resources that fall outside with AED shall be deployed to provide for the arrival of
projected coverage areas indicate a need for either a first responder with AED company within a four-
additional resources to be deployed to cover those areas minute (240-second) response time to 90 percent of the
or current resources redeployed. incidents as established in Chapter 4 (NFPA 1710).
The advantage of this combination approach is the Section 4.3.2.1
ability to model proposed changes on the computer in
Where emergency medical services beyond the first
advance of actual deployment changes. This approach
responder with automatic defibrillator level are provided
also ensures that changes will allow the department to
by another agency or private organization, the authority
meet performance objectives. Using any of these
having jurisdiction, based on recommendations from the
evaluation methods, you must demonstrate that
fire department, shall include the minimum staffing,
resources are available to supplement the initial alarm
deployment and response criteria as required in Section
assignment.
5.3 in the following:

3-18
1. The fire department organizational Computer Modeling (Assessing coverage areas, you may identify
statement Projected Capability) those areas currently receiving
arriving units within the required
2. Any contract, service agreement, By using a geographic information
time frame. By expressing those
governmental agreement or system (GIS), you can model
incidents falling within four minute
memorandum of understanding response capabilities in the absence
(240 second) coverage areas as a
between the authority having of actual CAD data. Although the
percentage of the total number of
jurisdiction and the other agency software used to model deployment
incidents, you can evaluate
or private organization may vary, several key components
compliance with Section 5.3.3.4.2.
are universal:
Intent Combination of CAD Data and
• Identifying and inputting
Ensure the appropriate delivery of Computer Modeling
reasonable and prudent travel
time critical emergency medical speeds for every road segment to The best assessment of appropriate
services by career fire departments. be traveled deployment can be developed by
combining actual CAD data with
Evaluation Method(s) • Identifying and inputting unit
computer modeled projected
This performance objective states locations
response capabilities. By using a GIS
that the fire department EMS system • Inputting a four-minute (240- system to graphically represent the
for providing first responder with second) response time restriction area covered by the authority having
AED care should allow for unit jurisdiction and to project road
With this information, a GIS system
arrival at 90% of all incidents within structure coverage meeting
can identify those roads covered by
four minutes (240 seconds) of performance objectives found in this
EMS units within four minutes (240
departing the assigned station. standard, you may superimpose
seconds), based on reasonable and
There are at least three evaluation prudent road speeds or other actual incident locations on a map
methods you can use for assessing factors. identifying both where response
compliance with this requirement: times have been appropriate in the
This method alone assesses road past and where they may fail to meet
• CAD data review structure coverage by projecting a performance objectives in the future.
percentage of road segments that
• Computer modeling Incidents with appropriate response
may be reached within the times may be identified differently
• A blend of both historical data and designated time frame. This measure from incidents for which response
computer modeling is a proxy for addresses that may be times failed to meet performance
CAD Data Review (Assessing Actual reached within the same time limits. objectives.
Responses) This measure is also a projection of
response capabilities rather than of Clearly label projected road
Response times for arriving units, as structure coverage by units with
actual responses.
recorded by the CAD system, can be appropriate response times in
sorted based on response times. By A basic alternative to a GIS respect to the response times
identifying those incidents with computer model is an actual driving parameters used. Incidents identified
response times fewer than four assessment of coverage areas. Have as having inadequate response times
minutes (240 seconds) and a vehicle travel at reasonable and that fall outside projected coverage
expressing this group as a prudent speed from each station, areas indicate a need for either
percentage of the total number of along each travel route available to additional resources to be deployed
arriving unit response times, you can that station. Mark a map with four to cover those areas or current
evaluate compliance with this minute (240 second) travel limits resources redeployed.
performance objective. If less than based on roads actually traveled
within this time performance The advantage of this combination
90% of all incidents received an EMS
objective. By combining a map of approach is the ability to model
unit within a four minute (240
incident locations with a map proposed changes on the computer
second) response time, this
showing four minute (240 second) in advance of actual deployment
performance objective is unmet.
3-19
 changes. This approach also ensures that changes will having jurisdiction, based on recommendations from the
allow the department to meet performance objectives. fire department, shall include the minimum staffing,
deployment and response criteria as required in Section
Using any of these evaluation methods, demonstrate that
5.3 in the following:
arriving units, capable of providing first responder/AED
or BLS care, arrive within four minutes (240 seconds) for • The fire department organizational statement
90% of all emergency incidents.
• Any contract, service agreement, governmental
agreement or memorandum of understanding between
Plan for Compliance
the authority having jurisdiction and the other agency
All career fire departments must analyze EMS unit
or private organization
response times through either dispatch logs or computer
modeling systems. If the performance objective is unmet, Intent
the plan for compliance will depend on the resources
Ensure the appropriate delivery of time critical advanced
available to the fire department. If resources deploying
life support (ALS) emergency medical services by career
from current stations are determined to be the cause of
fire departments.
extended response times, consider additional stations
located to reduce arriving unit response times to four Evaluation Method(s)
minutes (240 seconds) or fewer. If units from current
This performance objective states that when provided,
stations are unavailable to respond and arrive within
ALS should arrive at 90% of all incidents within eight
four minutes (240 seconds) of station departure,
minutes (480 seconds) of departing the assigned station.
consider additional units. If response times do meet this
performance objective but EMS staffing or lack of There are at least three evaluation methods you can use
training prohibits the delivery of EMS services, increase for assessing compliance with this requirement:
staffing to meet or exceed performance objectives. To
• CAD data review
accomplish these goals take the following actions:
• Computer modeling
• Detail capital equipment and personnel additions
necessary to meet 1710 performance objectives • A blend of both historical data and computer modeling
CAD Data Review (Assessing Actual Responses)
• Cost-out necessary resource additions, both capital
equipment and personnel Response times for ALS units, as recorded by the CAD
system, can be sorted based on response times. By
• Consider timeframe for implementing necessary
changes identifying those incidents with response times fewer
than eight minutes (480 seconds) and expressing this
• Consider SOP changes for staffing and deployment group as a percentage of the total number of EMS
• Consider personnel training implications capable unit arrival times, you can evaluate compliance
with this performance objective. If less than 90% of all
Deployment: ALS EMS Service Delivery
incidents received an ALS unit within an eight minute
Standard (480 second) response time, this performance objective
Section 5.3.3.4.3 is unmet.

When provided, the fire department’s EMS for providing Computer Modeling (Assessing Projected Capability)
ALS shall be deployed to provide for the arrival of an By using a geographic information system (GIS), you can
ALS company within an eight-minute (480-second) model response capabilities in the absence of actual
response time to 90% of the incidents, as established in CAD data. Although the software used to model
Chapter 4 (NFPA 1710). deployment may vary, several key components are
Section 4.3.2.1 universal:

Where emergency medical services beyond the first • Identifying and inputting reasonable and prudent
responder with automatic defibrillator level are provided travel speeds for every road segment to be traveled
by another agency or private organization, the authority • Identifying and inputting unit locations
3-20
• Inputting a eight-minute (480- Combination of CAD Data and Using any of these evaluation
second) response time restriction Computer Modeling methods, you must demonstrate that
ALS units capable of providing ALS
With this information, a GIS system The best assessment of appropriate
care, arrive within eight minutes
can identify those roads covered deployment can be developed by
(480 seconds) for 90% of all
ALS units within eight minutes (480 combining actual CAD data with
emergency incidents.
seconds), based on reasonable and computer modeled projected
prudent road speeds or other response capabilities. By using a GIS
Plan for Compliance
factors. system to graphically represent the
All career fire departments must
area covered by the authority having
This method alone assesses road analyze ALS unit response times
jurisdiction and to project road
structure coverage by projecting a through either dispatch logs or
structure coverage meeting
percentage of road segments that computer modeling systems. If the
performance objectives found in this
may be reached within the performance objective is unmet, the
standard, you may superimpose
designated time frame. This measure plan for compliance will depend on
actual incident locations on a map
is a proxy for addresses that may be the resources available to the fire
identifying both where response
reached within the same time limits. department. If resources deploying
times have been appropriate in the
This measure is also a projection of from current stations are determined
past and where they may fail to meet
response capabilities rather than of to be the cause of extended
performance objectives in the future.
actual responses. response times, consider additional
Incidents with appropriate response
stations, located to reduce ALS unit
A basic alternative to a GIS times may be identified differently
response times to eight minutes (480
computer model is an actual driving from incidents for which response
seconds) or fewer. If units from
assessment of coverage areas. Have times failed to meet performance
current stations are not available to
a vehicle travel at reasonable and objectives.
respond and arrive within eight
prudent speed from each station,
Clearly label projected road minutes (480 seconds) of station
along each travel route available to
structure coverage by units with departure, then consider additional
that station. Mark a map with eight
appropriate response times in units. If response times do meet this
minute (480 second) travel limits
respect to the response time performance objective but ALS
based on roads actually traveled
parameters used. Incidents identified staffing or lack of training prohibits
within this time performance
as having inadequate response times the delivery of ALS services,
objective. By combining a map of
that fall outside projected coverage increase staffing to meet or exceed
incident locations with a map
areas indicate a need for either performance objectives. To
showing eight minute (480 second)
additional resources to be deployed accomplish these goals take the
coverage areas, you may identify
to cover those areas or current following actions:
those areas currently receiving ALS
resources redeployed.
units within the required time frame. • Detail capital equipment and
By expressing those incidents falling The advantage of this combination personnel additions necessary to
within eight minute (480 second) approach is the ability to model meet 1710 performance objectives
coverage areas as a percentage of proposed changes on the computer
the total number of incidents, you in advance of actual deployment • Cost-out necessary resource
additions, both capital equipment
can evaluate compliance with changes. This approach also ensures
and personnel
Section 5.3.3.4.3. that changes will allow the
department to meet performance • Consider timeframe for
objectives. implementing necessary changes

• Consider SOP changes for staffing

and deployment

• Consider personnel training

implications

3-21
 FIGURE 3-6. EMS SERVICE DELIVERY COMPLIANCE

Figure 3-6 illustrates an assessment of EMS service respond to emergency incidents beyond the first
delivery compliance. Figure 3-7 illustrates an assessment responder operations level for hazardous materials
of ALS response capability. response shall be trained to the applicable requirements
of NFPA 472, Standard for Professional Competence of
Special Operations: Organization and Resources
Responders to Hazardous Materials Incidents. All fire
Standard department members who are expected to respond to
Section 5.4 and Subsections emergency incidents beyond the confined space
operations level for confined space operations shall be
Special operations shall be organized to ensure that the
trained to the applicable requirements of NFPA 1670,
fire department’s special operations capability includes
Standard on Operations and Training for Technical
personnel, equipment and resources to deploy the initial
Rescue Incidents. The fire department shall have the
arriving company and additional alarm assignments
capacity to implement an RIC during all special
providing such services. The fire department shall be
operations incidents that would subject fire fighters to
permitted to use established automatic mutual aid or
immediate danger of injury, or in the event of equipment
mutual aid agreements to comply with the requirements
failure or other sudden events, as required by NFPA
of Section 5.4 (NFPA 1710). The fire department shall
1500, Standard on Fire department Occupational
adopt a special operations response plan and SOPs that
Safety and Health Program. If a higher level of
specify the role and responsibilities of the fire
emergency response is needed beyond the capability of
department and the authorized functions of members
the fire department for special operations, the fire
responding to hazardous materials emergency incidents.
department shall determine the availability of outside
All fire department members who are expected to
3-22
 An additional performance objective,
FIGURE 3-7. ALS RESPONSE ASSIGNMENT in Section 5.4.5, includes the ability
of the fire department to provide for
a rapid intervention crew during all
special operations incidents that
would subject fire fighters to
immediate danger of injury, or in the
event of equipment failure or sudden
events, as required by NFPA 1500,
Standard on Fire department
Occupational Safety and Health
Program. Automatic mutual aid or
mutual aid agreements are permitted
as a mechanism to provide required
resources.

Plan for Compliance

Establish a special operations
planning team. Develop a special
operations plan, including a list of
resources and SOPs that specify the
role and responsibilities of the fire
resources that deploy these additional alarm assignments department and the authorized
capabilities and procedures for providing such services. To evaluate functions of members responding to
initiating their response. The fire adequate resources, Sections 5.4.3 hazardous materials and other high-
department shall be limited to and 5.4.4 require that personnel risk incidents. Coordinate and
performing only those specific resources expected to respond to maintain personnel training based on
special operations functions for emergency incidents beyond a first anticipated need for specific types of
which its personnel have been responder capacity must be trained unique responses (that is, HazMat,
trained and are properly equipped. to the applicable standard for that confined space operations). Figure
type of response. Fire department 3-8 illustrates an example of a
Intent responders expected to perform hazardous material response.
The department must have a special beyond the level of first responder
operations plan in place that ensures operations, for hazardous materials,
adequate resources are available to must be trained to the performance
address unique incidents, such as objectives of NFPA 472, Standard
hazardous materials and technical for Professional Competence of
rescue incidents. Responders to Hazardous Materials
Incidents.
Evaluation Method
Fire department responders
NFPA 1710 does not provide for a
expected to perform beyond the
direct measure of special operations
confined space operations level must
deployment, other than the
be trained to the performance
performance objectives that a
objectives of NFPA 1670, Standard
response plan must be in place to
on Operations and Training for
address unique situations and to
Technical Rescue Incidents.
require that personnel, equipment
and other resources are available to
initial arriving companies and
3-23
 FIGURE 3-8. HAZARDOUS MATERIALS RESPONSE

Example Incident:
Train Derailment with
Hazardous Materials
Involvement RADIOACTIVEI I I

Company Members

HOT

FLAMMABLE
GAS

WARM

5"

DECON
Pumper

Aerial

Pumper
Pumper

Squad EMS
OR
Pumper Pumper

Airport Rescue and Fire-Fighting Services: category as established by NFPA 403, Standard for
Organization and Resources Aircraft Rescue and Fire-Fighting Services at Airports.
Airport fire department companies equipped with
Standard
specialized apparatus and equipment shall be provided
Section 5.5 and Subsections to assist ARFF companies where deemed necessary as
Airport fire departments shall adopt operations response identified in 5.5.1. Airport fire department companies
plan and SOPs that specify the roles and responsibilities that deploy to structural incidents on airport property
for nonaircraft incidents as required by 5.1.2. Airport shall meet the response time requirements of 4.1.2.1.1.
rescue and fire fighting operations shall be organized to Airport fire department companies that deploy to
ensure that the fire department’s capability includes emergency medical incidents on airport property shall
personnel, equipment and resources to deploy the initial meet the response time requirements of 5.3.3.4. The
arriving company, the full-alarm assignment, and airport fire department shall be permitted to use
additional alarm assignments as required in 5.2.3. Airport established automatic mutual aid or mutual aid
fire departments shall have access to special tools, agreements to comply with the requirements of Section
equipment, supplies, personal protective equipment 5.5.
(PPE), and other airport resources that are required to
perform operations safely and effectively in their
assigned roles and responsibilities. The airport fire
department’s ARFF resources shall deploy the required
number of vehicles as required for the airport assigned

3-24
Intent Apparatus and personnel required Computer Modeling (Assessing
These sections address typical fire based on the nature of an emergency Projected Capability)
department operations at an airport must include sufficient resources
By using a geographic information
facility including structural fire capable of doing the following: (a)
system (GIS), you can model
fighting and the provision of EMS establish incident command outside
response capabilities in the absence
services. Aircraft rescue and fire- of the hazard area; (b) establish an
of actual CAD data. Although the
fighting (ARFF) services are uninterrupted water supply, 400 gpm
software used to model deployment
addressed separately in NFPA 403, for 30 minutes; (c) establish of an
may vary, several key components
Standard for Aircraft Rescue and effective water flow application rate
are universal:
Fire-Fighting Services at Airports. from two handlines, each with a
Section 5.5 requires airport fire minimum of 100 gpm, and operated • Identifying and inputting
companies that deploy to structural by a minimum of two personnel reasonable and prudent travel
fire and EMS incidents on airport each; (d) provide one support speeds for every road segment to
property to meet the response time person for each line; (e) assign a be traveled
performance objectives included in minimum of one victim search and
• Identifying and inputting
applicable sections of this standard. rescue team consisting of two company/unit locations
The standard permits the use of members; (f) assign a minimum of
automatic mutual aid and mutual aid one ventilation team consisting of • Inputting a four- or an eight-minute
two personnel; (g) if an aerial device (240- or 480-second) response time
to reach compliance.
is used in operations, provide one restriction
Evaluation Method(s) person to maintain primary control With this information, a GIS system
Section 5.5 specifically requires that of the aerial device at all times; and can identify those roads covered by
structural responses on airport (h) establish an IRIC consisting of a companies/units within four or eight
property meet response time minimum of two properly equipped minutes (240 or 480 seconds). This
performance objectives of NFPA and trained personnel. assessment considers reasonable
1710, Section 4.1.2.1.1, and that EMS By identifying those incidents with and prudent road speeds, as well as
responses on airport property meet performance objective response road structure impediments.
the response time performance times fewer than eight minutes (480 This method alone assesses road
objectives of NFPA 1710, Section seconds) and expressing this group structure coverage by projecting a
5.3.3.4. as a percentage of the total number percentage of road segments that
There are at least three evaluation of response company response times may be reached within the
methods you can use for assessing (by type of incident), you can designated time frame. This measure
compliance with this requirement: evaluate compliance with this is a proxy for addresses that may be
performance objective. If less than reached within the same time limits.
• CAD data review 90% of all incidents received an This measure is also a projection of
• Computer modeling initial response assignment within response capabilities, rather than of
four minutes (240 seconds) or a actual responses.
• A blend of both historical data and
elevated assignment on-scene within
computer modeling Combination of CAD Data and
an eight minute (480 second)
CAD Data Review (Assessing Actual Computer Modeling
response time, these performance
Responses) objectives are unmet. Additionally, if The best assessment of appropriate
Response times for any combination the number of personnel arriving deployment can be developed by
of required companies/units (fire or with these companies is inadequate combining actual CAD data with
EMS) as recorded by the CAD to complete all the tasks identified, computer modeled projected
system can be sorted based on the this performance objective is response capabilities. By using a GIS
time of the first company/unit unsatisfied. system to graphically represent the
departure to the arrival of the last area covered by the authority having
required company/unit. jurisdiction and to project road

3-25
 structure coverage meeting performance objectives and responsibilities of the fire department and the
found in this standard, you may superimpose actual authorized functions of members responding to marine
incident locations on a map identifying both where emergencies. Fire department marine SOPs shall be
response times have been appropriate in the past and coordinated with the applicable agencies, such as the
where they may fail to meet performance objectives in port or harbor authority and supporting agencies. Marine
the future. Incidents with appropriate response times fire departments shall have access to special tools,
may be identified differently from incidents for which equipment, supplies, PPE and other marine resources
response times failed to meet performance objectives. that are required to perform operations safely and
effectively in their assigned roles and responsibilities.
Clearly label projected road structure coverage by
apparatus with appropriate response times in respect to
Intent
the response time parameters used. Incidents identified
These sections address MRFF operations, organization
as having inadequate response times that fall outside
and access to specialized equipment and resources
projected coverage areas indicate a need for either
required for safe and effective marine emergency
additional resources to be deployed to cover those areas
operations.
or current resources redeployed.

The advantage of this combination approach is the Evaluation Method(s)

ability to model proposed changes on the computer in MRFF operations must be organized to ensure the fire
advance of actual deployment changes. This approach department’s marine capability includes personnel,
also ensures that changes will allow the department to equipment and resources to deploy on the alarm
meet performance objectives. assignments associated with a marine emergency
Using any of these evaluation methods, you must incident, including the development of a marine
demonstrate that EMS and nonaircraft fire fighting operations response plan and marine services SOPs. The
assignments, capable of completing all required tasks marine fire department must also have access to special
including the implementation an initial rapid intervention tools, equipment, supplies, PPE and other marine
crew (IRIC) where applicable, arrive within required resources that are required to perform operations safely
time frames for 90% of all such incidents. and effectively. The presence or absence of marine
response plans and SOPs is one measure of compliance.
Plan for Compliance The second measure is the adequacy of resources,
Establish an airport fire department operations planning including equipment and personnel.
team. Develop EMS, nonaircraft fire fighting and ARFF
Plan for Compliance
plans, including a list of resources and SOPs that specify
the role and responsibilities of the airport fire Establish an MRFF operations planning team, which
department and the authorized functions of members would include participation by regulatory authorities
responding to each type of incident. Coordinate and having jurisdiction over navigable waters, ports and
maintain personnel training based on anticipated need harbors. Develop MRFF plans, including a list of
for specific types of responses. resources and SOPs that specify the role and
responsibilities of the marine operations and the
Marine Rescue and Fire-Fighting (MRFF) Services: authorized functions of members responding to each
Organization and Resources type of incident. Coordinate and maintain personnel
Standard training based on anticipated need for specific types of
responses.
Sections 5.6.1–5.6.3

MRFF operations shall be organized to ensure that the

fire department’s marine capability includes personnel,
equipment and resources to deploy to the alarm
assignments associated with a marine emergency
incident. The fire department shall adopt a marine
operations response plan and SOPs that specify the roles
3-26
Wildland Fire Suppression fire-fighting and/or urban interface shall be operated by a minimum of
Services: Organization, wildland fire-fighting incidents shall two personnel to effectively and
Resources and Deployment be staffed as required by (NFPA 1710 safely deploy and maintain the
Section) 5.2.2. Other types of line.
Standard
companies equipped with specialized
Sections 5.7.1–5.7.3 2. Provision of one operator who
apparatus and equipment for
shall remain with each fire
Wildland fire suppression operations wildland fire fighting, including
apparatus supplying water flow to
shall be organized to ensure that the aircraft, heavy equipment, mini
ensure uninterrupted water flow
fire department’s wildland fire pumpers and fast attack vehicles,
application.
suppression capability includes shall be provided to assist wildland
personnel, equipment and resources engine and ladder companies where 3.Provision of a wildland crew leader
to deploy wildland direct operations deemed necessary as part of or company officer with each crew
that can address marginal situations established practice. These who shall be responsible for
before they get out of control and companies shall be staffed with a overall supervision of each crew
wildland indirect fire-fighting minimum number of on-duty and for maintaining personnel
operations that can be assembled personnel as required by the tactical, accountability and crew safety.
and placed into operation against topographical, environmental, fuel The fire department providing
major wildland fires. Fire (vegetation) and occupancy hazards. wildland fire suppression operations
departments performing wildland Section 5.7.6 and Subsections shall have the capability to deploy an
operations shall adopt a wildland indirect attack, including application
fire-fighting operations response The fire department’s wildland
of water to the fire, engagement in
plan and SOPs that specify the roles resources shall deploy the required
search and rescue and preservation
and responsibilities of the fire number of vehicles as required for a
of property, accountability for
department and the authorized direct and/ or indirect attack. Prior
personnel, and provision of support
functions of members responding to to the initiation of any wildland fire
activities for those situations that are
wildland fire emergencies. All attack, the fire department shall
beyond the capability of the direct
wildland fire suppression operations have the capacity to establish a
attack. An incident safety officer
shall be organized to ensure lookout(s), communications with all
shall be deployed to all incidents
compliance with NFPA 295, crew members, escape route(s) and
that escalate beyond a direct attack
Standard for Wildfire Control. Fire safety zones(s) for vehicles and
alarm assignment or when there is a
departments performing wildland personnel. The fire department shall
significant risk to fire fighters.
operations shall have access to have the capacity to safely initiate a
direct wildland attack within 10 Section 5.7.7 and Subsections
special tools, equipment, supplies,
PPE and other wildland resources minutes after arrival of the initial Wildland companies that deploy to
that are required to perform company or crew at the fire scene. structural incidents shall meet the
operations safely and effectively in One individual in the first arriving response time requirements of
their assigned roles and company or crew shall be assigned (NFPA 1710 Section) 4.1.2.1.1.
responsibilities. as the incident commander for the Wildland companies that deploy to
overall coordination and direction of emergency medical incidents shall
Section 5.7.5 and Subsections the direct attack activities. meet the response time requirements
Fire companies whose primary The direct wildland attack shall of (NFPA 1710 Section) 4.1.2.1.1.
function is to deliver and pump include the following:
water and extinguishing agents at Intent
the scene of a wildland fire shall be 1. Establishment of an effective
These sections address wildland fire
known as wildland companies. water flow application rate of 111
fighting operations, organization and
These companies shall be staffed L/min (30 gpm) from at least two
access to specialized equipment and
with a minimum of four on-duty 150m (500 ft) 1.5 inch diameter
resources required for safe and
personnel. Engine and ladder (truck) attack handlines from two
effective wildland fire suppression
companies that respond to wildland engines. Each attack handline
operations.
3-27
 Evaluation Method(s) As noted in the sections of NFPA 1710 addressing
Wildland fire suppression operations must be organized deployment, automatic or mutual aid may be used to
to ensure the fire department’s wildland fire suppression meet the performance objectives in the standard.
capability includes personnel, equipment and resources According to the standard, these formal agreements are
to deploy wildland direct operations that can address considered “intercommunity organization” deployment.
marginal situations before they grow beyond the Section 4.8 of the standard addresses intercommunity
capability of a direct attack. Personnel, equipment and organization. To use mutual aid or automatic aid,
other resources must also be available to assemble and departments must follow section 4.8 of the standard.
be placed into operation against major wildland fires Section 4.8 and Subsections
through indirect attack methods. Base evaluation of
wildland operations on compliance with NFPA 295, 4.8.1 Mutual aid, automatic aid, and fire protection
Standard for Wildfire Control, with sufficient resources agreements shall be in writing and shall address such
to safely initiate a direct wildland attack within 10 issues as liability for injuries and deaths, disability
minutes after arrival of the initial company or crew at retirements, cost of service, authorization to respond,
the fire scene. staffing and equipment, including the resources to be
made available and the designation of the incident
The direct wildland attack must include the following: commander.
1. Establishing an effective water flow rate 4.8.2 Procedures and training of personnel for all fire
2. Providing one operator who remains with each fire departments in mutual aid, automatic aid, and fire
apparatus supplying water flow protection agreement plans shall be comprehensive to
produce an effective fire force and to ensure uniform
3. Providing a wildland crew leader or company officer
operations.
Dispatch information and wildfire incident logs must
4.8.3 Companies responding to mutual aid incidents shall
provide information sufficient to assess whether crews
be equipped with communication equipment that allow
could assemble within 10 minutes, and if adequate
personnel to communicate with incident commander
apparatus and equipment were available to begin a direct
and division supervisors, group supervisors, or sector
attack.
officers.
Assembly of personnel and equipment within 10 minutes
or fewer of first company arrival meets this performance
objective, as long as all other performance objectives in
NFPA 295 are met as well.

Plan for Compliance

Establish an interagency wildland fire fighting operations
planning team. Include participation by local authorities
having jurisdiction over wildland areas. Develop
wildland fire plans, including a list of resources and
SOPs that specify the role and responsibilities of the fire
department and the authorized functions of responding
members. Coordinate and maintain personnel training
based on anticipated need for specific types of
responses.

3-28
Task: Analyzing Times FIGURE 3-9. EMERGENCY RESPONSE TIME INTERVALS: FIRE
Emergency responders must SUPPRESSION
respond to a wide variety of
situations, including fire, hazardous
materials spills, water rescues,
Unknown Unknown 60 Seconds 60 Seconds 240 Seconds 120 Seconds
confined space rescues, acts of
terrorism, violent acts causing
trauma, burns, poisonings and
Assess
cardiac arrests. These incidents are Rescue
Ventilate
both unscheduled and urgent. The Suppress
common factor in all these situations
is the critical need for a rapid
response. A community’s emergency Ignition Discovery Notification Dispatch Turnout Arrival Overhaul
response system must be adequately of Fire of of and at scene Secure
Emergency Emergency Depart
staffed and flexible to meet accepted Response Units
System
standards of performance for Flashover

response time. Only by consistently

and the moment when sufficient results from saying “fewer than
meeting such industry standards can
information is known to the seven minutes,” compared with
an emergency response system
dispatcher and applicable units are “06:40.” Figures 3-9 and 3-10
maximize the chance of a positive
notified of the emergency. The illustrate response time intervals for
outcome. Response time is a key to
maximum time for this component both fire suppression and emergency
judging system performance under
is specified in NFPA 1221, medical response.
NFPA 1710.
Standard for the Installation,
For emergency responders and the
Defining Response Time Maintenance, and Use of
public they serve, time is the critical
Emergency responders can use Emergency Services
factor. To compare response times
response time data to position Communications.
before and after implementing
resources for maximum effect. This
• Turnout Time—The time changes to meet the response time
data also allows emergency planners
beginning when units performance criteria for 1710, we
to develop the best systems for
acknowledge notification of the must use consistent sensible
efficient and effective response to
emergency to the beginning point measures. Masking long response
emergencies. Finally, response time
of response time. times by varying the events that start
data can be used to report system
and stop the clock, rounding down
efficiency to residents and decision- • Response Time—The time that
to the next whole minute or
makers in a community. System begins when responding units are
averaging response time provides
comparisons are difficult without en route to the emergency incident
minimal measurable data.
uniform definition of response time. (wheels rolling), and ends when
responding units arrive on scene The fire department that operates
NFPA 1710 identifies three segments
(wheels stopped at the address). according to the criteria set forth in
of time that have traditionally been
the 1710 standard, and that uses
measured cumulatively as response To improve the validity and
cross-trained/dual-role fire fighters,
time. These three components must reliability of response time research
can deliver the response times and
be measured and documented by and to facilitate system comparisons,
the interventions that result in
departments in their quadrennial measure and report response times
optimal outcomes. The same
report: in minutes and seconds. You could
personnel and resources that train
report response times at the next
• Call Receipt and Processing and operate as a unit to extinguish
higher or lower minute, but
Time—The interval between fires can improve greatly the odds of
precision is preferred. Consider the
receipt of the emergency alarm at community members surviving
difference in the impression that
the public safety answering point, trauma or illness including cardiac
3-29
 FIGURE 3-10. EMERGENCY RESPONSE TIME INTERVALS:
EMERGENCY MEDICAL
8 Minutes

Unknown Unknown 60 Seconds 60 Seconds 240 Seconds 120 Seconds

Assess
Defibrillate
Medicate

Ignition Discovery Notification Dispatch Turnout Arrival ALS

of Fire of of and at scene Transport
Emergency Emergency Depart
Response Units
System Biological
Death

arrest, stroke, traumatic injury and other emergencies. For example, an emergency response system with an
Response time is the key. average BLS response time of four minutes, and an
average ALS response time of seven minutes, has a
Expanded Information predicted survival rate of 28.7%, as shown below:
Cardiac Arrest Survival Model 67% - (2.3 x 6.0) – (1.1 x 7.0) – (2.1 x 8.0) = 28.7%
Previously in this section we explain how you can assess Predicted Patient Survival Rate
a blend of actual CAD data in conjunction with The CD that accompanies this guidebook includes an
computer-modeled projected response capabilities to Excel spreadsheet calculator you can use to determine
develop a better assessment of appropriate deployment. survival rates for your system. Figure 3-11 shows an
One example of this approach is the Cardiac Arrest example of a completed Eisenberg Cardiac Arrest
Survival Calculator. Using a formula developed by Dr. Survival Calculator, where the BLS Travel Time and ALS
M.S. Eisenberg, et al (1993), it is possible to calculate the Travel Time are four minutes.
percentage predicted survival for patients in cardiac
arrest, based on time to critical intervention. The
formula is as follows:

67% - (2.3 x time to CPR) – (1.1 x time to Defib) – (2.1 x

time to ACLS) = Predicted Patient Survival Rate

The number 67% represents the assumption that only

two-thirds of the population can be saved if an out-of-
hospital cardiac arrest occurs. To use the formula to
calculate the predicted survival of patients in cardiac
arrest, add one minute to the observed system average
response times to allow for dispatch and turn-out and
one minute for gaining access to the patient, then
perform the function.

3-30
 FIGURE 3-11. CARDIAC ARREST SURVIVAL CALCULATOR (note 1)

Time (min.)
Call Processing Time (CPT, Time from call received to apparatus dispatched) 1

Turnout Time (TOT, Time from apparatus notification to station departure) 1

Patient Access Time (PAT, Time from apparatus arrival to the arrival or providers at the patient’s side) 1

BLS Travel Time (BLSTT, Time from BLS apparatus en route to a location to arrival at that location with
CPR trained personnel) 4

ALS Travel Time (ALSTT, Time from ALS apparatus en route to a location to arrival at that location with
ACLS trained personnel) 4

AED or ACLS (APT, Time required to assemble equipment and initiate AED or ACLS care) 1

Maximal Survival Rate (MSR) represents the maximum percentage survival rate of patients
who can survive an out of hospital cardiac arrest if CPR, AED, and ACLS were to be
provided immediately upon collapse. 67%

Predicted Survival Rate (PSR) = 67% less (2.3% per minute to CPR)
less (1.1% per minute to defibrillation)
less (2.1% per minute to ACLS)

PSR = MSR - [2.3%*(CPT + TOT + BLSTT+PAT)]-[1.1%*(CPT+TOT+BLSTT+PAT+APT)]-[2.1%*(CPT+TOT+ALSTT+PAT+APT)]

PSR = 25.3%

1Based on information found in Eisenberg, M.S., et.al., (1993), “Predicting Survival From Out-of-Hospital Cardiac Arrest:
A Graphic Model,” Annals of Emergency Medicine; November 1993.

3-31
3-32
 STRATEGIC PLANNING AND PROPOSING
In this section we explain strategic planning methods that will help you
determine the best proposal to submit to your authority having jurisdiction
to encourage implementation of NFPA 1710. Any proposal is best
presented jointly from labor and management. It is imperative that labor
and management cooperate and collaborate regarding proposed
departmental changes, supporting evidence, system data and cost
information.

Strategic Planning
After evaluating the overall system, assessing each component and
revealing any deficiencies, you take the next step through strategic
planning to move the emergency response system toward the standard’s
performance objectives. This phase involves calculating costs and
determining the time required to implement necessary system component
improvements identified in previous phases.

Planning for the critical components (staffing, deployment and time)

involves reviewing what was discovered in the analysis phase and
determining how to improve conditions. Any improvements are intended
to help the department meet the performance objectives in the industry
standard for those services the department has said it will offer according
to its organizational statement.

The next step is proposing the necessary changes. A proposal details

necessary changes in each of the system components, a cost assessment
and a timeline for implementation.

Proposing
The proposal process varies significantly from one jurisdiction to the next,
ranging from an informal presentation to a detailed response. A written
document of some length will be required, with an oral presentation likely.

The Proposal Process

It is difficult to accurately define the possible processes because of the
variety that exist. The one factor to consider above all others, regardless
of the process, is the audience involved. Typically the proposal process
results in a written document delivered to some group of local government
decision-makers that may include local bureaucrats, elected officials, the
general public or all three. Your proposal must instill confidence in this
audience, showing that you know the current situation and understand
what actions are necessary to meet the standard’s performance objectives.

Writing the Document

Unless you have someone in your department who is an expert writer, you
will need assistance producing this document. Start by collecting the basic
information. Next, compile your data in a logical manner to enhance your
presentation. To help you in this process, the IAFF has staff and resources
available. Contact the Technical Assistance and Information Resources
4-1
 Division by calling IAFF Headquarters at (202) 824-1547. commitment, not just compliance.
To reach the IAFC call (703) 273-0911. These staff and
If there are problems with the current system, point
resources are available to all departments and chiefs
them out and show how your proposal offers solutions.
when requested by the IAFF local president. If you
Knowing the strengths and weaknesses of the system is
choose to develop the proposal in-house, you may also
essential to anticipating questions and comments.
need to hire a writer to assist you in drafting the final
document. To support your presentation, use various types of
information to illustrate specific points, including facts,
Qualifications of the Provider testimony, expert analysis or examples. A short
The first priority when writing your proposal is to presentation may allow time only for facts given in a
describe the fire department in detail, especially its logical manner. Longer presentations may allow time for
scope of practice and services rendered (the testimonials and emotional appeals.
Organizational Statement). The best presentations are particularly clear in their
Proposal writers must assume that the proposal analysis of the current system, vision for the proposed
reviewer knows little about the fire department and what system and description of the process involved in getting
it is capable of doing. Therefore, the proposal lists the to the proposed system. For a fire department proposal,
overall knowledge and experience of the department’s your analysis of the current system would include a look
personnel, as well as any special qualifications in the at staffing, deployment and response times.
area of service proposed (for example, HazMat). Describe areas for improvement along with logical steps
for bringing about these improvements. In addition to
Availability for Questions
informing the audience, persuade them to share your
The proposal states a willingness to provide additional vision of the proposed system by understanding why the
information on request; however, fire department proposed system is good for them.
officials should write the proposal as if there may be no
further opportunities to explain it. The Presentation
Once you have completed a script for your presentation,
Oral Presentation follow these tips to help in the delivery of the
Presenting any proposal to your local government is an information.
opportunity to both deliver your ideas for services to the
community and to engage elected and nonelected Preparing for the Presentation
officials in open discussion of the issues presented. The Before developing your presentation, you must collect
presentation allows both parties the opportunity to certain essential information, such as the time limit on
discuss the scope of services, the costs to provide those your presentation, the number and type of people who
services and meeting the performance objectives. will attend and the type of room where will deliver the
presentation. The time limit is the most important detail
The setting for an oral presentation of a proposal may be
because it dictates what you can include and what you
a regular session of a city council meeting or one-on-one
must exclude. So begin with an outline of the topics you
with the mayor or city manager. These sessions are often
will present, adding only the details you believe you can
audiotaped.
comfortably include without rushing.
Because such presentations must usually be limited to a
When structuring your comments, follow the pattern of
few minutes, focus your remarks on the most important
every successful presenter and instructor: Tell them
sections. For example, present staffing, deployment,
what you’re going to tell them, tell them, tell them what
response time requirements, system quality and system
you told them and tell them what to do with what you
costs issues first.
told them. Organize this information into three parts: the
Next, focus on the proposal process. Specify how the introduction, main message and conclusion.
proposal meets and exceeds the performance objectives
Early in your presentation include a concise statement of
in the standard. Remember that going beyond the
benefit—why your audience should listen to and
objectives in the standard shows your dedication and
approve your proposal. The introduction defines the
4-2
purpose of the presentation and the Your dress and overall appearance • Assume a posture and use
topics to be covered, and it captures should be equal to, or one step gestures that reflect a serious
the audience’s interest. above, that of your audience. interest in the discussion.
Appear in your uniform, if
The body of the presentation • Indicate a positive, professional
appropriate. (In some jurisdictions
contains the details. Avoid attitude.
fire fighters are prohibited from
overwhelming the audience with
statistics. Select the most
wearing their uniforms when off • Emphasize your interest in
duty.) success—for yourself, your
illuminating and persuasive
department and community.
numbers.
Giving the Presentation
The conclusion influences the • Recognize the authority of those in
Good presenters are not born. They
the audience in a respectful tone.
audience’s ability to retain result from many hours of
Indicate your interest in their
information. Avoid adding any new preparation and of practice. You can
comments by encouraging
information; restate the purpose and put conviction into your delivery by
questions.
the major ideas. becoming comfortable with the
Following are additional suggestions message. Here are other tips for a • Use statistical and anecdotal
successful presentation. evidence to inform and persuade.
for a thorough preparation.
• Ask the listener(s) if you need to
• Rehearse the presentation several Posture
clarify any points or provide
times so you can deliver it from
• Ask the audience to turn off cell additional information or
notes. Reading a presentation is phones and pagers. examples.
boring for any audience.
• Look at the person(s) to whom • Watch for body language that
• Use a microphone if necessary. you are speaking and maintain eye indicates resistance, disinterest.
Test the microphone to ensure that contact. If you find this difficult,
it works and that the volume is at find a point near the listener’s eyes • Use any nervousness as a way to
the appropriate level—before the on which to focus. energize your presentation.
presentation begins.
• Stand tall or sit calmly. • In your closing remarks give a
• Time the presentation to avoid sense of finality. Take the
running over the allotted time. • Emphasize with gestures and opportunity to summarize the
facial expressions to make your points on which you want the
• Know what you intend to say point. audience to focus.
during your first minute and last
minute, and memorize it. • Use open, natural gestures when
speaking. If you use a podium, Attitude
• Arrive early at the site of the frequently step out from behind it. • Anticipate objections by raising
presentation to check the room, them first—before your opponents
location of the podium, and • Speak in a tone of voice that have the opportunity—and then
audiovisual equipment. shows respect for the listener.
indicate how you can resolve
them.
• When using audiovisual materials, Pace
check to ensure the equipment is • Use positive expressions
• Slow your speech when covering
working. For example, if you are technical, unusually complicated whenever possible to show your
using a PowerPoint presentation, or exceptionally important points. interest in delivering a higher level
quickly run through all the slides of service to the community.
to ensure that your equipment • Project your voice so that your
works and that the slides are words are easy to understand. • Avoid sarcasm, profanity or humor
that would be unwelcome. (A good
legible. • Use pauses to capture the rule to follow is when in doubt,
listener’s attention at key points in
• Make sure your appearance is leave it out.)
appropriate for your audience. the conversation.

4-3
 Answering Questions about the Task: Developing Models
Presentation
For Your Proposal
GENERAL PRESENTATION DO’S AND DON’TS

DO: Exhibit confidence when answering

To help determine the contents of
questions is your objective. Follow
• Smile these suggestions for instilling such
your proposal, we present examples
of how two fire departments
confidence in your audience:
• Be sincere presented their needs. Use these
• Avoid prejudging the speaker, scenarios as the starting point for
because your tone of voice can
• Be prepared often indicate your attitude.
developing your proposal,
customizing the details to your
• Admit if you do not • Look directly at the speaker, jurisdiction and the changes
know something maintaining eye contact to avoid necessary to implement 1710:
the appearance that you are • City A’s fire department has
• Stop before you plan to daydreaming. insufficient staffing for its
stop • Listen patiently to questions or apparatus.
comments; avoid interrupting to • City B has a fire department but
DON’T make your point. currently does not offer EMS
transport, a service it wants to
• Start off the • Think about how the speaker will
react to what you say. add.
presentation with an
City A Scenario
apology or a negative • Wait for the speaker to finish
before evaluating the message. The Fire Department has a minimal
staffing level of three personnel on
• Say annoying phrases • Separate your feelings about the engines and trucks (ladders)
such as “uh,” “um,” speaker (the messenger) and the
companies. Though established as
“you know” message you receive.
the minimum, the use of three
Remember that a presentation to personnel has become a regular
• Use annoying gestures appointed and elected officials is staffing pattern that requires an
or repeat one too often only the formal part to encourage additional engine to be sent on all
implementation of Standard NFPA fire suppression first-alarm
• Rock back and forth 1710. Apply these same presentation assignments in order to ensure
tips at every opportunity to educate adequate on-scene staff for
• Jingle change community members about operations. Though the normal first
appropriate emergency response due unit and the additional initial
• Talk to your slides services. Although the vision of full-alarm assignment (two engines,
keeping the community’s emergency one truck and one chief) arrive
• Play with a marker or response service in compliance with within the eight-minute (480-second)
pointer or pen industry standards is a worthy goal, performance objective under NFPA
the challenge is in evaluating the 1710, the additional engine’s
system, determining the costs and response time prolongs the on-scene
benefits of the system wait for adequate staffing to
improvements and communicating commence operations. According to
this vision to local government National Institute of Occupational
decision-makers. Safety and Health reports, numerous
fire fighter injuries have occurred in
the last few years related to
insufficient staffing.

4-4
Background structured approach to simplify data Step 5
The local fire department has long collecting, calculating, and Assess training costs—Identify what
provided fire suppression, rescue, information recording required to would be the cost of training and
EMS, and hazardous materials complete this proposal. Each equipment required to meet NFPA
response. The department is also template section provides a 1710 standard.
active in other aspects of fire worksheet to record pertinent
services including fire prevention, information, perform calculations Step 6
arson investigation, and public and summarize costs projections. Summarize the results—Combine
relations/education. A Six-Step Process the costs for people and equipment
on to a Summary Worksheet that you
Preparing your jurisdiction’s
Situation will insert into the proposal.
proposal means that you must
City A has noted significant
develop a profile of the services and Step 1. Collect Data
problems with company staffing.
personnel required to expand the In this step you collect the data
The community leaders are aware of
services. To make this process easy, you’ll need to determine how many
the NFPA 1710 deployment and
we have divided it into six steps. additional resources (equipment and
operations standard, yet they are not
personnel) are required and what the
yet convinced of the need to Step 1 expense will be for providing the
enhance the current three-person
Collect data—Collect the financial services offered by the department
company staffing to four.
data you need to determine how according to the organizational
much equipment is required and how statement. We show examples for
The Mission
much it costs to add the enhanced City A in the charts and tables that
Develop a plan to resolve this
service. follow. (Your numbers may be higher
situation culminating in an
in some categories, lower in others.)
emergency response system design Step 2
that will meet the performance There are several data to collect:
Determine the staffing factor—
objectives included in NFPA 1710.
Assess your current staffing to • Fire department policies on
Based on the above scenario, the determine the number of personnel personnel and resource
Fire Department in City A would like required to staff one position 24 deployment
to enhance staffing on engine hours a day, 7 days a week, 365 days
• Wages and associated
companies. The purpose of this a year.
compensation from salary
exercise is to determine the marginal
schedules, memoranda of
costs associated with increasing Step 3
understanding (MOU) and
staffing on all engine companies to Determine the marginal personnel
contracts
four personnel with a goal of requirement—Specify the difference
achieving compliance with NFPA between the number of personnel • Health insurance plan costs
1710 by meeting the performance you currently have and the number
• Pension plan costs
objectives contained in it. you’ll need to offer the expanded
services. These numbers are only examples;
To calculate the cost of adding such you will insert the specific number
services, you must determine the of apparatus, staffing levels and
Step 4
marginal costs. The following is a salaries for your city. The data
Assess wage and benefit costs—Now
user-friendly guide to developing a provided in Table 4-1 will be used to
that you know the number of people
marginal costs template. complete tasks in Steps 2–6.
needed, determine the cost to the
The marginal cost template is a tool fire department to hire these EMT training is conducted in-house
for estimating costs as part of an individuals. at a cost of approximately $50 a
overall proposal to enhance staffing person for books and materials.
on engine companies. The intent of
this template is to provide the user a

4-5
 Step 2. Calculate the Staffing Factor
In this step you use the personnel and resource data collected in Step 1 to
COSTING METHODS AND DEFINITIONS

Costing is the process of determine the staffing factor. The staffing factor assesses your current staffing
identifying and measuring the to determine the number of personnel required to staff one position 24/7, 365.
costs of the provision of
services. There are two Several types of data are used in calculating the staffing factor:
possible methods. • Number of companies
MARGINAL COSTING—The • Number of personnel assigned to each company
marginal costs of providing • Scheduled hours of work
EMS services include those
expenses beyond the current • Leave entitlements
budgeted amount for existing
Staffing Factor Worksheet
fire department operations.
This worksheet (Figure 4-1) gathers information necessary to determine the
This method may also be
department’s staffing factor. The staffing factor is used to calculate the number
referred to as incremental
of personnel required to staff field positions 24 hours a day/7 days a week. For
costing, which is a type of
most departments Days of Work is 365 and Hours of Work is 24. For those
marginal costing. Incremental
departments responsible for coverage only a portion of that time, enter here
costing (which is used for the
the actual days and hours of work here. Multiply Days of Work times Hours of
City A and B examples in this
Work to calculate Total Annual Hours of Work.
guidebook) is the assessment
of the cost of adding a service Enter the Number of Shifts/Platoons.
to the realm of services already
Divide the Total Annual Hours of Work by the Number of Shifts/Platoons to
provided. Managers making a
determine the Hours Worked Per Group.
choice about the costs and
benefits of additional services Enter your Workweek in hours (e.g., 42, 48, 53, or 56 hours per week.)
typically use this method. Enter Average Leave Used per employee in each category. Kelly days or leave
types not listed may be entered as Other Leave. Total each of the respective
ALLOCATED COSTING—
categories to determine the Average Leave Used Per Employee, and enter this
Allocated costing divides a fire
figure as Total Average Leave Used Per Employee.
department’s total costs by
total transactions (emergency Subtract Total Average Leave Used from Hours Worked Per Group, and enter
responses) and, therefore, as Hours Actually Worked.
assigns a cost to each Divide Total Annual Hours of Work by the Hours Actually Worked to calculate
transaction. Allocated or the staffing factor. Record and carry the Staffing Factor to the appropriate
activity-based costing looks at section of the Marginal Personnel Requirements Worksheet.
the total cost of an emergency
response from end to end. It is
a method of allocating all
associated costs, including the
overhead or indirect cost of
operations to various activities
(such as fire suppression,
training, arson investigation or
EMS). The objective is to
understand how resources are
used.

4-6
 TABLE 4-1. CITY A OPERATIONAL RESOURCES

Current Resources
City A currently deploys engines, ladders, rescues and chief’s cars to emergency incidents. City A has 55 engines, 21 ladders, 28
rescues and 10 chief’s cars. City A has established minimum staffing levels of 3 personnel on 20 engine companies and 4 personnel
on 35 engine companies. Additionally, City A has established minimum staffing levels of 4 personnel on ladder companies and 2
personnel on rescue and chief’s cars.

City A has established a two-step wage schedule:

• Year 1 wages for step 1 are $29,149 while step 2 wages are $30,817.
• Year 2 wages for step 1 are $31,975 while step 2 wages are $33,804.
• Year 3 wages for step 1 are $34,053 while step 2 wages are $36,002.

Types of Data to Collect

Hours of Work Life Insurance

Fire fighters work a 24-hour shift with an average workweek of Life insurance costs $40 a year for each employee.
54.6 hours. In this scenario a fire fighter is scheduled to work
Leave Usage
2,847 hours annually.
The following is a breakdown of average leave usage per
Longevity Pay employee by type of leave:
On completing the fifth year of service a fire fighter receives Annual leave: 216 hours
$50 a year for each year of service up to a maximum of $1,000
annually. Sick leave: 72 hours

On-Duty leave: 24 hours

Hiring Costs
Training leave: 7 hours
Psychological testing costs $250 and physical testing $200.
Bereavement leave: 12 hours
Incentive Pay
Other leave: 12 hours
EMS incentive pay costs 1% of salary a year.
Protective Equipment
Station Uniform
A set of NFPA Standard 1500-compliant protective equipment
The employer furnishes station uniforms at a cost of $300 for provided by the jurisdiction include the following:
each employee.
Turnout gear (coat, bunker pants, suspenders), one set $1,450
Pensions Helmet, one $120
The employer contributes an amount equal to 3.5% of the
Boots, one pair $200
payroll.
Breathing apparatus mask, one $200
Medicare
Total $1,970
Medicare costs 1.75% of salary a year.
Training
Health Insurance
Fire suppression training is conducted in-house without cost.
The jurisdiction contributes $5,500 a year per employee.

4-7
 Step 3. Calculate the Marginal Personnel • Salary scale
Requirements
• Associated economic benefits (such as longevity or
In this step you use the personnel and resource data
incentive pay)
collected in Step 1 to determine the difference between
the number of personnel you currently have and the • Health insurance and pension benefits
number you will need to offer expanded service.
Wages Worksheet
Several types of data are used to calculate marginal
To properly estimate marginal personnel costs, calculate
personnel requirements:
wages and benefits for new employees using this
• Staffing Factor calculated in Step 2 worksheet (Figure 4-3).

• Number of companies For wages, include base salary only. Enter the total
anticipated wages as a result of the hiring process for all
• Number of personnel assigned to each company proposed employees.
Marginal Personnel Requirements Worksheet If applicable, estimate total Longevity Pay Costs for
This worksheet (Figure 4-2) uses values from the proposed employees. Record the method of calculation
Staffing Factor Calculation Worksheet to estimate the or reference the appropriate section of the contract or
number of personnel required to appropriately staff MOU.
companies at all times. During the system design-
Hiring Costs may include, but are not limited to, the cost
planning phase of your proposal, determine the number
of written and oral entrance examinations, physical
of personnel required to staff companies at all times, and
ability testing, pre-employment medical screening and
enter the number into Minimum Staffing Levels.
immunizations. Enter the total costs anticipated as a
Enter the Staffing Factor from the Staffing Factor result of the hiring process for all proposed employees.
Worksheet in the appropriate column.
The employee uses the Uniform Allowance to purchase
Multiply the number of Companies by established uniforms and associated gear. Enter the total costs
Minimum Staffing Levels. Multiply that figure by the anticipated as a result of the hiring process for all
Staffing Factor to determine the number of personnel proposed employees.
required to appropriately staff each company at all
Incentive Pay may include, but is not limited to, EMS
times. If the resulting number is a fraction, round up to
Incentive, Premium Pay, EMS Assignment Pay,
the next whole number, and enter this value into the
Hazardous Materials Pay and Educational Pay. Enter the
Total Personnel Required by Company fields.
total costs anticipated as a result of the hiring process
Add Total Personnel Required by Company fields to for all proposed employees.
determine the Total Personnel Required for the Fire
Pension Contributions made or matched by the
Department. This is the estimated number of personnel
employer are estimated. These contributions may be
required to staff each company 24/7, including employee
fixed or a percentage of employee wages. Enter the total
leave coverage. This value will be on the Wages
amount of pension contribution expenses by the
Worksheets.
employer in this area, and record the method of
Step 4. Assess Wage and Benefit Costs calculation as an endnote.
Now that you know the number of people needed, you The Cost of Benefits varies widely by region and
next calculate the cost to hire these individuals. In this according to the benefit package provided by the
step you use the wage and benefit data collected in Step jurisdiction. Record the total estimated cost of Medicare,
1 to determine the difference between wage and benefit Health and Life Insurance benefits for all proposed
costs. employees.
Several types of data are used to assess wage and benefit Total Estimated Personnel Costs are derived by adding
costs: totals for all of the categories listed above.
• Marginal personnel calculated in Step 3
4-8
Use the following matrix to record Turnout Gear Costs vary based on Results of a Systematic
current and future compensation the selected vendor. Use the Evaluation of the City A
rates for various levels of employees. worksheet to survey vendors for Scenario
prices of protective gear. Enter the Based on the summary worksheet,
Record the number of new
results indicated on the Training and certain facts and benefits associated
employees, their current and step
Protective Gear Cost Worksheet. with NFPA 1710 become apparent,
increase wages, longevity pay,
These values will be carried over to and lead to certain
incentive pay and health insurance
the Summary Worksheet. recommendations:
and pension benefits. Calculate the
number of new employees in the Step 6. Summarize the Results • Fact—Annual estimated personnel
Personnel Requirements Worksheet. Combine personnel, training and costs, training costs and protective
Wage totals are carried over to the vehicle costs on to the Summary gear costs associated with the
Summary Worksheets. Worksheet. The Summary Worksheet staffing proposal presented over a
Step 5. Assess Equipment Costs demonstrates the benefits associated three-year period are $982,020,
with enhanced service delivery over $2,093,505 and $3,080,933,
Next, you calculate the expense for
a specified time. respectively.
costs. In this step you use associated
costs collected in Step 1 to The data contained on the Summary • Benefit—Efficient, effective and
determine the total equipment costs. Worksheet include the following safe fire suppression operations
information: will result.
Two types of data are used to assess
training and equipment costs: • Personnel costs • Recommendation—Although the
fire department progressively
• Training • Training costs
allocates its existing resources,
• Turnout gear • Equipment costs additional fire suppression
personnel are necessary.
Training and Protective Gear Summary Worksheet
Cost Worksheet The Summary Worksheet (Figure 4- • Recommendation—The City A
Fire Department must hire 70 fire
Use this worksheet (Figure 4-4) to 5) consolidates values calculated on
fighters to increase staffing levels
estimate the costs of both training other worksheets and requires entry
on all engine companies to four
and equipment required to of some new information. It is
personnel. By accomplishing this,
implement the performance important to show the fiscal
the department would meet NFPA
objectives of NFPA 1710. Enter costs attributes of your enhanced system
1710 performance objectives. The
as described below. design over a period. Therefore, the
implementation time-line could be
Summary Worksheet is formatted to
Training Costs vary from fire phased in over several years to
show a three-year period. In systems
department to fire department. For make associated costs manageable
that incur large startup costs, the
instance, some fire departments are for the jurisdiction.
post-transition years reflect the true
equipped to conduct training in-
cost. In your proposal, it is important
house at little or no cost. Other fire
to reference the source of
departments must pay fees to send
information to a previous worksheet
prospective employees to outside
or other information source.
agencies. Once you assess your
particular situation, enter the results Enter the Total Estimated Personnel
on the Training and Protective Gear Costs from the Wages Worksheet.
Cost Worksheet.
Enter the Total Training and
Protective Gear Costs from the
Training and Protective Gear
Worksheet.

4-9
 City B Scenario labor-management partnership and a distinctive
In the organizational statement, City B Fire Department command structure, the fire department-based system
has committed to provide emergency medical services at would deliver the optimum level of EMS response and
the ALS level. A number of the companies are staffed patient care including patient transport—because it
with at least one paramedic deployed to provide ALS would meet the performance objectives in NFPA 1710.
response. Patient transport, both ALS and BLS, is To calculate the cost of adding such services, you must
provided by a private ambulance company. Long determine both the marginal costs and revenue
response times of the private ambulance provider cause associated with a full-service, out-of-hospital emergency
some delay in patient care on scene and cause fire medical care system. Following is a user-friendly guide
fighters to spend excessive amounts of time waiting for to developing a marginal costs and revenue template.
patient transport. The system’s ALS response fails to
meet performance objectives of NFPA 1710. This fire-based EMS marginal cost template is a tool for
estimating costs and projecting revenue as part of an
Background overall EMS integration proposal. The template offers a
The fire department responds to all requests for structured seven-step approach to simplify data
emergency medical services within the city. In the last collecting, calculating and information recording
two years the fire department began staffing engine required to complete of an EMS proposal. Each step
companies with paramedics to further reduce critical includes a worksheet to record pertinent information,
ALS response times. The fire department’s fractile perform calculations and summarize costs and revenue
response time for companies is less than four minutes, projections.
90% of the time. A Seven-Step Process
Preparing your jurisdiction’s proposal requires that you
Situation
develop a profile of the services and personnel required
A private ambulance service provider now responds with to expand the services. To make this process easy, we
the fire department to perform ALS patient care and have divided it into seven steps.
transport. Current problems revolve around extended
response times for paramedic service, causing fire Step 1
fighters to sit on the scene with unstable patients for Collect data—Collect the financial data you’ll need to
extended periods. The private provider has tried to determine how much equipment is required and how
address this problem by using a concept called system much it costs to add EMS.
status management (trying to predict when and where
calls will occur and stationing ambulances on street Step 2
corners), without avail. The real situation is that there Determine the staffing factor—Assess your current
are simply too few paramedics or ambulances on the staffing to determine the number of personnel required
street to handle the call volume. Additionally, there has to staff one position 24/7, 365.
been a decrease in the quality of patient care, and
potential liability problems (indicated by patient Step 3
complaints to medical oversight authorities) have Determine the marginal personnel requirement—Specify
become a common event. the difference between the number of personnel you
currently have and the number you’ll need to offer the
Mission
expanded services.
Develop a proposal to build an EMS response system
that will meet the performance objectives in NFPA 1710. Step 4
The Fire Department in City B would like to provide Assess wage and benefit costs—Now that you know the
citizens with a full service, out-of-hospital emergency number of people needed, determine the cost to hire
medical care system. This system would include the these individuals.
provision of rapid response patient care at both the basic
and advanced life support levels and transport for the
purpose of continuity of quality patient care. Through
4-10
Step 5 Step 2. Calculate the Staffing of the respective categories to
Assess vehicle and equipment Factor determine the Average Leave Used
costs—Identify the cost of buying In this step use the personnel and Per Employee and enter this figure
the equipment the employees resource data collected in Step 1 to as Total Average Leave Used Per
require. determine the staffing factor. The Employee.
staffing factor assesses your current Subtract Total Average Leave Used
Step 6 staffing to determine the number of from Hours Worked Per Group and
Determine revenue from transport— personnel required to staff one enter as Hours Actually Worked.
Calculate the estimated revenue position 24/7, 365.
generated from providing fire-based Divide Total Annual Hours of Work
Several types of data are used in by the Hours Actually Worked to
EMS transport services.
calculating the staffing factor: calculate the staffing factor. Record
Step 7 • Number of response/transport and carry the Staffing Factor to the
Summarize the results—Combine units appropriate section of the Marginal
the costs for people and equipment Personnel Requirements Worksheet.
• Number of personnel assigned to
on a Summary Worksheet that you each unit Step 3. Calculate the Marginal
will insert into the proposal. Personnel Requirements
• Scheduled hours of work
Step 1. Collect Data In this step you use the personnel
• Leave entitlements and resource data collected in Step 1
In this step you collect the data
you’ll need to determine how many to determine the difference between
Staffing Factor Calculation the number of personnel you
additional resources (equipment and
Worksheet currently have and the number you
personnel) are required and what the
This worksheet (Figure 4-6) reflects will need to offer expanded service.
expense will be for providing the
the information necessary to
services offered by the department Several types of data are used to
determine the department’s staffing
according to the organizational calculate marginal personnel
factor. The staffing factor is used to
statement. We show examples for requirements:
calculate the number of personnel
City B in the charts and tables that
required to staff field positions 24/7. • Staffing Factor calculated in Step 2
follow. (Your numbers may be higher
For most departments Days of Work
in some categories, lower in others.) • Number of response/transport
is 365 and Hours of Work is 24. For
units
There are several data to collect: those departments responsible for
• Fire department policies on coverage only a portion of that time, • Number of personnel assigned to
enter here the actual days and hours each unit
personnel and resource
deployment of work here. Multiply Days of Work
times Hours of Work to calculate Marginal Personnel Requirements
• Wages and associated Total Annual Hours of Work. Worksheet
compensation from salary This worksheet (Figure 4-7) uses
schedules, MOUs and contracts Enter the Number of Shifts/Platoons.
values from the Staffing Factor
Divide the Total Annual Hours of Calculation Worksheet to estimate
• Health insurance plan costs
Work by the Number of the number of personnel required to
• Pension plan costs Shifts/Platoons to determine the appropriately staff apparatus at all
These numbers are only examples; Hours Worked Per Group. times. During the system design-
you will insert the specific number planning phase of your proposal,
Enter your Workweek in hours (e.g.,
of apparatus, staffing levels and determine the number of personnel
42, 48, 53, or 56 hours per week).
salaries for your city. The data required to staff at all times, and
provided in Table 4-2 will be used to Enter Average Leave Used per enter it into Minimum Staffing
complete tasks in Steps 2–6. employee in each category. Kelly Levels.
days or leave types not listed may be
entered as Other Leave. Total each
4-11
 TABLE 4-2. CITY B OPERATIONAL RESOURCES

Current Resources
For EMS response, City B Fire Department currently deploys one paramedic and three BLS staff to ALS incidents.

City B has established a two-step wage schedule.

• Year 1 wages for step 1 are $29,470 while step 2 wages are $36,838.
• Year 2 wages for step 1 are $30,190 while step 2 wages are $37,738.
• Year 3 wages for step 1 are $30,370 while step 2 wages are $38,638.

Data to Collect
There are other types of data to collect and insert into the form shown in Figure 4-7, City B Marginal Personnel Requirements
Worksheet.

Hours of Work
The scheduled hours of work consist of one 24-hour shift every four days (one on, three off). This is a total of 42 hours a week or 2,190
hours a year.

Longevity Pay
Longevity pay is 2% at the second year of service. An additional 1.0% is earned each year thereafter, to a maximum of 16%.

Hiring Costs
Psychological testing costs $300, and physical testing $100.

Incentive Pay
EMS incentive pay costs .0075% of salary.

Uniform Allowance
The uniform allowance is $730 a year for each employee.

Pensions
The employer contributes an amount equal to 3.5% of the payroll.

Medicare
Medicare costs 1.45% of salary a year.

Health Insurance
The jurisdiction contributes $6,222 a year per employee.

Life Insurance
Life insurance costs $60 a year per employee.

4-12
TABLE 4-2. CITY B OPERATIONAL RESOURCES

Leave Usage ALS Disposable Supplies Operational Costs

Provided below is a breakdown of The total cost of ALS Disposable Transportation fuel and maintenance
average leave usage per employee by Supplies per rig is $38,569.50 in
Transportation fuel and maintenance
type of leave: Year 1. A 3% increase in ALS
costs are estimated at $2,000 a rig per
Disposable Supplies is assumed for
Annual leave: 417 hours year for fuel and $2,000 a rig per year
Years 2 and 3.
for maintenance.
Sick leave: 48 hours
Monitor/Defibrillators Medical Director
On-Duty leave: 42 hours
A monitor/defibrillator costs
Cost for a medical director are
Training leave: 5 hours $10,087 each.
estimated at $500 a month for the
Bereavement leave: 8 hours EMS Equipment Maintenance Director, plus an additional $5 per ALS
Other leave: 8 hours call for quality assessment.
The estimated cost of equipment
Vehicles and Equipment maintenance is $2,000 a unit. EMS Billing Charges

Ambulance Lease Required Radios Billing charges are estimated at 7% of

the total billed amount actually
An ambulance or comparable vehicle Required radios would cost the
collected.
would cost $116,000 for a three-year following: 800 MHz Mobile Units, 1
lease. per rig @ $2,277 each; and 800 MHz Medical Liability Insurance
Portable Units, 1 per responder on
BLS Transport Equipment The jurisdiction is self-insured.
each unit @ $1,400 each.
The total cost of BLS Transport Service License Fee
Protective Equipment
Equipment per rig is $3,701.50. The fee is $100 a year.
A set of NFPA Standard 1500-
ALS Transport Equipment compliant protective equipment EMS Vehicle Inspection Fee
The total cost of ALS Transport provided by the jurisdiction includes The fee is $25 a year.
Equipment per rig is $232.28. Total the following:
ALS State Personnel
cost of ALS Transport Medications Turnout gear (coat, bunker pants,
per rig is $493.37.
Certification Fee
suspenders), one set $1,450
The fee is $200 a year.
BLS Disposable Supplies Helmet, one $120
Training
The total cost of BLS Disposable Boots, one pair $200
Supplies per rig is $14,621 in Year 1. Training costs $1,200 per individual a
A 3% increase in BLS Disposable Breathing apparatus year.
Supplies is assumed for Years 2 mask, one $200
Revenue
and 3. Total $1,970
Revenue assumption is approximately
$2,468,421 for the first year.

4-13
 Enter the Staffing Factor from the Staffing Factor Wages Worksheet
Worksheet in the appropriate column. Use this worksheet (Figure 4-8) to properly estimate
Multiply the number of Units by established Minimum marginal personnel costs, calculate wages and benefits
Staffing Levels. Multiply that figure by the Staffing for new employees.
Factor to determine the number of required personnel to For wages include base salary only. Enter the total
appropriately staff each type of unit at all times. If the anticipated wages as a result of the hiring process for all
resulting number is a fraction, round up to the next proposed employees.
whole number and enter this value into the Total
If applicable, estimate total Longevity Pay Costs for
Personnel Required by Unit fields.
proposed employees. Record the method of calculation
Add Total Personnel Required by Unit fields to or reference the appropriate section of the contract or
determine the Total Personnel Required for the Fire Memorandum of Understanding.
Department. This is the estimated number of personnel
Hiring Costs may include, but are not limited to, the cost
required for the fire department to staff each unit 24/7,
of written and oral entrance examinations, physical
including employee leave coverage. This value will be on
ability testing, pre-employment medical screening and
the Wages Worksheets.
immunizations. Enter the total costs anticipated as a
Step 4, Assess Wage and Benefit Costs result of the hiring process for all proposed employees.
Now that you know the number of people needed, you
The employee uses the Uniform Allowance to purchase
next calculate the cost to hire these individuals. In this
uniforms and associated gear. Enter the total costs
step you use the wage and benefit data collected in Step
anticipated as a result of the hiring process for all
1 to determine the difference between wage and benefits
proposed employees.
costs.
Incentive Pay may include, but is not limited to, EMS
Several types of data are used to assess wage and benefit
Incentive, Premium Pay, EMS Assignment Pay,
costs:
Hazardous Materials Pay and Educational Pay. Enter the
• Marginal personnel calculated in Step 3 total costs anticipated as a result of the hiring process
for all proposed employees.
• Salary scale
Pension Contributions made or matched by the
• Associated economic benefits (such as longevity pay
employer are estimated. These contributions may be
or incentive pay)
fixed or a percentage of employee wages. Enter the total
• Health insurance and pension benefits amount of pension contribution expenses by the
employer in this area and record the method of
calculation as an endnote.

The Cost of Benefits varies widely by region and

according to the benefit package provided by the
jurisdiction. Record the total estimated cost of Medicare,
Health and Life Insurance benefits for all proposed
employees.

Total Estimated Personnel Costs are derived by adding

totals for all of the categories listed above.

Use the matrix in Figure 4-8 to record current and future

compensation rates for various levels of employees.

Record the number of new employees, their current and

step increase wages, longevity pay, incentive pay and
health insurance and pension benefits. Calculate the
number of new employees in the Personnel

4-14
Requirements Worksheet. Wage Equipment lists and prices, like year of operation.
totals are carried over to the vehicles, vary based on location.
Consider Medical Liability Insurance
Summary Worksheets. Develop equipment lists as part of
for services providing prehospital
the system design and as required by
Step 5. Assess Vehicle and care that are not given immunity by
state/provincial or other government
Equipment Costs state/provincial law. In many areas
licensing authority. Use the
Next, you calculate the expense for existing Good Samaritan laws do not
worksheet to survey local equipment
vehicle and equipment costs. Use protect prehospital providers.
vendors for prices and total cost of
vehicle and associated costs Contact a medical liability insurance
each equipment list. Enter the
collected in Step 1 to determine the vendor to estimate the Cost of
results as indicated on the Cost
total vehicle and equipment costs. Medical Liability Insurance for
Worksheet. These values will be
employees at each training level.
Several types of data are used to carried over to the Summary
Cost entered should reflect only the
assess vehicle and equipment costs: Worksheet.
marginal number of EMS trained
• Vehicle costs If the current transport provider can employees hired or trained to
give you actual fuel usage and cost complete the system enhancement.
• Fuel costs
information for each vehicle, enter In this case, the enhancement is to
• Licensing fees actual Transportation Fuel Costs. If integrate EMS transport into fire
not, estimate Transport Fuel Costs to department services.
• Medical liability insurance
equal fuel costs for one EMS
Service License Fees, EMS Vehicle
Vehicle and Equipment Cost response vehicle in your department,
Inspection Fees and ALS Personnel
Worksheet for one year.
Certification Fees vary from state to
Use this worksheet (Figure 4-9) to Contact the maintenance shop used state. A fire department interested in
estimate the costs of vehicles and by your jurisdiction to estimate performing ALS services would be
equipment required to meet NFPA Maintenance Costs (e.g., oil changes, provided this information by the
1710 performance objectives. Enter preventative maintenance) for the appropriate state/provincial agency
costs as described below. proposed vehicles. If this when filing an application to provide
Vehicle costs involve many variables: information is unavailable, use ALS services.
vehicle type, purchase price, lease annual EMS response vehicle
Step 6. Determine Revenue for
term and interest rates. Once you maintenance costs multiplied by the
Transport
select a vehicle type, survey area total number of proposed vehicles.
Enter the Estimated Transport Call
emergency vehicle vendors for these Every department proposing or Volume on the Revenue Projection
variables. Lease arrangements upgrading EMS services should Worksheet (Figure 4-10). One
reduce startup costs by spreading consult a Medical Director. An EMS method for estimating this volume is
the cost of the vehicle over several Regional Authority may provide a to take the most recent annual
years. This is an attractive option for Medical Director or consultation. In transport volume as recorded by the
departments that lack capital funds either case, enter the cost, if any, for current transport provider and
for vehicle purchase. a Medical Director. increase it by 3% per year. The
A local vehicle dealer can provide EMS Billing Service Charges costs national average call volume
Purchase Price, Lease Factor and are usually a percentage of increase ranges from 2-5% annually.
Annual Lease Payment data for a collectibles recorded by the billing Enter the Estimated Transport
selected vehicle. Enter these values company (typically 5-15%). To Revenue. Estimate revenue based on
in the appropriate area of the calculate the amount to enter on the transport call volume, ALS and BLS
worksheet. Annual Lease Payment Summary Worksheet, multiply charges, and payor mix within the
or Purchase Price will be carried Projected Collectibles by the system. Payor mix may include
forward to the Summary Worksheet, estimated EMS Billing Charge and dollars from Medicare, Medicaid,
as required. enter this operational cost in the third-party payors and individuals.
appropriate area corresponding to Payment amounts may vary by
4-15
 insurance plan. Currently Medicare bases its Summary Worksheet
reimbursement amounts on an ambulance fee schedule. The Summary Worksheet
Beginning in 2002, the fee schedule will be phased in, (Figure 4-16) consolidates values calculated on other
transitioning from the traditional reasonable charge worksheets and requires entry of some new information.
payment system over a five-year period. It is important to show the fiscal attributes of your
To see sample calculations and notes on revenue and enhanced system design over a period. Therefore, the
other projections, see Figures 4-11 through 4-15. The Summary Worksheet is formatted to show a three-year
IAFF and IAFC have resources to assist you in projecting period. In systems that incur large startup costs, the
revenue and completing these worksheets. You may post-transition years reflect the true cost effectiveness of
contact the IAFF’s Division of Technical Assistance and a fire-based system. In your proposal, it is important to
Information Resources at reference the source of information to a previous
(202) 824-1547. To reach the IAFC call (703) 273-0911. worksheet or other information source.

Step 7. Summarize the Results Enter the Total Estimated Personnel Costs from the
Wages Worksheet.
Combine personnel costs, training costs and vehicle
costs on a Summary Worksheet. The Summary Enter the Total Training Costs from the Training Cost
Worksheet demonstrates the benefits associated with Worksheet.
enhanced service delivery over a specified period.
Enter the Total Vehicle Costs from the Vehicle and
The data contained on the Summary Worksheet include Equipment Worksheet.
the following information:
Enter the Total Equipment Costs from the Vehicle and
• Personnel costs Equipment Worksheet.

• Training costs Enter the Total Operational Costs from the Vehicle and
Equipment Worksheet.
• Equipment costs
Enter the Estimated Transport Call Volume from the
• Vehicle costs
Transport Revenue Projection Worksheet.

Enter the Estimated Transport Revenue from the

Transport Revenue Projection Worksheet.

Net Revenues cost obtained with the implementation of

an ALS Transport program are derived by adding totals
for all of the Estimated Cost Categories and subtracting
this figure from Emergency Transport Revenue.

4-16
Results of a Systematic • Benefit—Fire-based EMS system
Evaluation of City B Scenario design allows responding
Based on the summary worksheet, personnel to handle the most time-
certain facts and benefits about your critical emergency, whether it is
department and the costs to meet fire suppression, rescue or medical
NFPA 1710 performance objectives emergency.
become apparent, and lead to a
Recommendation—The City B Fire
recommendation:
Department needs to hire 21
• Fact—The estimated revenue in personnel to meet ALS performance
the first year of operation is objectives in NFPA 1710.
$1,086,584, after deducting the
start-up cost of implementing the Using the Accreditation
fire-based system ($1,381,837). Process
• Fact—Implementation of the A method that can be used to assist
proposed fire-based system will in implementing 1710 is the Fire and
continue to provide City B with Emergency Self Assessment process,
estimated annual revenue in which is utilized within the
excess of $1 million, and net three- Commission on Fire Accreditation
year revenue of $3,454,260. International (CFAI) agency
accreditation process. The Fire and
• Benefit—Increase the number of
ALS capable vehicles available for Emergency Self-Assessment process
response from the current provides a mechanism to evaluate 10
allocation of private ambulances specific categories of organizational
to the implementation of two performance including more than
paramedics dedicated to City B. 250 quantitative and qualitative
performance measures. The primary
• Benefit—An integrated fire-based purpose of this evaluation is to
EMS system will allow the fire identify projects and programs that
department to respond and can be measured to verify the
transport rather than handing program’s success in relation to
those patients off to another organizational goals and objectives.
provider, promoting continuity of Critical components of this process
care while generating revenue. include data collection performance
• Benefit—The Fire Chief will measurement, data analysis,
control both fire suppression and qualitative versus quantitative
EMS services for the municipality. measurements and the development
of a “Standards of Response”
• Benefit—The jurisdiction would coverage document. This document
experience more efficient use of
assists in developing a plan for the
tax dollars, increased productivity
deployment of resources based upon
and enhancement of fire/EMS
the community’s risks. For
capabilities, through the use of
communities that have implemented
cross-trained/dual-role fire
1710, setting the same performance
fighters, by providing two essential
objectives as required in the
public services in one department.
standard, the document assists in
analyzing how well they are meeting
the standard.

4-17
4-18
 Figure 4-1
City A Staffing Factor Worksheet

To ensure that adequate staff are available to cover necessary positions, including coverage for employees on
various types of leave, a ""Staffing Factor" should be calculated.

Hours of work to be covered in 1 year

Days of work 365
Hours of work 24
Total annual hours of work 8760

Number of Shifts/Platoons 3
Hours worked per group 2847 (8760 divided by # of shifts)

Workweek (Hours) 54.6

Average Leave Used Per Employee (Hours)

Average Sick Leave 72
Average On-Duty-Injury Leave 24
Average Vacation Leave 216
Average Training Leave 7
Average Holiday Leave 0
Average Bereavement Leave 12
Average Other Leave 12
Total Average Leave Per Employee 343

Hours Actually Worked by Average Employee 2504

Staffing Factor Calculation

Total annual hours of work 8760
Hours actually worked by average employee 2504

STAFFING FACTOR 3.5 (The number of employees required

to fill one position 24/7 within the department.)

Summary: Total hours worked in 1 year equals 8,760. Average hours actually worked by a single employee in 1 year are 2,504.
Hours to be worked divided by average hours actually worked equals, the "staffing factor", 3.5. Ideally, 3.5 full time equivalents
would be needed to staff each designated position within the department in order to cover all positions 24 hours a day, seven days
per week. This proposal uses 3.5 as the staffing factor to calculate the total number of new hires necessary to increase staffing
on engines from 3 to 4 personnel.

Note: Data used in this worksheet can be found in the hours of work and leave usage sections of the City A Profile.

4-19
4-20
 Figure 4-2
City A Marginal Personnel Worksheet

Marginal Personnel Requirements Worksheet - Current

Minimum
Type of # of Staffing Staffing Total Personnel
Apparatus Apparatus Levels Factor Required

Engine 35 4 3.5 490

Engine 20 3 3.5 210
Ladder 21 4 3.5 294
Rescue 28 2 3.5 196
Chief's Car 10 2 3.5 70
Other

Current Total 1260

Minimum
Type of # of Staffing Staffing Total Personnel
Apparatus Apparatus Levels Factor Required

Engine 35 4 3.5 490

Engine 20 4 3.5 280
Ladder 21 4 3.5 294
Rescue 28 2 3.5 196
Chief's Car 10 2 3.5 70
Other

Proposed Total 1330

Marginal Personnel
Difference Between
Current and Proposed 70

Summary: In order to enhance staffing levels on engine companies within NFPA 1710 system performance objectives, City A
must hire 70 personnel.

Note: Data used in this worksheet can be found in the current resources section of the City A Profile.

4-21
4-22
 Figure 4-3
City A Wages Worksheet

Year 1 Year 2 Year 3

Marginal Personnel 25 25 20

Wages $728,725 $1,644,475 $2,481,160

Longevity Pay $0 $0 $0
Hiring Costs $11,250 $11,250 $9,000
Incentive Pay $7,287 $16,445 $24,812
Station Uniforms $7,500 $7,500 $7,500

Benefits

Pension Contribution $25,505 $57,557 $86,841

Medicare $12,753 $28,778 $43,420
Health Insurance $137,500 $275,000 $385,000
Life Insurance $1,000 $2,000 $2,800

Total Estimated Personnel Cost $931,520 $2,043,005 $3,040,533

4-23
4-24
 Figure 4-4
City A Training and Protective Gear Worksheet

Year 1 Year 2 Year 3

Training Costs

Fire Suppression Training $0 $0 $0

EMT Training $1,250 $1,250 $1,000

Total Training Costs $1,250 $1,250 $1,000

Protective Gear Costs

Protective Gear $49,250 $49,250 $39,400

Total Protective Gear Costs $49,250 $49,250 $39,400

Total Training and Protective Gear Costs $50,500 $50,500 $40,400

Note: Data used in this worksheet can be found in the current resources section of the City A Profile.

4-25
4-26
 Figure 4-5
City A Summary Worksheet

Year 1 Year 2 Year 3

Total Personnel Costs $931,520 $2,043,005 $3,040,533

Total Training Costs $1,250 $1,250 $1,000
Total Protective Gear Costs $49,250 $49,250 $39,400

Total Estimated Costs $982,020 $2,093,505 $3,080,933

4-27
4-28
 Figure 4-6
City B Staffing Factor Worksheet

To ensure that adequate staff are available to cover necessary positions, including coverage for employees on various
types of leave, a “Staffing Factor” should be calculated.

Hours of work to be covered in 1 year

Days of work 365
Hours of work 24
Total annual hours of work 8760

Number of Shifts/Platoons 4
Hours worked per group 2190 (8760 divided by # of shifts)

Workweek (Hours) 42

Average Leave Used Per Employee (Hours)

Average Sick Leave 48
Average On-Duty-Injury Leave 42
Average Vacation Leave 417
Average Training Leave 5
Average Holiday Leave 0
Average Bereavement Leave 8
Average Other Leave 8
Total Average Leave Per Employee 528

Hours Actually Worked by Average Employee 1662

Staffing Factor Calculation

Total annual hours of work 8760
Hours actually worked by average employee 1662

STAFFING FACTOR 5.3 (The number of employees required

to fill one position 24/7 within the department.)

Summary: Total hours worked in 1 year equals 8,760. Average hours actually worked by a single employee in 1 year are 1,662.
Hours to be worked divided by average hours actually worked equals, the “staffing factor”, 5.3. Ideally, 5.3 full time equivalents
would be needed to staff each designated position within the department in order to cover all positions 24 hours a day, seven days
per week. This proposal uses 5.3 as the staffing factor to calculate the total number of new hires necessary to integrate ALS and
transport services into the fire department.

Note: Data used in this worksheet can be found in the hours of work and leave usage sections of the City B Profile.

4-29
4-30
 Figure 4-7
City B Marginal Personnel Requirements Worksheet

Minimum
Type of # of Staffing Staffing Total Personnel
Apparatus Apparatus Levels Factor Required

Engine 7 4 5.3 148

Ladder 2 4 5.3 42
Rescue 1 2 5.3 11
Chief's Car 1 2 5.3 11
Other

Current Total 212

Minimum
Type of # of Staffing Staffing Total Personnel
Apparatus Apparatus Levels Factor Required

Engine 7 4 5.3 148

Ladder 2 4 5.3 42
Rescue 1 2 5.3 11
Chief's Car 1 2 5.3 11
Ambulance 2 2 5.3 21
Other

Proposed Total 233

Marginal Personnel
Difference Between
Current and Proposed 21

Summary: In order to provide ALS Transport service within NFPA 1710 system performance objectives, City B
must hire 21 fire fighter/paramedics.

Note: Data used in this worksheet can be found in the current resources section of the City B Profile.

4-31
4-32
 Figure 4-8
City B Wages Worksheet

Year 1 Year 2 Year 3

Marginal Personnel 21 new hires 0 new hires 0 new hires

Wages $618,870 $792,498 $811,398

Longevity Pay $0 $15,850 $16,228
Hiring Costs $8,400 $0 $0
Incentive Pay $4,642 $5,944 $6,085
Uniform Allowance $15,330 $15,330 $15,330

Benefits

Pension Contribution $21,660 $27,737 $28,399

Medicare $8,974 $11,491 $11,765
Health Insurance $139,062 $139,062 $139,062
Life Insurance $1,260 $1,260 $1,260

Total Estimated Personnel Cost $818,198 $1,009,172 $1,029,527

Note: Data used in this worksheet can be found in the wages and benefits
section of the City B Profile.

4-33
4-34
 Figure 4-9
City B Vehicle and Equipment Cost Worksheet

Year 1 Year 2 Year 3

Vehicle Cost

Transport Units 2 0 0
Ambulance Lease $82,210 $82,210 $82,210

Total Estimated Apparatus Cost $82,210 $82,210 $82,210

Equipment Costs

BLS Transport Equipment $7,403 $0 $0

ALS Transport Equipment $1,451 $0 $0
Monitor/Defibrillators $20,174 $0 $0
Disposable Supplies
BLS Disposables $29,242 $30,119 $31,022
ALS Disposables $77,139 $79,451 $81,834
EMS Equipment Maintenance $4,000 $4,000 $4,000
Required Radios $10,154 $0 $0
Protective Equipment $41,370 $0 $0

Total Estimated Equipment Cost $190,933 $113,570 $116,856

Operational Costs

Estimated Transport Fuel and Maintenance $8,000 $8,000 $8,000

Medical Director $18,986 $19,376 $19,777
EMS Billing Charges $172,057 $178,379 $184,925
Medical Liability Insurance $0 $0 $0
Service License Fee $100 $100 $100
EMS Vehicle Inspection Fee $50 $50 $50
ALS Personnel Certification Fee $4,200 $4,200 $4,200

Total Estimated Operations Costs $203,393 $210,105 $217,052

4-35
4-36
 Figure 4-10
Revenue Projection Based on Total Payor Mix for Ambulance Services (including Medicare data from Figures 4-12, 4-13 and 4-14)

Year 1 Year 2 Year 3 Year 4

Projected Total Transports (3% increase per year)1 7,639 7,868 8,104 8,347

Projected Medicare Transports (39% of total transports)2 2,979 3,069 3,161 3,255
Projected Other Third-Party Payor/Private Pay Transports3 4,660 4,799 4,943 5,092

Non-Medicare BLS Emergency Transports4 3,076 3,167 3,262 3,361

(Base Rate=$305.00)5 Projected Charges $ 938,180.00 $ 965,935.00 $ 994,910.00 $ 1,025,105.00

Non-Medicare ALS Emergency Transports6 1,584 1,632 1,681 1,731

(Base Rate=$425.00) Projected Charges $ 673,200.00 $ 693,600.00 $ 714,425.00 $ 735,675.00

Transport Mileage 23,300 23,995 24,715 25,460

($6.00/mile, avg. of 5 miles) Projected Charges $ 139,800.00 $ 143,970.00 $ 148,290.00 $ 152,760.00

Oxygen and Supplies (50% of BLS and 100% of ALS) 3,122 3,216 3,312 3,412
($35/transport using oxygen) Projected Charges $ 109,270.00 $ 112,560.00 $ 115,920.00 $ 119,420.00

EKG Monitor (50% of BLS and 100% of ALS) 3,122 3,216 3,312 3,412
($90.00/transport using EKG) Projected Charges $ 468,300.00 $ 482,400.00 $ 496,800.00 $ 511,800.00

Projected Non-Medicare Total Charges $ 2,328,750.00 $ 2,398,465.00 $ 2,470,345.00 $ 2,544,760.00

Projected Medicare Total Charges7 $ 756,776.62 $ 807,095.03 $ 859,567.56 $ 754,693.53
Summary
Year 1 Year 2 Year 3 Year 4
Total Billables8 $ 3,085,526.62 $ 3,205,560.03 $ 3,329,912.56 $ 3,299,453.53
Less 20% Allowances, Write-Offs, and Bad Debt9 $ 617,105.32 $ 641,112.01 $ 665,982.51 $ 659,890.71
Estimated Collectibles10 $ 2,468,421.29 $ 2,564,448.02 $ 2,663,930.05 $ 2,639,562.82

4-37
4-38
 Figure 4-11
City B Revenue Projection Total Payor Mix Notes

1Source: Projected, based on City B Fire Department data.

2According to the US Census approximately 19.5% of the County population is 65 years old or older. Since this population is more likely to require ambulance services,
perhaps as much as two times more likely, this age group's percentage within the community was doubled as proxy for the percentage of transports that can be
expected to be covered by Medicare. The actual percentage of transports in City B covered by Medicare may vary.
3Total transports less projected Medicare transports. Transports not covered by Medicare, covered by commercial health insurance, or private pay.

4Basic Life Support (BLS): Transportation by ground ambulance vehicle and medically necessary supplies and services, plus the provision of BLS ambulance services.
The ambulance must be staffed by an individual who is qualified in accordance with State and local laws as an emergency medical technician-basic (EMT-B).
5Base and itemized procedure and supply charges based on actual ambulance provider invoices and Centers for Medicare Services (CMS) prevailing rate data.

6Advanced Life Support (ALS): Where medically necessary, the provision of an assessment by an advanced life support provider and/or the provision of one or more
ALS interventions. An ALS provider is defined as a provider trained to the level of the EMT-Intermediate or Paramedic in accordance with state and socal laws. An ALS
intervention is defined as a procedure that is, in accordance with state and local laws, beyond the scope of authority of an EMT-Basic. Approximately 34% of all
transports. Source: City B FD.
7See “Medicare Calculations.”

8The amount billed to Medicare, Commercial Health Insurance Payors, and private-pay patients.

9City B Fire Department estimates an overall area collection rate of approximately 80%: ~10% - Not collected due to contractual allowances; ~10% - Lost to patient non-
payment/bad debt.
10Estimated collectibles if all patients are billed based on Current Method 4 Fee Schedules and the CMS Ambulance Fee Schedule. Actual amounts collected will
depend on the payor mix of transported patients and the actual collection rate.

4-39
4-40
 Figure 4-12
City B Revenue Projection Variables Based on the Medicare Fee Schedule for Ambulance Services

% Change Est. Year 1 Transports1 2,979

% To Change in 2002 20% Percent BLS2 66.00%

% Cum. To Change in 2003 40% Percent ALS13 24.00%

% Cum. To Change in 2004 60% Percent ALS24 10.00%

% Cum. To Change in 2005 80% Percent SCT5 0.00%

Ambulance Fee Schedule Fully Implemented in 2006 100% Percent Increase/Year7 3.00%

County Geographic Practice Cost Index (GPCI)6 0.930

Proposed Fee GPCI Adjusted Fee

BLS Non-Emergency $ 170.54 $ 162.18

BLS Emergency $ 272.86 $ 259.49

ALS Non-Emergency $ 204.65 $ 194.62

ALS Emergency $ 324.03 $ 308.15

ALS Emergency Level 2 $ 468.99 $ 446.01

Critical Care Transport $ 554.26 $ 527.10

Mileage $ 5.47 $ 5.47

Premium Mileage (Rural, first 17 miles) $ 8.21 $ 8.21

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4-42
 Figure 4-13
City B Revenue Calculations Based on the Medicare Fee Schedule for Ambulance Services

Year 1 Year 2 Year 3 Year 4

OLD System 80% 60% 40% 20%

CMS Pays8

BLS Transport $ 213.92 $ 171.14 $ 128.35 $ 85.57 $ -

ALS Transport $ 305.60 $ 244.48 $ 183.36 $ 122.24 $ -

Non-Transport

Mileage $ 6.00 $ 4.80 $ 3.60 $ 2.40 $ -

NEW System 20% 40% 60% 80%

CMS Pays9

BLS Non-Emergency $ 162.18

BLS Emergency $ 259.49 $ 51.90 $ 103.80 $ 155.69 $ 207.59

ALS Non-Emergency $ 194.62

ALS Emergency Level 1 $ 308.15 $ 61.63 $ 123.26 $ 184.89 $ 246.52

ALS Emergency Level 2 $ 446.01 $ 89.20 $ 178.40 $ 267.61 $ 356.81

Critical Care Transport $ 527.10 $ - $ - $ - $ -

Mileage $ 5.47 $ 1.09 $ 2.19 $ 3.28 $ 4.38

Premium Mileage (Rural, first 17 miles) $ 8.21

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4-44
 Figure 4-14
City B Revenue Projection Calculations Based on the Medicare Fee Schedule for Ambulance Services, Continued
Year 1 Year 2 Year 3 Year 4

Projected Total Transports (from previous sheet) 2,979 3,069 3,161 3,255

BLS Non-Emergency Transports 0 0 0 0

Projected Charges $- - $ -- $ -- $ -

BLS Emergency Transports 1,966 2,026 2,086 2,148

Projected Charges $ 438,516.01 $ 470,224.95 $ 503,335.08 $ 445,969.65

ALS Non-Emergency Transports 0 0 0 0

Projected Charges $- - $ - $ - $ -

ALS Emergency Level 1 Transports 715 737 759 781

Projected Charges $218,856.77$225,844.77 $233,002.25$192,583.01

ALS Emergency Level 2 Transports 298 307 316 326

Projected Charges $ 99,403.84 $ 111,025.31 $ 123,230.22 $ 116,140.87

Specialty Care Transports 0 0 0 0

Projected Charges $ - $ - $ - $ -

Projected Total Charges $ 756,776.62 $ 807,095.03 $ 859,567.56 $ 754,693.53

Summary

Year 1 Year 2 Year 3 Year 4

Total Billables $ 756,776.62 $ 807,095.03 $ 859,567.56 $ 754,693.53

Less 20% Write-Offs and Bad Debt10 $ 151,355.32 $ 161,419.01 $ 171,913.51 $ 150,938.71

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Estimated Collectibles11 $ 605,421.29 $ 645,676.02 $ 687,654.05 $ 603,754.82
4-46
 Figure 4-15
City B Revenue Projection Medicare Fee Schedule Notes for Figures 4-13 and 4-14

1Source: City B Fire Department.

2Basic Life Support (BLS): Transportation by ground ambulance vehicle and medically necessary supplies and services, plus the provision of BLS ambulance services.
The ambulance must be staffed by an individual who is qualified in accordance with state and local laws as an emergency medical technician-basic (EMT-B).
3Advanced Life Support (ALS1): Where medically necessary, the provision of an assessment by an advanced life support provider and/or the provision of one or more
ALS interventions. An ALS provider is defined as a provider trained to the level of the EMT-Intermediate or Paramedic in accordance with state and local laws. An ALS
intervention is defined as a procedure that is, in accordance with state and local laws, beyond the scope of authority of an EMT-Basic. Approximately 34% of all
transports. Source: City B FD.
4ALS2: Where medically necessary, the administration of at least three medications and/or the provision of one or more of the following ALS Procedures: Manual
Defibrillation/Cardioversion, Endotracheal Intubation, Central Venous Line, Cardiac Pacing, Chest Decompression, Surgical Airway, Intraosseous Line.
5Specialty Care Transport (SCT): Interfacility transportation of a critically injured or ill beneficiary by ground ambulance vehicle, including medically necessary
supplies and services, at a level of service beyond the scope of the EMT-Paramedic. SCT is necessary when a beneficiary's condition requires ongoing care that must be
furnished by one or more health professionals in an appropriate specialty area, for example, nursing, emergency medicine, respiratory care, cardiovascular care, or
paramedic with additional training.
6The 2001 Geographic Practice Cost Index (GPCI) measures differences in the costs of operating a medical practice among fee schedule payment areas relative to the
national average. The law requires that the GPCI measure the resource cost differences among areas such as employee wages, rents, medical equipment and supplies.
In the Proposed Fee Schedule GPCI is used to adjust the Proposed Fees to more closely approximate the actual local cost of providing transport services.
7Projected annual increase in transport volume. Source: City B Fire Department.

8Medicare reimbursement for each level of transport. Source: Actual private ambulance invoices and CMS data.

9Subject to implementation of the CMS Ambulance Fee Schedule.

10Under the proposed Ambulance Fee Schedule Medicare will pay 80% of the listed charges with the patient responsible for the remaining 20%. Medicare providers
may not bill the patient for any amount beyond the established fees. The local collection rate is approx. 80%. Source: City B Fire Dept.
11Estimated collectibles if all patients are billed based on the CMS Ambulance Fee Schedule. Actual amounts collected will depend on the payor mix of transported
patients and the actual collection rate.

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4-48
 Figure 4-16
City B Budgetary Impact Summary Based on Cost Sheets and Revenue Projections Included in Figures 4-7 through 4-13

Year 1 Year 2 Year 3

Projected Revenue

Estimated Area Transport Volume 7639 7868 8104

Emergency Transport Revenue $2,468,421 $2,564,448 $2,663,930

Estimated Costs

Total Personnel Costs $818,198 $1,009,172 $1,029,527

Total Training Costs $87,103 $0 $0
Total Apparatus Costs $82,210 $82,210 $82,210
Total Equipment Costs $190,933 $113,570 $116,856
Total Operations Costs $203,393 $210,105 $217,052

Total Estimated Costs $1,381,837 $1,415,057 $1,445,645

Net Revenue $1,086,584 $1,149,391 $1,218,285

4-49
4-50
 STRATEGIC PLANNING AND PROPOSING
In this section we present additional materials referenced in previous
sections that will help you in the implementation process. Other resources
are contained on the CD that you received with the printed handbook.

Endorsements by Stakeholders
The video that accompanies this guidebook includes statements from
several elected local government officials and fire safety officials who
indicate their understanding of and support for NFPA 1710 Standard.
Following are letters from some of those officials that you may use when
circumstances make showing the videotape difficult.

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Responding to Questions is based on the same universal potentially spread to surrounding
principle. The standard relies on buildings if left unaddressed. The
During your conversations with local
scientific studies of how fires behave medical response times established
officials about the value of adopting
and spread in order to establish by 1710 are based on well-
Standard 1710, you are likely to hear
feasible staffing and deployment established, empirically-based
many of the same issues raised
criteria designed to optimally reduce measurements of the maximum
during debates before NFPA. In this
injury and damage due to fire. amount of time that a patient in
section we list several of the issues
cardiac arrest can survive without
most frequently raised, and our Local governments across North
intervention.
response to each. America adopted NFPA codes or
standards that regulate fire (Note: For more detailed information
1710 Undermines Local
apparatus, clothing, hose lines and on these data see the bibliography in
Democracy
rescue tools, even though adherence Section 5.)
The Concern to these standards and codes may
1710 Undermines Public Safety
Standard 1710 is unnecessary and have imposed significant costs. One
undermines local democracy. Local reason someone might be concerned The Concern
government knows how best to run about preserving local control over The 1710 Standard undermines
our fire department based on the the issues regulated by Standard public safety because it will require
particular needs of our community. 1710 is that this standard addresses shifting resources from fire
staffing issues, or personnel, rather prevention to fire suppression.
The Response than inanimate objects such as
Throughout its history, the NFPA has buildings or fire equipment. The Response
issued standards establishing Ensuring adequate deployment of Most fire departments provide both
minimum requirements related to fire fighter personnel must be the fire prevention and fire suppression
building safety, fire apparatus, highest priority of a fire department. services. Many career fire
clothing, hose lines, rescue tools, departments use staffing and
1710 Has No Scientific Basis resources to address numerous
occupational safety and other areas
to reduce the hazards of fire. These The Concern facets of their jurisdictions’ fire
standards established minimum service requirements, including fire
The 1710 Standard has no scientific
requirements that are applied to, and prevention, training, fire inspection,
basis.
followed by, fire departments fire dispatch, emergency medical
located in jurisdictions throughout The Response services, hazardous materials
North America. It is very likely that training and response, confined
Standard 1710 represents the
our jurisdiction has adopted some space rescue and/or weapons of
culmination of a 10-year process.
portion of the NFPA’s codes and mass destruction response. The fire
During this process the fire service
standards, and it is almost certain fighters employed by these
professionals on the NFPA Technical
that our fire department has departments perform a number of
Committees assigned to develop the
purchased fire equipment these roles—a situation that
standard applied their real-world
specifically designed to meet NFPA Standard 1710 would not change.
experience when reviewing reams of
safety standards. empirical data to develop the The standard would, in fact, enhance
NFPA’s standards apply to all staffing and deployment criteria public safety. Money spent to hire an
jurisdictions regardless of their found in the standard. additional fire fighter to comply with
geography, topography, fiscal the 1710 Standard will increase both
Some of the most important criteria
capacity, service burdens, population the jurisdiction’s ability to fight fires
in 1710 are based on the fire
density or similar local variations. and its capacity to prevent them.
propagation curve, a universally
This universal adoption occurs Such a change may also enhance the
accepted, empirically-based
because a fire burns the same way in jurisdiction’s ability to provide for
measurement of how quickly a fire
Los Angeles or New York City as it the public’s health—through
will reach the flashover stage and
does in a small town. Standard 1710 emergency medical services—and
5-9
 the public’s safety, through better rescue and HazMat required to make adjustments to resource allocations
response. within existing budgets to ensure that the jurisdiction’s
various departments are providing adequate services. If
1710 Jeopardizes public safety
existing resources cannot be reallocated to the fire
The Concern department to ensure compliance with the 1710 Standard,
Adherence to the 1710 Standard will require allocation of federal or state grant money may be available to assist a
funds to fire departments at the expense of the police locality in providing minimally adequate fire response.
department, thereby jeopardizing public safety. And even if all other sources of potential revenue are
exhausted, and a tax increase is ultimately deemed
The Response necessary, citizens in several jurisdictions have already
As discussed in the previous response, adherence to the approved referenda raising revenue for the specific
1710 Standard will only enhance the public’s safety. Local purpose of complying with the 1710 Standard. A slight
governments are constantly required to allocate limited increase in sales taxes to ensure adequate fire protection
resources between competing citizen demands for is much cheaper than the alternatives—namely, loss of life
services. Certainly, a city’s resources should be primarily and property to fire, and corresponding increases in fire
directed towards ensuring that its citizens’ health and insurance rates.
safety are protected from physical harm. It is hard to Current Staffing and Equipment Are Adequate
come up with a better example of how this can be
accomplished than by ensuring compliance with the 1710 The Concern
Standard. We have been getting the job done just fine with the same
staffing and equipment levels we have used for years.
The argument that a city will have to take from its police
department what it gives to its fire department is
The Response
nonsense. A responsible local government must ensure
This position is no more defensible than refusing to get a
that the city’s police and fire departments are sufficiently
routine physical check-up because you don’t feel sick. A
funded to protect the public’s health and safety. Moreover,
fire department’s safety record is only as credible as its
the same concern could be cited with respect to any
last response. There are two ways to find out if your fire
decision to allocate resources towards performance of a
department is sufficiently staffed and equipped:
vital city function. For instance, one could also argue that
continuous trial and error, or applying the 1710 Standard.
providing a sufficient number of sanitation workers limits
The standard allows a municipality to evaluate their
the city’s ability to hire additional police officers, but
performance in key areas to determine if their service is
citizens are clearly not willing to tolerate piles of garbage
efficient, effective, and safe.
on their streets to accomplish this purpose. The case is no
different, nor should it be different, with respect to the 1710 Is Unnecessary Because of Modern Building
need to maintain a safe and effective fire department. and Fire Codes

1710 Is Too Costly The Concern

The Concern Our jurisdiction doesn’t need more fire fighters because
modern building and fire codes have reduced our reliance
Implementation of the 1710 Standard will require the
on suppression activities.
jurisdiction to increase taxes. We can’t implement
something like this during a recession.
The Response

The Response Modern building and fire codes have introduced many
fire-prevention features. In addition to sprinklers, the
First of all, it is by no means a foregone conclusion that a
building materials used are more fire retardant, and the
jurisdiction will have to expend additional resources to
designs more conducive to stopping fire and containing
bring its fire department into compliance with the 1710
them to a smaller part of the building. Unfortunately, not
Standard, much less raise taxes to accomplish this result.
all fires occur in modern buildings, and not all buildings
Even if a fire department requires additional expenditures
have sprinklers or fire-retardant materials. Even when a
to comply with 1710, local governments are routinely

5-10
fire occurs in a sprinkler-equipped Current Standards are Adequate requirements of the standard if they
building, the fire department must can validate and document in writing
The Concern
ensure that the fire is extinguished that such avenues are equal or
and conduct a primary and We already have alternative superior to the requirements
secondary search for potential standards by which to measure the contained in the standard. The
trapped occupants. Sprinklers are an effectiveness of our fire department, equivalency standard in 1710 is not
essential part of fire prevention, but such as the ISO ratings, and we do intended to allow any jurisdiction or
they are unable to run up the stairs fine by it. fire department to reduce the
of a building to save a life. requirements in the standard and
The Response
still claim compliance. Moreover, it
Additionally, the standard addresses None of these other standards were specifically requires any jurisdiction
more than fire suppression, and our designed to achieve the same goal as relying upon an “equivalent”
fire department does more than fight the 1710 Standard—namely, to standard to validate and document
fires. Today, fire fighters are multi- ensure that your fire department is in writing that the standard is equal
faceted responders dealing with providing minimally sufficient fire or superior to the requirements
many all types of emergencies. Such and emergency medical protection contained in the 1710 Standard. Any
situations include medial to its citizens. ISO ratings, for department seeking to rely upon
emergencies, HazMat crises, acts of example, are developed by insurance “equivalent” standards, therefore,
terrorism response and emergency companies to determine fire should be required to document and
rescues. insurance rates based on any demonstrate its equivalency to the
1710 Unnecessarily Duplicates number of variables, many of which 1710 Standard in all aspects, and in
Other Fire Department are completely unrelated related to no case should the “equivalent”
Standards fire department staffing and standard demand less of a
equipment, and have more to do department than the 1710 Standard.
The Concern with actuarial assumptions than fire
Our jurisdiction already complies safety.
with OSHA’s 2 in/2 out standard. This
‘Equivalent’ Standards Are
is enough to ensure that our
Adequate
department is protecting the health
and safety of our citizens. The Concern
Our jurisdiction does not need to
The Response
implement the 1710 Standard
The primary purpose of the 2 in/2 because we have already
out standard is to protect the safety implemented an “equivalent”
of fire fighters. This is certainly an standard, as we are specifically
important standard that has allowed to do under the 1710
undoubtedly saved numerous lives, Standard.
but it was intended to protect the
lives of fire fighters, and was not, The Response
like the 1710 Standard, primarily When the NFPA Standards Council
designed to protect the lives, safety adopted the 1710 Standard, it
and property of citizens. Your included what is sometimes called
jurisdictions’ citizens—who, after all, an “equivalency” statement.
are the consumers of your fire Equivalency statements are common
departments’ services—deserve the features in NFPA Standards. The
standard of protection, as provided equivalency statement contained in
by the 1710 Standard. the NFPA 1710 Standard allows
jurisdictions to use other “systems,
methods or approaches” to meet
5-11
 Sample Fact Sheet Requirements
The standard establishes minimum criteria for
Background
effectiveness and efficiency of wildland, aircraft, marine
In 2001 the National Fire Protection Association (NFPA)
and special operations to adequately protect the safety of
issued NFPA 1710, Standard for the Organization and
the public and fire department employees.
Deployment of Fire Suppression Operations, Emergency
Medical Operations, and special Operations to the Public The standard specifies minimum requirements for health
by Career Fire Departments. NFPA is an international and safety, incident management, training,
organization with more than 75,000 individual and more communications and pre-incident planning.
than 80 national trade and professional organization Benefits of Compliance
members.
Implementing NFPA 1710 has several benefits for our
NFPA 1710 sets minimum standards for fire fighter crews, community’s citizens, businesses and fire fighters.
responses times and other factors involved in determining
the organization and deployment of fire fighting and NFPA 1710 Is an Insurance Policy for the Community
emergency medical systems. The standard represents the and Its Businesses
culmination of a 10-year process that involved research, Just as we have insurance policies on our lives, homes
expert opinion, debate and, finally, consensus. and businesses, NFPA 1710 would offer insurance for the
local economy by guaranteeing the community and its
Adopted NFPA standards apply to jurisdictions regardless
businesses that fire and emergency medical services will
of their geography, topography, fiscal capacity, service
respond promptly and appropriately in an emergency.
burdens, population density or similar local variations.
Even a moderate-sized fire can hurt the community’s tax
Fire fighting and other organizations supported passage of
base. When businesses close, employees don’t get paid.
NFPA 1710 despite improvements in modern building and
They can’t put money back into the community, and will
fire codes that introduced many fire-prevention features.
go from being taxpayers to public support recipients. The
In addition to sprinklers, the building materials used are
business itself can’t pay taxes because it’s not selling its
more fire retardant, and the designs more conducive to
goods and services. A fire that devastates a building will
stopping fires and containing them. Unfortunately, not all
inevitably cause the company to consider whether it
fires occur in modern buildings, and not all buildings have
should reopen; if it does, the owners may chose to
sprinklers or fire-retardant materials. Even when a fire
relocate to another city or state/province, representing a
occurs in a sprinkler-equipped building, the fire
permanent loss to the tax base.
department must ensure that the fire is extinguished and
conduct a primary and secondary search for trapped
NFPA 1710 Enhances Public Safety
occupants.
Studies show that by responding quickly to a building fire,
Additionally, the standard addresses more than fire we keep a small incident small. When a response takes
suppression, and our fire department does more than fight more than a few minutes, however, the losses escalate
fires. Today, fire fighters are multi-faceted responders substantially, resulting in a significant loss of property.
dealing with many types of emergencies. Such situations Communities that have a good record of emergency
include medical emergencies, hazardous material service response times enhance the quality of life for
incidents, acts of terrorism response and emergency current residents, and can help attract new residents and
rescues. businesses.

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NFPA 1710 Will Save Lives NFPA 1710 Protects the
Fire fighting is dangerous work. For Community Against Liability
the protection of fire fighters and the Courts frequently rely upon NFPA
victims of fire or other emergencies, standards to determine the “industry
NFPA 1710 applies the documented standard” for fire protection and
and proven science of fire behavior safety measures. Judicial reliance on
and emergency medicine to the basic NFPA doctrines is most frequently
resource requirements for effective found in common law negligence
fire and emergency service claims. NFPA 1710 could be found to
deployment. This application allows be highly relevant to the question of
a community to determine if the whether a jurisdiction has
resources allocated for the different negligently failed to provide
types of fires, emergencies, medical adequate fire or emergency medical
calls and other incidents are protection to an individual harmed
sufficient to effectively control the in a fire or medical emergency. The
incident and protect lives and level of fire and emergency medical
property. service provided by a jurisdiction
will be compared to NFPA 1710
Standard in courts considering such
lawsuits even where the particular
jurisdiction has not specifically
adopted the standard. Jurisdictions
will assume some additional legal
risk by failing to abide by NFPA 1710
even where it has failed to explicitly
adopt the standard.

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5-14
 I. Mission Statement: The City C Fire Department is an organization of dedicated
professionals who are committed to serving the community by protecting life, property, and the
environment through fire and injury prevention, employee and public education, fire suppression and emergency medical response
and care.

II. Geographical Boundaries: 30 square miles. The City C Fire Department covers area between Lake E, City D, City E and River F.

III. City C Fire Department Structure:

a. Organizational Structure

Fire Chief

Emergency
Fire Prevention/Arson Deputy Chief Logistics and
Preparedness and
Investigation Operations Financial Services
Planning

Training Emergency Medical Suppression and

Services Rescue Services

b. Station locations: 10 fire stations; each station is strategically located for safe and efficient response
to fire and medical emergencies occurring within the limits of City C.

Station 1: 1901 Irving Blvd. 1 engine and 1 ladder staffed with 4; 1 EMS unit staffed with 2.
Station 2: 4211 Northhaven Rd. 1 engine staffed with 4; 1 EMS unit staffed with 2.
Station 3: 816 S. Akard St. 1 engine staffed with 3; 1 hazmat unit staffed with 4;1 EMS unit staffed with 2.
Station 4: 2039 Augstine Dr. 1 engine and 1 ladder staffed with 4; 1 EMS unit staffed with 2.
Station 5: 4451 Frankford Rd. 1 engine staffed with 4; 1 EMS unit staffed with 2.
Station 6: 6045 Belmont Ave. 1 engine staffed with 3; 1 EMS unit staffed with 2.
Station 7: 616 Chalk Hill Rd. 1 engine staffed with 4; 1 ladder staffed with 3; 1 EMS unit staffed with 2.
Station 8: 280 Harwood St. 1 engine staffed with 4; 1 EMS unit staffed with 2.

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 c. Response apparatus deployed from each station: 7 stations deploy one engine and one
EMS unit; 3 stations deploy one engine, one truck, and one EMS unit.

d. Minimal staffing per company:

i. Fire Suppression: 7 engines are staffed with four fire fighters each (two trained
at the EMT level); 3 engines are staffed with 3 fire fighters each (two trained at the EMT level);
2 trucks are staffed with four fire fighters each (two trained at the EMT level);
1 truck is staffed with three fire fighters each(two trained at the EMT level).

ii. EMS: two paramedics per ambulance

iii. Other: f1 hazmat unit at station 3 staffed with 4

e. Support systems:

i. Safety and Health: Fire fighter health and safety is protected

in accordance with NFPA 1500.

ii. Incident Management: The Fire Department provides an incident management

system that is in accordance with NFPA 1561 and forms the basic structure of
all emergency operations. The system manages incidents of different types including:
structure fires, hazardous materials incidents, emergency medical operations
and other types of emergencies.

iii. Training: The Fire Department provides a training program that ensures personnel
are trained and competency is maintained to execute all responsibilities consistent with
our organization and deployment.

iv. Communications: The Fire Department provides a communications system that

facilitates prompt delivery of public fire suppression, emergency medical services, and
special operations. The communications system complies with NFPA 1221.

v. Pre-incident Planning: The Fire Department pre-incident planning is conducted in accordance

with NFPA 1620. Particular attention is provided to target all hazards.

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 ORGANIZATIONAL STATEMENT EXAMPLE–CITY C FIRE DEPARTMENT

IV. Services Provided by the City C Fire Department

a. Fire suppression: Fire Department operations are organized to ensure that fire suppression
capability includes personnel, equipment, and resources to deploy the initial arriving
company, the initial full alarm assignment as required in NFPA 1710.
On the scene of a fire, a sufficient number of firefighting personnel are deployed to
simultaneously attack the fire, ventilate the fire, facilitate rescue and monitor personnel.

b. Rescue: The Fire Department provides services that include locating endangered persons at an
emergency incident, removing those persons from danger, treating the injured, and
providing for transport to an appropriate health care facility.

c. Emergency Medical Services: Fire Department emergency response capability includes

personnel, equipment, and resources to deploy Basic Life Support personnel at the first responder
level with automatic external defibrillator (AED). Additionally, the department deploys ALS
trained paramedics on each of its 10 ambulances.

d. Hazardous materials response: Fire Department hazardous materials response capability includes
personnel, equipment, and resources to deploy at the first responder operational level
as required by 29 CFR 1910.120.

e. Fire Prevention: The Fire Department maintains a level of fire safety and prevention in accordance
with NFPA 1.

f. Arson Investigation: The Fire Department ensures that fire investigators meet the qualifications and
job performance requirements of NFPA 1033.

g. Public Education: The Fire Department teaches fire safety and injury prevention to local schools,
businesses, and civic organizations.

h. Special Operations:

i. Disaster: The Fire Department responds to natural disasters, terrorism incidents, weapons of mass
destruction and mass-scale casualty events in accordance with NFPA 1600.

ii. Confined Space: Fire Department confined space capabilities include personnel, equipment,
and resources to deploy at the confined space operational level as required by 29 CFR 1910.146.

i. Mutual Aid: See attached Mutual Fire Fighting Assistance Agreement. (attached)

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 ORGANIZATIONAL STATEMENT EXAMPLE–CITY C FIRE DEPARTMENT

V. City C Fire Department Service Delivery Objectives

a. Fire Suppression: All jurisdictional first due units will arrive on the scene of an emergency incident
within four minutes (240 seconds), 90% of the time. All units deployed for an initial alarm assignment will arrive
on the scene within eight minutes (480 seconds), 90% of the time.
Initial full alarm assignment allows the following tasks to be completed efficiently, effectively and safely
on the scene of a fire.

§ Establishment of incident command outside of hazard area

§ Uninterrupted water supply of a minimum of 400 gpm for 30 minutes
§ Effective water flow application rate of 300 gpm from two handlines, each of which shall have a minimum
of 100 gpm. Attack and back-up lines are operated by two personnel.
§ One support person for each attack and back-up line.
§ One victim search and rescue team, consisting of two personnel.
§ One ventilation team, consisting of two personnel.
§ If an aerial device is used in operations, one person shall function as an aerial operator who shall
maintain primary control of the aerial device at all times.
§ Establishment of an IRIC that shall consist of a minimum of two properly equipped and trained personnel.

b. Emergency Medical Services: City C Fire Department provides emergency medical services at the advanced life support level
(ALS). All first responder units will arrive on the scene within four minutes (240 seconds), 90% of the time.
All BLS level units will have personnel, equipment, and resources necessary to provide BLS level care including an
automatic external defibrillator (AED). All ALS units will arrive on the scene within eight minutes (480 seconds),
90% of the time. All ALS units will carry equipment to provide ALS level care as prescribed by the state licensing agency.

c. Dispatch: Call receipt and processing time will be handled within the time requirements of NFPA 1221.

d. Turnout time: Personnel dispatched on an emergency call will be accomplished within 60 seconds.

VI. Reporting

a. Annual Evaluation: The City C Fire Department annually evaluates itself according to performance based on the objectives outlined above

b. Quadrennial Reports: The City C Fire Department submits quadrennial reports to the Mayor with copies to each member of the City Council.
These reports document City Cs Fire Department performance based on annual evaluations. If deficiencies exist,
the report contains potential consequences of the deficiencies as well as a strategic plan to bring the City C Fire Department closer to
the requirements established above and based on the NFPA 1710 standard.
VII. Supporting Documents

a. Mutual Aid Agreement (attached)

b. City Charter NFPA 1710 Excerpt

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Model Quadrennial Report, Example of d. Hazardous Materials Response

City C Fire Department Fire Department hazardous materials response capability

includes personnel, equipment and resources to deploy at
City C has conducted annual evaluations required by
the first responder operational level as required by 29 CFR
NFPA 1710. These annual evaluations assessed City C Fire
1910.120.
Department’s level of service based on staffing,
deployment and response time objectives. The evaluations e. Fire Prevention
are based on data compiled by the City C Fire Department
The Fire Department maintains a level of fire safety and
relative to the level of service, resources deployed and
prevention in accordance with NFPA 1.
response time objectives in each geographic area within
the jurisdiction of the Fire Department. f. Arson Investigation
City C has also prepared the following written quadrennial The Fire Department ensures that fire investigators meet
report required by NFPA 1710. This report is an aggregate the qualifications and job performance requirements of
of four years of annual evaluations. In addition to NFPA 1033.
reporting the department’s status relative to the
performance objectives in 1710, City C Fire Department’s g. Public Education
quadrennial report reveals geographic areas and/or The Fire Department teaches fire safety to local schools,
circumstances where the requirements of NFPA 1710 are businesses and civic organizations.
not being met. Where report objectives are not met, the
report explains the predictable consequences of these h. Special Operations:
deficiencies and addresses the steps necessary to achieve
i. Disaster
compliance with NFPA 1710.
The Fire Department responds to natural disasters,
I. Services Provided terrorism incidents, weapons of mass destruction
According to the City C Fire Department Organizational and mass-scale casualty events in accordance with
Statement, the following services are provided: NFPA 1600.

a. Fire Suppression ii. Confined Space

Fire Department operations are organized to ensure that Fire Department confined space capabilities include
fire suppression capability includes personnel, equipment personnel, equipment, and resources to deploy at
and resources to deploy the initial arriving company, the confined space operational level as required by
initial full alarm assignment, and additional alarm 29 CFR 1910.146.
assignments.
iii. Mutual Aid
b. Rescue See attached Mutual Fire Fighting Assistance
The Fire Department provides services that include Agreement.
locating endangered persons at an emergency incident,
II. Fire Department Accomplishments
removing those persons from danger, treating the injured
The Fire Department engaged in the following activities to
and providing for transport to an appropriate health care
meet and maintain its educational objectives.
facility.
• The Fire Department implemented a home safety survey
c. Emergency Medical Services program conducted by fire fighters.
Fire Department emergency response capability includes
• The Fire Department’s safety brochure was revised and
providing personnel, equipment and resources to deploy
10,000 copies were printed and distributed to residents
at the basic and advanced life level, and providing
of the community.
transport to an appropriate health care facility.
• The Fire Department presents slide shows on fire safety
including home escape planning and proper smoke
alarm placement.

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 • The Fire Department maintains an minute response time to 90 percent minutes response time for 90% of all
educational intervention program of the incidents as established in such incidents, an additional fire
targeted for juvenile firesetters Chapter 4 [of NFPA 1710]. Personnel station is required in the northwest
administered by nationally assigned to the initial arriving quadrant of City C. This new fire
certified personnel. company shall have the capability to station would have an engine
implement an initial rapid company, ladder company and ALS
III. Incident Response Statistics
intervention crew. [NFPA 1710: ambulance. Additional costs
for Fiscal Years _____:
5.2.3.1.1 and 5.2.3.1.2] associated with building a new fire
The Fire Department has the overall station are as follows: the
responsibility for providing the Report and Strategic Plan purchase/lease of an engine, ladder,
highest level of quality emergency City C Fire Department determined and ambulance and the hiring of an
service to the citizens of City C. The that the best assessment of additional 35 personnel to staff all
Fire Department operates on 3 appropriate deployment can be three apparatus 24/7 in accordance
separate 24-hour rotating shifts to developed by combining actual CAD with NFPA 1710 guidelines. This
ensure service delivery 24 hours a data with computer modeled enhancement is projected for
day, 7 days a week. projected response capabilities. completion prior to the next
Using a GIS system allowed City C quadrennial report.
A. Number of calls by type for
Fire Department to graphically
fiscal years ____. Fire Suppression, Initial Full
represent the area covered by the
Fires: Alarm Assignment
Fire Department and to project road
Structural, residential: 2,760 structure coverage meeting Standard
performance objectives found in The fire department shall have the
Structural, non-residential: 832
NFPA 1710. Incidents with capability to deploy an initial full
Vehicle: 2,260 appropriate arrival times have been alarm assignment with an 8-minute
identified differently from incidents response time to 90 percent of the
EMS Responses:
when City C Fire Department incidents as established in Chapter 4.
BLS: 38,726 response times failed to meet [NFPA 1710: 5.2.3.1.1]
ALS: 19,074 performance objectives. Incidents
identified as having inadequate Report and Strategic Plan
Hazardous Materials response times that fall outside City C Fire Department determined
Responses: 604 projected coverage areas indicate a that the best assessment of
False Alarms: 896 need for either additional resources appropriate deployment can be
to be deployed to cover those areas developed by combining actual CAD
B. Call Receipt/Turnout Time: or for current resources to be data with computer modeled
City C communications/dispatch redeployed. projected response capabilities.
center ascertains sufficient A review of both CAD data and a Using a GIS system allowed City C
information and dispatches GIS map (Figure 5-1) indicated that Fire Department to graphically
applicable units within 90 seconds in initial arriving companies in the City represent the area covered by the
not less than 85% of all incidents. C Fire Department arrive on scene Fire Department and to project road
within four minutes for 42% of all structure coverage meeting
C. Response Time performance objectives found in
incidents. This percentile is beneath
Fire Suppression, Initial the 90% criterion established within NFPA 1710. Incidents with
Arriving Company NFPA 1710. In order for City C Fire appropriate arrival times have been
Department to achieve and maintain identified differently from incidents
Standard
on-duty staffing and apparatus at when City C Fire Department
The fire department’s fire response times failed to meet
sufficient levels so that initial
suppression resources shall be performance objectives.
arriving companies arrive on the
deployed to provide for the arrival of
scene of an incident within four
an engine company within a 4-

5-24
FIGURE 5-1. CITY C FIRE INCIDENTS FOUR-MINUTE COVERAGE AREA: FIRST DUE COMPANY

Incidents identified as having inadequate response times must be dispatched. It is this additional response that
that fall outside projected coverage areas indicate a need drives up the response/arrival time for a full alarm
for either additional resources to be deployed to cover assignment on scene. As a result, personnel objectives are
those areas or for current resources to be redeployed. A achieved in 45% of all incidents (Figure 5-3). This
similar routine can be applied to the process of assessing percentile is beneath the 90% criterion established within
those areas where a minimum of 15-17 fire fighters and NFPA 1710. In order for the City C Fire Department to
officers can arrive within eight minutes (480 seconds) achieve and maintain initial full alarm assignment
response time. Incidents requiring 15-17 fire fighters and coverage on the scene of an incident within 8 minutes
officers that fall outside the modeled coverage areas fail response time for 90% of all such incidents, an additional
to meet this performance objective. fire station is required in the northwest quadrant of City C.
This new fire station would have an engine company,
A review of both CAD data and a GIS map (Figure 5-2)
ladder company and ALS ambulance and would be built in
indicated that initial full alarm assignments in the City C
Year 3. Additional costs associated with building a new
Fire Department arrive on scene within eight minutes for
fire station are as follows: the purchase/lease of an engine,
75% of all incidents. However, City C Fire Department
ladder and ambulance and the hiring of an additional 35
dispatches 1 chief, 2 engines, 1 ladder and 1 ambulance
personnel to staff all 3 apparatus in accordance with
with 15 fire fighters and officers when both responding
NFPA 1710 guidelines.
engines are staffed with 4 personnel. If one or both
engines are staffed with 3 personnel, an additional engine

5-25
 EMS-BLS Delivery data with computer modeled differently from incidents when City
projected response capabilities. C Fire Department response times
Standard
Using a GIS system allowed City C failed to meet performance
The fire department’s EMS for Fire Department to graphically objectives. Incidents identified as
providing first responder with AED represent the area covered by the having inadequate response times
shall be deployed to provide for the Fire Department and to project road that fall outside projected coverage
arrival of a first responder with AED structure coverage meeting areas indicate a need for either
company within a four-minute performance objectives found in additional resources to be deployed
response time to 90 percent of the NFPA 1710, the City C Fire to cover those areas or for current
incidents as established in Chapter 4. Department superimposed actual resources to be redeployed.
[NFPA 1710: 5.3.3.4.2] incident locations on a map
A review of both CAD data and a
identifying both where response
Report and Strategic Plan GIS map (Figure 5-4) indicated that
times have been appropriate in the
City C Fire Department determined first responder with AED is deployed
past and where they may fail to meet
that the best assessment of within a four-minute response time
performance objectives in the future.
appropriate deployment can be to 42% of all incidents. This
Incidents with appropriate arrival
developed by combining actual CAD percentile falls below the 90%
times have been identified
criterion established within NFPA

FIGURE 5-2. CITY C FIRE INCIDENTS DEPLOYMENT ASSESSMENT EIGHT-MINUTE COVERAGE AREA: FULL-
ALARM ASSIGNMENT

5-26
1710. It was determined that City C Fire Department did Report and Strategic Plan
not meet the criterion outlined in NFPA 1710. In order City C Fire Department determined that the best
for the City C Fire Department to comply with the assessment of appropriate deployment can be developed
criterion established in NFPA 1710, defibrillators must by combining actual CAD data with computer modeled
be placed in the southwest quadrant of City C. Costs projected response capabilities. Using a GIS system
would include the purchase of three defibrillators. This allowed City C Fire Department to graphically represent
recommendation will be implemented in Year 2. the area covered by the Fire Department and to project
EMS-ALS Delivery road structure coverage meeting performance objectives
found in NFPA 1710, the City C Fire Department
Standard superimposed actual incident locations on a map
When provided, the fire department’s EMS for providing identifying both where response times have been
ALS shall be deployed to provide for the arrival of an appropriate in the past and where they may fail to meet
ALS company within an eight-minute response time to performance objectives in the future. Incidents with
90% of the incidents, as established in Chapter 4. [NFPA appropriate arrival times have been identified differently
1710: 5.3.3.4.3] from incidents when City C Fire Department response
times failed to meet performance objectives. Incidents
identified as having inadequate response times that fall

FIGURE 5-3. CITY C STAFFING ASSESSMENT EIGHT-MINUTE COVERAGE AREA: 15 FIRE FIGHTERS
ON SCENE

5-27
 FIGURE 5-4. CITY C EMS RESPONSE ASSESSMENT FOUR-MINUTE COVERAGE AREA: EMS INCIDENTS

outside projected coverage areas D. Minimum Daily Staffing by having jurisdiction, these companies
indicate a need for either additional Company shall be staffed with a minimum of
resources to be deployed to cover Staffing Engine Companies five or six on-duty members. [NFPA
those areas or for current resources 1710: 5.2.2.1.1 and 5.2.2.1.2]
to be redeployed. Standard
Fire companies whose primary Report and Strategic Plan
A review of both CAD data and a
functions are to pump and deliver City C Fire Department has 10
GIS map (Figure 5-5) indicated that
water and perform basic fire fighting engine companies; 30% or 3 of those
ALS response was within an eight-
at fires, including search and rescue, engine companies are staffed with a
minute response time to 90% of all
shall be known as engine companies. minimum of 3 personnel. City C is
incidents. This percentile meets the
These companies shall be staffed committed to achieving and/or
90% criterion established within
with a minimum of four on-duty maintaining a minimum of 4
NFPA 1710.
personnel. In jurisdictions with personnel on all 10 engine
tactical hazards, high hazard companies over the next 3 years.
occupancies, high incident City C has determined that it is
frequencies, geographical necessary to hire an additional 11
restrictions, or other pertinent personnel to staff all engine
factors as identified by the authority companies with a minimum of 4

5-28
personnel 24 hours a day/7 days a ventilation, search and rescue, aerial Report and Strategic Plan
week. In order to accomplish this operations for water delivery and City C Fire Department has 3 ladder
objective, City C Fire Department rescue, utility control, illumination, companies; 33% or 1 ladder company
will hire 4 fire fighters in Year 1, 4 overhaul and salvage work, shall be is staffed with a minimum of 3
fire fighters in Year 2 and 3 fire known as ladder or truck personnel. City C is committed to
fighters in Year 3. City C will also companies. These companies shall achieving and/or maintaining a
evaluate SOPs for high-risk that may be staffed with a minimum of four minimum of 4 personnel on all 3
require staffing levels of 5 or 6 on-duty personnel. In jurisdictions ladder companies over the next 3
personnel including 1 officer on with tactical hazards, high hazard years. City C has determined that it
engine companies and will also occupancies, high incident is necessary to hire an additional 4
outline a plan of action in Year 3. frequencies, geographical personnel to staff all ladder
restrictions, or other pertinent companies with a minimum of 4
Staffing Ladder Companies
factors as identified by the authority personnel 24 hours a day/7 days a
Standard having jurisdiction, these companies week. In order to accomplish this
Fire companies whose primary shall be staffed with a minimum of objective, City C Fire Department
functions are to perform the variety five or six on-duty members. [NFPA will hire 2 fire fighters in Year 1, 1
of services associated with truck 1710: 5.2.2.2.1 and 5.2.2.2.2] fire fighter in Year 2 and 1 fire fighter
work, such as forcible entry, in Year 3. City C will also evaluate

FIGURE 5-5. CITY C ALS RESPONSE ASSESSMENT EIGHT-MINUTE COVERAGE AREA: EMS INCIDENTS

5-29
 SOPs for high-risk that may require Report and Strategic Plan E. Initial Alarm Response
staffing levels of 5 or 6 personnel 1. City C Fire Department apparatus Initial Full Alarm assignment for a
including 1 officer on ladder respond in support of EMS fire suppression incident is 2 engine
companies and will also outline a incidents and most are staffed and companies, 1 ladder company and 1
plan of action in Year 3. equipped for first responder/AED ambulance.
Staffing EMS Units care.
Initial Full Alarm assignment for a
2. City C Fire Department companies BLS incident is 1 ambulance. If
Standard
expected to provide ALS services ambulance response is delayed, an
On-duty EMS units shall be staffed
are deployed so they arrive within engine may be dispatched to ensure
with the minimum numbers of
an eight-minute response time for prompt EMS delivery.
personnel necessary for emergency
90% of all such incidents.
medical care relative to the level of Initial Full Alarm assignment for an
EMS provided by the fire 3. City C Fire Department patient ALS incident is 1 engine and 1
department. EMS staffing transport apparatus expected to ambulance.
requirements shall be based on the provide ALS on scene and en
Initial Full Alarm assignment for
minimum levels needed to provide route to a treatment facility arrive
special operations or high hazards is
patient care and member safety. within an eight-minute response
3 engines, 2 ladders and 1
Units that provide emergency time for 90% of all such incidents.
ambulance.
medical care shall be staffed at a 4. All BLS and ALS units required in
minimum with personnel that are the City C Fire Department for
trained to the first responder/AED appropriate deployment of EMS
level. Units that provide BLS response services, both response
transport shall be staffed and trained and transport services, are staffed
at the level prescribed by the state or with BLS or ALS personnel to
provincial agency responsible for provide services outlined in the
providing emergency medical department’s organizational
services licensing. Units that provide statement. Appropriate
ALS transport shall be staffed and deployment for ALS responses
trained at the level prescribed by the includes the capability to deploy a
state or provincial agency minimum of two members trained
responsible for providing emergency as emergency medical technicians
medical services licensing. [NFPA (paramedic level) and two
1710: 5.3.3.3.1 and 5.3.3.3.2.3] members trained as emergency
medical technicians (basic level)
within eight minutes.

City C Fire Department ensures the

provision of EMS services outlined
in the department’s organizational
statement.

5-30
F. Estimated Economic Impact of Fire IV. Incident Response Data By Company
Successful delivery of fire protection services involves Statistical Report by Unit For Fiscal Years _____
two major elements—fire prevention and fire suppression.
Unit Total Calls
Because fire prevention will never be 100% successful, it is
necessary to buttress fire prevention goals with adequate Engine 1 344
fire suppression services. It is the objective of the City C Engine 2 772
Fire Department to get to the fire as quickly as possible
and to extinguish it with minimum loss to persons and Engine 3 888
property from the fire and from fire fighting activities. Engine 4 808
Provided below is a breakdown of fire loss for Engine 5 1,040
fiscal year _____.
Engine 6 612
Fire Value Loss
Engine 7 380
Accidental $865,309,152 $26,669,792
Engine 8 912
Incendiary $1,300,468,336 $2,666,168
Engine 9 848
Undetermined $96,420,336 $29,484,732
Engine 10 748
Other $13,115,776 $316,432
Unit Total Calls
Total $2,275,313,600 $59,137,124
Ladder 1 840
G. Number of Patients Treated (EMS) Ladder 2 804
City C treated 57,800 patients in fiscal year _____. Of the
Ladder 3 780
patients, 70% required transport to the local hospital.
Unit EMS Incidents
H. Patient Outcome Statistics for EMS
Ambulance 1 8,724
Approximately 5% of 57,800 patients in fiscal year _____
were in cardiac arrest. City C has a cardiopulmonary Ambulance 2 5,580
resuscitation rate of 17.5%. Ambulance 3 5,862

I. Outcome and Economic Impact for Other Ambulance 4 6,107

Emergency Incidents Ambulance 5 6,634
The total cost of fire would be incomplete without
Ambulance 6 4,885
discussing the indirect economic costs of fire. Indirect
loss refers to missed work and loss of business. City C is Ambulance 7 4,536
highly industrial; a fire at a prominent factory in the city Ambulance 8 6,292
could be devastating to the community.
Ambulance 9 4,490

Ambulance 10 4,690

V. Training Reports
The Training Division for the City C Fire Department is
responsible for an six-step recruiting process that includes
a written examination, candidate physical abilities test,
polygraph, psychological interview, medical examination,
and background investigation.

The Training Division for the City C Fire Department is

also responsible for developing and administering

5-31
 promotional examinations in conjunction with the City Department does not currently provide confined space
Human Resource Division. rescue services.

The Training Division for the City C Fire Department is City C Fire Department has recently entered into a
further responsible for developing training curriculum on mutual aid agreement with the City D Fire Department.
hazardous materials delivery. City D Fire Department provides backup on HazMat
incidents and provides confined space operations. City C
Special Operations and Resources
Fire Department has established a special operations
Standard planning team. During Year 1 the special operations
Special operations shall be organized to ensure that the planning team will develop a special operations plan,
fire department’s special operations capability includes including a list of resources and SOPs that specify the
personnel, equipment and resources to deploy the initial role and responsibilities of the Fire Department and the
arriving company and additional alarm assignments authorized functions of members responding to
providing such services. The fire department shall be hazardous materials and other high-risk incidents.
permitted to use established automatic mutual aid or Additionally, the City C Fire Department Training
mutual aid agreements to comply with the requirements Division will coordinate and maintain personnel training
of [NFPA 1710]. The fire department shall adopt a to the HazMat Technician Level and implement training
special operations response plan and SOPs that specify necessary to provide confined space operations.
the role and responsibilities of the fire department and It is important to note that the City C Fire Department
the authorized functions of members responding to does not provide airport rescue and fire fighting services,
hazardous materials emergency incidents. All fire marine rescue and fire fighting services or wildland
department members who are expected to respond to rescue and fire fighting services. If your jurisdiction is
emergency incidents beyond the first responder responsible for any or all of the above services, data
operations level for hazardous materials response shall would need to be included in both your fire department’s
be trained to the applicable requirements of NFPA 472. annual evaluation and quadrennial report.
All fire department members who are expected to
respond to emergency incidents beyond the confined VI. Future Department Goals
space operations level for confined space operations City C Fire Department has established the following
shall be trained to the applicable requirements of NFPA goals to improve its service capacity.
1670. The fire department shall have the capacity to
• To improve response times for both fire suppression
implement an RIC during all special operations incidents and EMS delivery to ensure compliance with response
that would subject fire fighters to immediate danger of time criteria outlined in NFPA 1710.
injury, or in the event of equipment failure or other
sudden events, as required by NFPA 1500. If a higher • To improve staffing levels to four personnel on all
level of emergency response is needed beyond the engine and ladder companies, ensuring compliance
capability of the fire department for special operations, with staffing criteria outlined in NFPA 1710.
the fire department shall determine the availability of • To train all fire fighters to the HazMat technician level
outside resources that deploy these capabilities and and to implement a confined space rescue program.
procedures for initiating their response. The fire
department shall be limited to performing only those • To obtain training for all Fire Department employees
through the National Highway Transportation Agency
specific special operations functions for which its
Child Safety Seat Technician Program. Upon
personnel have been trained and are properly equipped.
completion of training, Fire Department employees
[NFPA 1710: 5.4.1 - 5.4.6]
will schedule and conduct regular car seat checks
Report and Strategic Plan throughout the city.
City C Fire Department provides HazMat First
Responder training to all Fire Department personnel.
This training enables the City C Fire Department to
provide HazMat First Responder services. City C Fire

5-32
Bibliography International City Managers Association, Municipal Fire
Administration (Chicago, IL:ICMA) 1967; pp. 161-162.
American Heart Association, “Guidelines for
Cardiopulmonary Resuscitation and Emergency Cardiac International City Management Association, Managing
Care,” JAMA, 268:76; October 28, 1992. Fire Services, (Washington, DC:ICMA) 1979; pp. 80, 214-
215, 218-219.
American Insurance Association, “Fire Department
Efficiency,” Special Interest Bulletin No. 131, December Jermyn, B.D., Response Interval Comparison Between
1975. Urban Fire Departments and Ambulance Services,”
Prehospital Emergency Care, Vol.3-1;1999.
American Insurance Association, “Fire Department
Manning,” Special Interest Bulletin No. 319, December Kerber, R.E., Statement on Early Defibrillation from the
1975. Emergency Cardiac Care Committee, AHA, Circulation,
83:6; 1991.
Brunacini, Alan V., “Shrinking Resources vs. Staffing
Realities,” NFPA Journal, May/June 1992; pp. 28 and 120. Kern, Karl B., et al, “New Guidelines for Cardiopulmonary
Resuscitation and Emergency Cardiac Care: Changes in
Casey, James F., “Manpower—How Much Do You Need?,”
the Management of Cardiac Arrest,” JAMA, March 14,
Fire Engineering, October 1969; pp. 111-113.
2001: Vol. 285, No. 10, pp. 1267-1269.
Centaur Associates (conducted for FEMA), “Report on the
Kimball, Warren Y., Manning for Fire Attack (Boston,
Survey of Fire Suppression Crew Size Practices,” June 30,
MA:NFPA) 1969.
1982; pp. 18-20.
McManis Associates and John T. O’Hagan and Associates,
Commission on Fire Accreditation International, Fire &
“Dallas Fire Department Staffing Level Study,” June 1984;
Emergency Service Self-Assessment Manual, 6th edition
pp. I-2 & II-1 through II-7.
(Fairfax, VA: CFAI) 2000.
Metro Chiefs/International Association of Fire Chiefs,
Cushman, Jon, Seattle, WA Fire Department’s “Abstract:
“Metro Fire Chiefs—Minimum Staffing Position,” May
Report to Executive Board, Minimum Manning as Health
1992.
& Safety Issue,” 1981.
Morrison, Richard C., “Manning Levels for Engine and
De Maio, V.J., Stiell, I.G., Wells, G.A., Spaite, D.W., Cardiac
Ladder Companies in Small Fire Departments,” 1990.
arrest witnessed by Emergency Medical Services
personnel: descriptive epidemiology, prodromal National Fire Academy, Executive Development Program
symptoms, and predictors of survival. Ann Emerg Med III, “Fire Engines Are Becoming Expensive Taxi Cabs:
2000; 35:138-146. Inadequate Manning,” February 1981; pp. 2 and 4.

Eisenberg, M.S., et al, (1993), “Predicting Survival From National Fire Protection Association, “Decision of the
Out-of-Hospital Cardiac Arrest: A Graphic Model,” Ann Standards Council on the Complaint of M.E. Hines, Texas
Emerg Med; November 1993. Commission on Fire Protection, concerning a Formal
Interpretation on NFPA 1500, Standard on Fire
Gerard, John C. and Jacobsen, A. Terry, “Reduced Staffing:
Department Occupational Safety and Health Program,”
At What Cost?,” Fire Service Today, September 1981; pp.
April 6, 1994.
15-21.
National Fire Protection Association, NFPA 1410 Training
International Association of Fire Fighters, “Analysis of
Standard on Initial Fire Attack, 2000.
Fire Fighter Injuries and Minimum Staffing Per Piece of
Apparatus in Cities with Populations of 150,000 or More,” National Fire Protection Association, NFPA 1500 Standard
December 1991. on Fire Department Occupational Safety and Health
Program, August 1997.
International City Management Association, Managing
Fire Services, 2nd Edition (Washington, DC:ICMA) 1988; National Fire Academy, “Fire Risk Analysis: A Systems
pp. 119-120. Approach,” student manual, National Emergency Training
Center, NFA-SM-FRAS, July 20, 1984.

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 National Fire Protection Association, NFPA 197 Training Stiell, I.G., Spaite, D.W., Wells, G.A., et.al., The Ontario
Standard on Initial Fire Attack, 1966. Prehospital Advanced Life Support (OPALS) Study:
Rationale and Methodology for Cardiac Arrest Patients.
National Institute for Occupational Safety and Health,
Ann Emerg Med 1998; 32:180-190.
Health Hazard Evaluation Reports for Sedgwick County,
KS, Nos. HETA 90-395-2117 and HETA 90-395-2121, June Valenzuela TD, et. al., “Outcomes of Rapid Defibrillation
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New England Journal of Medicine, October 26 2000; pp.
Nevada Occupational Safety and Health Review Board,
1259-60.
Administrator of the Division of Occupational Safety &
Health v. Clark County Fire Department (Statement of
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1990.

Office of the Fire Marshal of Ontario, “Fire Ground

Staffing and Delivery Systems Within A Comprehensive
Fire Safety Effectiveness Model,” December 3, 1993.

Ohio State University/Columbus Fire Division,

“Measuring Firefighting Effectiveness,” September 15,
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Onieal, Denis G., “In Response to the Demand for Fire

Department Cutbacks,” Ed.D, Fire Engineering, August
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Evaluation System (FIREDAP),” December 1991; p. 1.

Pell, JP et.al., Effect of Reducing Ambulance Response

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Roberts, Bill, Fire Chief, City of Austin, “The Austin Fire

Department Staffing Study,” March 1993.

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Identification and Treatment of Acute Myocardial
Infarction. National Institutes of Health, 1993;
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Stiell, I.G., Wells, G.A., Field, B.J., et.al., Improved out-of-

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5-34
 GLOSSARY OF TERMS
Advanced Cardiac Life Support (ACLS) Course taught by the American Heart Association for ALS providers
using algorithms to teach methods of treatment for cardiac
emergencies.

Advanced Life Support (ALS) Functional provision of advanced airway management, including
intubation, advanced cardiac monitoring, manual defibrillation,
establishment and maintenance of intravenous access, and drug
therapy.

Aircraft Rescue and Fire Fighting (ARFF) The fire-fighting actions taken to rescue persons and to control or
extinguish fire involving or adjacent to aircraft on the ground.

Aircraft Rescue and Fire-Fighting Vehicle A vehicle intended to carry rescue and fire-fighting equipment for
rescuing occupants and combating fires in aircraft, or in the vicinity
of, an airport.

Airport Fire Department Personnel Personnel under the operational jurisdiction of the chief of the
airport fire department assigned to aircraft rescue and fire-fighting or
other emergency response vehicles.

Alarm A signal or message from a person or device indicating the existence

of a fire, medical emergency or other situation that requires fire
department action.

Alarm Time The point of receipt of the emergency alarm at the public safety
answering point to the point where sufficient information is known
to the dispatcher to deploy applicable units to the emergency.

Ambulance A vehicle designed and operated for transportation of ill and injured
persons, equipped and staffed to provide for first aid or life support
measures to be applied during transportation.

Apparatus A motor-driven vehicle or group of vehicles designed and constructed

for the purpose of fighting fires.

Arrival Wheels stopped and brakes engaged.

Authority Having Jurisdiction The organization, office, or individual responsible for approving
equipment, materials, an installation, or a procedure.

Automatic Aid The predetermined immediate joint response of personnel and

equipment for an alarm to a neighboring jurisdiction. This process is
accomplished through simultaneous dispatch, documented in writing,
and included as part of a communication center’s dispatch protocols.

A-1
 Automatic External Defibrillator (AED) A device that administers an electric shock through the chest wall
to the heart using built-in computers to assess the patient’s heart
rhythm and defibrillate as needed. Audible and/or visual prompts
guide the user through the process.

Basic Life Support (BLS) Functional provision of patient assessment, including basic airway
management; oxygen therapy; stabilization of spinal, musculo-
skeletal, soft tissue, and shock injuries; stabilization of bleeding;
and stabilization and intervention for sudden illness, poisoning and
heat/cold injuries, childbirth, CPR, and automatic external
defibrillator (AED) capability.

Basic Life Support First Response (EMS) Functional provision of initial assessment (i.e. airway, breathing,
and circulatory systems) and basic first-aid intervention, including
CPR and automatic external defibrillator (AED) capability.

Call Processing Time See Dispatch Time

Centers for Medicare and Medicaid Services (CMS) An agency within the Department of Health and Human Services
responsible for administering of Medicare/Medicaid and
supporting functions and services. Formerly known as the Health
Care Financing Administration (HCFA), the new name reflects the
increased emphasis at the Centers for Medicare & Medicaid
Services on responsiveness to beneficiaries and providers, and on
improving the quality of care that beneficiaries receive in all parts
of Medicare and Medicaid

Code An extensive compilation of provisions covering broad subject

matter or that is suitable for adoption into law independently of
other codes and standards.

Company A group of members: 1) Under the direct supervision of an officer;

2) Trained and equipped to perform assigned tasks; 3) Usually
organized and identified as engine companies, ladder companies,
rescue companies, squad companies, or multi-functional
companies; 4) Operating with one piece of fire apparatus (engine,
ladder truck, elevating platform, quint, rescue, squad, ambulance)
except where multiple apparatus are assigned that are dispatched
and arrive together, continuously operate together, and are
managed by a single company officer; 5) Arriving at the incident
scene on fire apparatus.

Company Officer A supervisor of a crew/company of personnel.

Compliance Adherence or conformance to laws and standards. Compliant.

Meeting or exceeding all applicable requirements of this standard.

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Computer-Aided Dispatch (CAD) Computer-aided dispatch including, but not limited to, primary
dispatch entry and automated time stamping, 9-1-1 data interface,
demand pattern analysis, system status management, automated
patient locator aids, response time reporting and documentation, and
when installed, automated vehicle tracking.

Coverage The amount of road miles or extent to which the road structure is
covered equally by the emergency response resources deployed.

Cross-Trained/Dual Role (CT/DR) An emergency service that allows personnel trained in emergency
situations to perform to the full extent of their training, whether the
situation requires firefighting or medical care. This system type offers
a greater level of efficiency that its single-role counterparts.

Defibrillation The delivery of a very large electrical shock to the heart which stops
the abnormal electrical activity and allows the heart to restart
normally on its own. Defibrillation reverses certain types of cardiac
arrest and restores functional cardiac activity when applied soon
after the onset of cardiac arrest.

Direct Attack Fire-fighting operations involving the application of extinguishing

agents directly onto the burning fuel.

Dispatch To send out emergency response resources promptly to an address or

incident location for a specific purpose.

Dispatch Time The point of receipt of the emergency alarm at the public safety
answering center, to the point where sufficient information is known
to the dispatcher and applicable units are notified of the emergency.

Emergency Incident A specific emergency operation.

Emergency Medical Care The provision of treatment to patients, including first aid,
cardiopulmonary resuscitation, basic life support (EMT level),
advanced life support (Paramedic level), and other medical
procedures that occur prior to arrival at a hospital or other health
care facility.

Emergency Medical Technician A generic term for any prehospital provider trained at the EMT-Basic
level of higher.

Emergency Medical Technician-Basic (EMT-B) A prehospital BLS provider with approximately 110 hours of training
based on the NHTSA National Standard Curriculum.

Emergency Medical Technician-Paramedic (EMT-P) A prehospital provider trained according to NHSTA National
Standard Curriculum to advanced levels, including all ALS
procedures.

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 Emergency Operations Activities of the fire department relating to rescue, fire
suppression, emergency medical care, and special operations,
including response to the scene of the incident and all functions
performed at the scene.

Engine Company Fire companies whose primary functions are to pump and deliver
water and perform basic fire fighting at fires, including search and
rescue, are known as Engine companies (NFPA Standard 1710,
Section 5.2.2.1).

Fire Apparatus A fire department emergency vehicle used for rescue, fire
suppression, or other specialized functions.

Fire Chief The highest ranking officer in charge of the fire department.

Fire Department Member See Member

Fire Department Vehicle Any vehicle, including fire apparatus, operated by the fire
department.

Fire Protection Methods of providing for fire control and extinguishment.

Fire Suppression The activities involved in controlling and extinguishing fires.

First Responder (EMS) Functional provision of initial assessment (i.e., airway, breathing,
and circulatory systems) and basic first-aid intervention, including
CPR and automatic external defibrillator capability.

Forcible Entry Techniques used by fire personnel to gain entry into buildings,
vehicles, aircraft, or other areas of confinement when normal
means of entry are locked or blocked.

Fractile Response Time Fractile response time is the reporting method preferred to
response time averaging. For fractile reporting, list response times
by length of time in ascending order. Then, draw a line to include a
percentage (e.g., 90%) of the response times. The response time
below that line is the 90% fractile response time (e.g., response
within 6 minutes, 90% of the time).

Geographic Information Systems (GIS) A system of computer software, hardware, data, and personnel to
manipulate, analyze, and present information tied to a spatial
location; GIS includes: Spatial location (usually a geographic
location); information (visual analysis of data); and system (linking
software, hardware, data).

Hazard The potential for harm or damage to people, property, or the

environment.

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Hazardous Material A substance that presents an unusual danger to persons due to
properties of toxicity, chemical reactivity, decomposition, corrosivity,
explosion or detonation, etiological hazards or similar properties.

Health Care Financing Administration (HCFA) See Centers for Medicare and Medicaid Services (CMS).

High Hazard Occupancy Building that has high hazard materials, processes or contents.

Incident Command System (ICS) The combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure
with responsibility for the management of assigned resources to
effectively accomplish stated objectives pertaining to an incident.

Incident Commander The fire department member in overall command of an emergency

incident.

Incident Management System (IMS) An organized system of roles, responsibilities, and standard operating
procedures used to manage emergency operations.

Incident Safety Officer An individual appointed to respond or assigned at an incident scene

by the incident commander to perform the duties and responsibilities
of that position as part of the command staff.

Indirect Attack Fire-fighting operations involving the application of extinguishing

agents to reduce the buildup of heat released from a fire without
applying the agent directly onto the burning fuel.

Initial Attack Fire-fighting efforts and activities that occur in the time increment
between the arrival of the fire department on the scene of a fire and
the tactical decision by the incident commander that the resources
dispatched on the original response will be insufficient to control and
extinguish the fire, or that the fire is extinguished.

Initial Full-Alarm Assignment Those personnel, equipment, and resources ordinarily dispatched
upon notification of a structural fire.

Initial Rapid Intervention Crew (IRIC) Two members of the initial attack crew who are assigned for rapid
deployment to rescue lost or trapped members.

Jurisdiction The department’s territorial range of authority as provided by the

local government.

Marine Rescue and Fire Fighting The fire-fighting action taken to prevent, control, and extinguish fire
involved in or adjacent to a marine vessel and the rescue actions for
occupants using normal and emergency routes for egress.

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 Medical Director Physician trained in emergency medicine designated as a medical
director for the local EMS agency. Responsibilities include clinical
care, protocol development, field observation, clinical training and
continuing education oversight, reviewing call reports for clinical
protocol compliance, and reviewing patient care cases as part of
an overall effort to assess system quality and performance.

Member A person involved in performing the duties and responsibilities of

a fire department under the auspices of the organization.

Mutual Aid Reciprocal assistance by emergency services under a prearranged

plan.

On Scene Emergency response resources at the address or incident location

to which they were dispatched.

Public Fire Department An organization providing rescue, fire suppression, emergency

medical services, and related activities to the public.

Public Safety Answering Point (PSAP) Any facility where 911 calls are answered, either directly or
through re-routing.

Quality The degree to which health services for individuals and

populations increase the likelihood of desired health outcomes
and are consistent with current professional knowledge.

Quint Apparatus A fire department emergency vehicle with a permanently mounted

fire pump, a water tank, a hose storage area, an aerial device with
a permanently mounted waterway, and a complement of ground
ladders.

Rapid Intervention Crew (RIC) A dedicated crew of fire fighters who are assigned for rapid
deployment to rescue lost or trapped members.

Related Activities Any and all functions that fire department members can be called
upon to perform in the performance of their duties.

Request Any call for emergency medical assistance requiring the dispatch
of mobile resources to assess and mitigate the potential
emergency.

Rescue Those activities directed at locating endangered persons at an

emergency incident, removing those persons from danger, treating
the injured, and providing for transport to an appropriate health
care facility.

Response Time The time that begins when units are en route to the emergency
incident and ends when units arrive at the scene.

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Road Structure The systematic arrangement of interrelated roads that compose a
jurisdictions transportation network.

Special Operations Those emergency incidents to which the fire department responds
that require specific and advanced training and specialized tools and
equipment.

Specialized Apparatus A fire department emergency vehicle that provides support services
at emergency scenes, including command vehicles, rescue vehicles,
hazardous material containment vehicles, air supply vehicles,
electrical generation and lighting vehicles, or vehicles used to
transport equipment and personnel.

Staff Aide A fire fighter or fire officer assigned to a supervisory chief officer to
assist with the logistical, tactical, and accountability functions of
incident, division, or sector command.

Standard A document, the main text of which contains only mandatory

provisions using the word “shall” to indicate requirements and which
is in a form generally suitable for mandatory reference by another
standard or code or for adoption into law. Nonmandatory provisions
shall be located in an appendix, footnote, or fine-print and are not to
be considered a part of the requirements a standard.

Standard Operating Procedures (SOPs) An organizational directive that establishes a standard course of
action.

Structural Fire Fighting The activities of rescue, fire suppression, and property conservation
in buildings, enclosed structures, aircraft interiors, vehicles, vessels,
aircraft, or like properties that are involved in a fire or emergency
situation.

Supervisory Chief Officer A member whose responsibility is to assume command through a

formalized transfer of command process and to allow company
officers to directly supervise personnel assigned to them.

Sustained Attack The activities of fire confinement, control, and extinguishment that
are beyond those assigned to the initial responding companies.

Truck (Ladder) Company Fire companies whose primary functions are to perform the variety
of services associated with truck work, such as forcible entry,
ventilation, search and rescue, aerial operations for water delivery
and rescue, utility control, illumination, overhaul, and salvage work,
shall be known as ladder or truck companies (NFPA Standard 1710,
Section 5.2.2.2).

Turnout Includes personnel preparation, boarding the vehicle, starting the

vehicle, placing the vehicle in gear, and moving the vehicle towards
the emergency scene.

Turnout Time The time beginning when units acknowledge notification of the
emergency to the beginning point of response time.
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A-8
 GLOSSARY OF ACRONYMS
ACLS Advanced Cardiac Life Support IAFC International Association of Fire
Chiefs
AED Automatic External Defibrillator
IAFF International Association of Fire
AHA American Heart Association Fighters

ALS Advanced Life Support IMS Incident Management System

ANSI American National Standards Institute IRIC Initial Rapid Intervention Crew

ARFF Aircraft Rescue and Fire Fighting IRIT Initial Rapid Intervention Team

BLS Basic Life Support ISO Insurance Service Office

CAAS Commission on Accreditation of MRFF Marine Rescue Fire Fighting

Ambulance Services
NFIRS National Fire Incident Report System
CAD Computer-Aided Dispatch
NHTSA National Highway Traffic and Safety
CFAI Commission on Fire Accreditation Administration
International
NFPA National Fire Protection Association
CMS Centers for Medicare and Medicaid
Services NIOSH National Institute of Occupational
Safety and Health
CT/DR Cross-Trained/Dual Role
PPE Personal Protective Equipment
EMS Emergency Medical Services
PSAP Public Safety Answering Point
EMT-B Emergency Medical Technician-Basic
QA Quality Assessment
EMT-P Emergency Medical Technician-
Paramedic RIC Rapid Intervention Crew

FAA Federal Aviation Administration RIT Rapid Intervention Team

GIS Geographic Information System SCBA Self-contained breathing apparatus

GPS Global Positioning System SOPs Standard Operating Procedures

HCFA Health Care Financing Administration TQM Total Quality Management

ICMA International City/County Management

Association

ICS Incident Command System

B-1
 INTERNATIONAL ASSOCIATION INTERNATIONAL ASSOCIATION
OF FIRE FIGHTERS, AFL-CIO, CLC OF FIRE CHIEFS

1750 New York Avenue, N.W. 4025 Fair Ridge Drive

Washington, D.C. 20006 Fairfax, VA 22033
202-737-8484 703-273-0911
www.iaff.org www.iafc.org