COMMISSION ON FIRE ACCREDITATION INTERNATIONAL

FIRE ANDEMERGENCY SERVICES SELF ASSESSMENT MANUAL

8TH

EDITION

LAS VEGAS FIRE & RESCUE JOHN (MIKE) MYERS, FIRE CHIEF

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

ELECTED OFFICIALS CAROLYN G. GOODMAN, MAYOR

STAVROS S. ANTHONY, MAYOR PRO TEM–WARD 4

STEVE WOLFSON, COUNCILMAN–WARD 2

LOIS TARKANIAN, COUNCILWOMAN–WARD 1

STEVEN D. ROSS, COUNCILMAN–WARD 6

RICKI Y. BARLOW, COUNCILMAN–WARD 5

BOB COFFIN, COUNCILMAN–WARD 3

DECEMBER 1, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

TABLE OF CONTENTS

Page CATEGORY 1 – GOVERNANCE AND ADMINISTRATION Criterion 1A – Governing Body .................................................................................................. 1-3 Criterion 1B - Agency Administration ...................................................................................... 1-13 CATEGORY 2 - ASSESSMENT AND PLANNING Criterion 2A - Documentation of Area Characteristics ............................................................... 2-2 Criterion 2B - Fire Risk Assessment and Response Strategies ................................................. 2-14 Criterion 2C - Non-Fire Risk Assessment and Response Strategies ......................................... 2-27 Criterion 2D - Strategic Planning .............................................................................................. 2-39 CATEGORY 3 - GOALS AND OBJECTIVES Criterion 3A - Goals and Objectives ........................................................................................... 3- 2 Criterion 3B - Implementation of Goals and Objectives ............................................................. 3-7 Criterion 3C – Measurement of Organizational Process ........................................................... 3-10 CATEGORY 4 - FINANCIAL RESOURCES Criterion 4A - Financial Planning ................................................................................................ 4-2 Criterion 4B - Financial Practices ................................................................................................ 4-1 Criterion 4C - Resource Allocation ........................................................................................... 4-12 CATEGORY 5 - PROGRAMS Criterion 5A - Fire Suppression ................................................................................................ 5A-2 Criterion 5B - Fire Prevention/Life Safety Program..................................................................5B-2 Criterion 5C - Public Education Program ..................................................................................5C-2 Criterion 5D - Fire Investigation Program ................................................................................ 5D-2 Criterion 5E - Technical Rescue ................................................................................................ 5E-2 Criterion 5F - Hazardous Materials (Hazmat) ........................................................................... 5F-2 Criterion 5G - Emergency Medical Services (EMS) ................................................................ 5G-2 Criterion 5H – Domestic Preparedness Planning/Response ..................................................... 5H-2 Criterion 5I - Aviation Rescue and Fire Fighting Services ......................................................... 5I-2 Criterion 5J – Marine/Shipboard Firefighting/Rescue Services ................................................. 5J-2 Criterion 5K – Bomb Squad Services ....................................................................................... 5K-2 CATEGORY 6 - PHYSICAL RESOURCES Criterion 6A – Physical Resources Plan ...................................................................................... 6-2 Criterion 6B – Fixed Facilities ..................................................................................................... 6-5 Criterion 6C - Apparatus and Vehicles ...................................................................................... 6-10 Criterion 6D – Apparatus Maintenance ..................................................................................... 6-15 Criterion 6E – Tools and Small Equipment ............................................................................... 6-25 Criterion 6F - Safety Equipment ................................................................................................ 6-30 CATEGORY 7 - HUMAN RESOURCES Criterion 7A - Human Resources Administration ....................................................................... 7-2

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Criterion 7B - Recruitment, Selection, Retention, Promotion ..................................................... 7-6 Criterion 7C - Personnel Policies and Procedures ..................................................................... 7-18 Criterion 7D - Use of Human Resources ................................................................................... 7-25 Criterion 7E - Personnel Compensation .................................................................................... 7-33 Criterion 7F – Occupational Health & Safety/Risk Mgmt ........................................................ 7-36 Criterion 7G – Wellness/Fitness Programs ................................................................................ 7-44 CATEGORY 8 -TRAINING AND COMPETENCY Criterion 8A - Training and Education Program Requirements .................................................. 8-2 Criterion 8B - Training and Education Program Performance .................................................... 8-9 Criterion 8C - Training and Education Resources ..................................................................... 8-15 CATEGORY 9 - ESSENTIAL RESOURCES Criterion 9A - Water Supply ....................................................................................................... 9- 2 Criterion 9B - Communication Systems .................................................................................... 9-14 Criterion 9C - Administrative Support Services/Office Systems .............................................. 9-25 CATEGORY 10 - EXTERNAL SYSTEMS RELATIONSHIPS Criterion 10A - External Agency Relationships ........................................................................ 10-2 Criterion 10B - External Agency Agreements ........................................................................... 10-7

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REFERENCES / EXHIBITS LIST Page CATEGORY 1 – GOVERNANCE AND ADMINISTRATION 1-1 Criterion 1A 1-3 Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting

sometime before May 1912

City Manager’s Office Organizational Chart, 2011 NRS 354 Local Financial Administration 1A.1 1-4 Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting

sometime before May 1912

1A.2 1-5 City Auditor’s Office policy statement Audit of Fire & Rescue: Fire Investigations – Bomb Squad (1301-0708-05) Audit of Fire Prevention Division (1303-0809-06) Audit of the Metropolitan Medical Response System grant program (2010-1011-06) City of Las Vegas complete audit report website Annual audit recommendation follow-up as of June 30, 2010, page 3-4, 6 1A.3 1-7 Job description for Director, Fire & Rescue (Fire Chief) 1A.4 1-8 City of Las Vegas Governance: How the City Works, CITY MANAGER and

Organizational Structure, page 2

Las Vegas Fire & Rescue Organizational Charts, 2007 and 2011 1A.5 1-9 NRS 281A Ethics in government (for example: 281A.020 (b); 281A.210, and 281A.420) HR3.06.02 Workplace relationships constituting conflicts policy HR3.12.01 Outside employment policy CM109 Campaigning for political office and/or serving as an elected official policy CM403 Employee-vendor relationship policy 1A.6 1-10 City Manager Information Brief (CMIR) procedures City Manager Information Brief (CMIR) Intranet site (available online on site) Example Team Las Vegas agenda and notes 1A.7 1-11 City of Las Vegas organizational chart, 2010 City Manager’s Office organizational chart, 2011 1A.8 1-12 Las Vegas Fire & Rescue website Las Vegas Fire & Rescue strategic business plan FY2012 Criterion 1B 1-13 Las Vegas Fire & Rescue organizational chart, 2011 Las Vegas Fire & Rescue strategic business plan FY2012 1B.1 1-14 Las Vegas Fire & Rescue organizational charts: July 2010 and 2011 1B.2 1-15 Las Vegas Fire & Rescue strategic business plans FY2012 and FY2010

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Example budget update Cost vs. Budget Reports: June 2011, June 2010, June 2009 1B.3 1-16 City of Las Vegas policies and procedures Intranet site (available online on site) 1B.4 1-18 List of LVFR City job descriptions (all City job descriptions available online) City of Las Vegas organization chart, 2010 City Manager’s Office organizational chart, 2011 Las Vegas Fire & Rescue organizational chart, 2011 1B.5 1-20 City Ordinance 5154 (July 12, 1999) CATEGORY 2 - ASSESSMENT AND PLANNING 2-1 Criterion 2A 2-2 ISO engine truck coverage maps LVRF standards of cover manual, 2011 edition, Section A: Community served and

Section C: Community expectations and performance goals, and Section D: Risk assessment

2A.1 2-3 Example maps: Las Vegas Valley metropolitan area; LVFR battalion maps; Demand

zones

2A.2 2-4 Example maps: Las Vegas Valley metropolitan area; LVFR battalion map; Demand

zones

2A.3 2-5 LVFR standard of cover manual, 2011 edition, Section A: Community of Las Vegas,

page A-6

Population density by fire district map 2A.4 2-7 NFPA fire experience surveys: 2008-2010 OSHA Log 300 (available onsite) 2A.5 2-8 City of Las Vegas Department of Planning and Development website US Census Bureau American FactFinder website National Weather Service website Customized maps (land use, flood control network, commercial structure height, public

schools, and group quarters)

2A.6 2-10 Las Vegas Perspective: 2010 and 2011 (available on site) Clark County Monitoring Program website CityLink: City Manager’s newsletter (available electronically onsite) The Center for Business and Economic Research – University of Nevada, Las Vegas City of Las Vegas Comprehensive Annual Financial Report FY2010 2A.7 2-12 Example hydrant map (all district maps available electronically on site) ISO classification notification 2010 hydrant flow test report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Criterion 2B 2-14 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2B.1 2-15 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals; Section F: Performance objectives and performance measures

2B.2 2-16 Risk analysis output summary, pages 6-10 Location distribution maps, page 1 LVFR standards of cover manual, 2011 edition, Table 27 Percent of fire incident

occurrence per NFIRS category

2B.3 2-18 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Special physical assets Overall fire risk assessment map 2B.4 2-20 NFPA 1710 Standard for the organization and deployment of fire suppression,

emergency medical, and special operations to public by career fire departments, 2010 edition

LVFR standards of cover manual, 2011 edition, Section D: Risk assessment, Fire risk, page D-4

2B.5 2-22 Fire & Emergency Service Self-Assessment Manual, pages 70-71 NFPA 1710 Standard for the organization and deployment of fire suppression,

emergency medical, and special operations to public by career fire departments, 2010 edition

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and performance goals and Section F: Performance objectives and performance measures

2B.6 2-24 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2B.7 2-25 Commercial locations with sprinklers Residential locations with sprinklers 2B.8 2-26 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Performance Plus data FY2010 and FY 2011 Fire Prevention division Criterion 2C 2-27 Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition –

Section E: Historic perspective and system performance)

Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)

2C.1 2-28 Standards of cover manual, 2011 edition – Section D: Risk assessment, Non-fire risk

assessment starting on D18

Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)

2C.2 2-30

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)

Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E: Historic perspective and system performance)

2C.3 2-32 Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section

E: Historic perspective and system performance)

2C.4 2-34 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment 2C.5 2-35 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C-10 through C-25; Section F: Performance objectives and performance measures

2C.6 2-37 LVFR standards of cover manual, 2011 edition, Section D: Risk assessment Criterion 2D 2-39 Las Vegas Fire & Rescue strategic business plan FY2012 Signed FY2012 SBP change document 2D.1 2-40 Las Vegas Fire & Rescue strategic business plans FY2009, FY2010, and FY2011 Performance Plus presentations FY2010 and FY2011 2D.2 2-41 Las Vegas Fire & Rescue strategic business plan FY2012 Signed FY2012 SBP change document CATEGORY 3 - GOALS AND OBJECTIVES 3-1 Criterion 3A 3-2 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition 3A.1 3-3 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals and Section F: Performance objectives and performance measures

3A.2 3-5 FY2012 PPET template for quarterly reporting instructions, page 2 FY2012 PPET quarterly presentation template LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals and Section F: Performance objectives and performance measures

3A.3 3-7 Las Vegas Fire & Rescue Internet website Knowledge Network – LVFR’s Intranet SharePoint site (access available on site) Public education handouts (available on site) 3A.4 3-9 Las Vegas Fire & Rescue strategic business plan FY2012 FY2012 change document LVFR standards of cover manual, 2011 edition, Section H: Overall evaluation Criterion 3B 3-10

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Las Vegas Fire & Rescue strategic business plan FY2012 3B.1 3-11 Las Vegas Fire & Rescue strategic business plan FY2012 P+ Application and OBI Dashboard Screenshots (access available on site) 3B.2 3-12 LVFR strategic resources SharePoint site (available electronically on site) Criterion 3C 3-13 Las Vegas Fire & Rescue strategic business plan FY2012 Las Vegas Fire & Rescue PPET presentations FY2011 Example program action plans 3C.1 3-14 Las Vegas Fire & Rescue strategic business plan FY2012 LVFR standards of cover manual, 2011 edition, Section B: Community expectations and

performance goals; Section F: Performance objectives and performance measures

3C.2 3-16 Las Vegas Fire & Rescue strategic business plan FY2012 Las Vegas Fire & Rescue PPET Presentations FY2010 and FY2011 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals

CATEGORY 4 - FINANCIAL RESOURCES 4-1 Criterion 4A 4-2 City of Las Vegas Municipal Code 4.08.010 Nevada Revised Statutes 354 §§472, 5945, 596, 598 4A.1 4-3 Budget workshop meeting agenda and minutes, April 06, 2011

Special joint City Council and Redevelopment Agency budget workshop meeting agenda and minutes, May 17, 2011

Tentative budget message to the Mayor and City Council April 14, 2011 City of Las Vegas Municipal Code 4.08.010 Budget PowerPoint presentation by Mark Vincent April 6, 2011 Budget memo from Mark Vincent December 22, 2010 General Fund expenditure projection report by budget org as of December 31, 2010 4A.2 4-5 City of Las Vegas Municipal Code 4.08.010 Nevada Revised Statutes 354 §§472, 5945, 596, 598 Budget workshop meeting agenda and minutes, April 06, 2011 Special joint City Council and Redevelopment Agency budget workshop meeting

agenda and minutes, May 17, 2011

City of Las Vegas budget policies for FY2012

4A.3 4-7 Capital Project Report – September 2011 Total Revenues & Expenditure by account report – LVFR: FY12 4A.4 4-8 Las Vegas Fire & Rescue strategic business plan FY2012 Performance Plus presentation and financial report – First quarter FY2012

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

4A.5 4-10 Nevada Revised Statute 354 § 626 Unlawful Expenditure of Money Fire budget monitor summary report – June 30, 2011 Cost vs. budget reports: June 2011, June 2010, June 2009 Capital project report – June 2011 City of Las Vegas budget policies for FY2012 Criterion 4B 4-12 City of Las Vegas Comprehensive Annual Financial Report FY2010 Criterion 4C 4-13 Las Vegas Fire & Rescue strategic business plan FY2012 4C.1 4-14 General Fund expenditure projection report by budget org as of December 31, 2010 City of Las Vegas budget policies for FY2012 IAFF Contract Concessions Agenda Item No.51 – City Council Meeting on July 7, 2010 IAFF Contract Concessions Agenda Item No.55 – City Council Meeting on October 5,

2011

4C.2 4-15 City of Las Vegas Comprehensive Annual Financial Report FY2010, page 25 4C.3 4-17 Fire budget monitor as of June 30, 2011 (line items 540100, 540200, and 69100) 4C.4 4-18 City of Las Vegas budget policies for FY2012 4C.5 4-19 Tentative budget message (page 23) dated April 14, 2011 CATEGORY 5 - PROGRAMS 5-1 Criterion 5A - Fire Suppression 5A-2 LVFR standards of cover manual, 2011 edition, Section B: Services provided, page B1;

and Section C: Community expectations and performance goals, pages C4-C9

5A.1 5A-4 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C4-C9; Section D: Risk assessment, pages D7-D15; Section F: Performance objectives and performance measures, pages F1-F4

NFPA 1710 Organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire departments, 2010 edition

NFPA 1901 Standard for automotive fire apparatus, 2009 edition 5A.2 5A-6 NFPA 1901 Standard for automotive fire apparatus, 2009 edition Equipment inventories for apparatus with fire suppression equipment 5A.3 5A-7 NFPA 1901 Standard for automotive fire apparatus, 2009 edition ISO apparatus & equipment list 5A.4 5A-9 Standard operating procedures 200 series fire suppression (available electronically on

site)

Las Vegas Fire & Rescue strategies and tactics manual

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5A.5 5A-11 Achieved LVFR SOP 201.10 and 202.10 Las Vegas Fire & Rescue strategies and tactics manual Southern Nevada Fire Operations incident command worksheet 5A.6 5A-13 Example CAD, FireRMS, and ePCR report documentation SOP 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:

Prehospital care records, page 48

5A.7 5A-15 Strategic Business Plan – Fire Operations Program, FY2012, page 9 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C4-C9

Performance Plus presentations: Fire operations, FY2010 and FY2011 Criterion 5B - Fire Prevention/Life Safety Program 5B-2 Fire Prevention organizational chart, 2011 Prevention services line of business Performance Plus presentations: FY2010 and

FY2011

5B.1 5B-4 City of Las Vegas fire code adoption ordinance 6124 5B.2 5B-5 Fire safety inspection report Fire hazard warning notice form Order to comply form Stop order form Letter of intent form City of Las Vegas fire code adoption ordinance 6124: section 9, page 3 5B.3 5B-7 Fire Prevention organizational chart, 2011 Occupancy count per inspection area breakdown printout Prevention Services line of business Performance Plus presentations: FY2010 and

FY2011

5B.4 5B-9 City of Las Vegas fire code adoption ordinance 6124 (listed examples on .pdf pages 44

and 51)

Plan review process flow chart 5B.5 5B-10 Fire Prevention initial supply issuance form Xplore tablet reference sheet eB document storage screenshot 5B.6 5B-11 LVFR SOPs 730.00 FP inspect assigned to fire stations, 740.00 Fire prev response to

fire incidents, and 770.20 Management reports

Standard operating procedures 700 Series – Fire Prevention (available online on site) 5B.7 5B-12 Hansen screen shots of Fire Prevention activities

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Sample Hansen data retrieved using Crystal Report 5B.8 5B-13 Strategic Business Plan – Prevention Services line of business: FY2011 and FY2012 Hazards group I-IV designations Prevention Services line of business Performance Plus presentations: FY2010 and

FY2011

Criterion 5C - Public Education Program 5C-2 Activity reports: Daily, weekly, monthly

5C.1 5C-3 LVFR Fire & Life Safety programs overview Activity Overview 2007 – 2009 PEIO 2009 5C.2 5C-4 Las Vegas Fire & Rescue organizational chart, 2011 PEIO Certifications 5C.3 5C-5 Public education program training aids (available onsite for demonstration) 5C.4 5C-6 LVFR fire & life safety program overview Activity reports: Daily, weekly, monthly Activity overview 2007 – 2009 5C.5 5C-8 SOP Public education program SOP XXX Juvenile fire setter intervention program (draft) SOP 790.00 Fire safety house (being updated in December) SOP 760.00 Residential smoke detector program (being updated in December) SOP 202.45 Public information (being dated in December) 5C.6 5C-9 Community relations SharePoint site (available online on site) Community relations survey 5C.7 5C-10 Annual appraisal LVFR fire & life safety programs overview 5C.8 5C-11 Adopt-a-Bike program press release Security window bar program press release Criterion 5D - Fire Investigation Program 5D-2 LVFR organizational chart, 2011, page 2

5D.1 5D-3 Las Vegas Municipal Code 2.20.020 (e); 2.20.040 Nevada Revised Statutes NRS 266.310(3); 289.250(4b); 475.125(1 and 2) Nevada Revised Statute NRS 476.210 5D.2 5D-4 NFPA 921, Guide for fire and explosion investigations, 2011 ed.: Section 4.2

Systematic approach; Section 4.3 Relating fire investigation to the scientific method

5D.3 5D-5

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

NFPA 921 Guide for fire and explosion investigations, 2011 ed. LVFR Rule & Regulation 130.06.02 Manpower callbacks emergency & nonemergency

callbacks – Investigations

5D.4 5D-7 Fire investigations / Bomb squad weekly apparatus maintenance schedule Fire investigations – Bomb squad equipment inventory list (available on site only –

Operational Security [OPSEC])

5D.5 5D-8 LVMPD memorandum of understanding NVDPS records & technology memorandum of understanding 5D.6 5D-9 Standard Operating Procedures 600 Series – Fire Investigations (available online on site

[access to 630 series is limited])

Field training program (limited access – available onsite) NFPA 921 Guide for fire and explosion investigations, 2011 ed. NFPA 1033 Standard for professional qualifications for fire investigator, 2009 ed. 5D.7 5D-11 FireFiles software manual (available onsite) 5D.8 5D-12 Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010 Criterion 5E - Technical Rescue 5E-2 TRT training overview (full Manuals and Curriculum available on site) NFPA 1670 Standard on operations and training for technical search and rescue

incidents, – 2009 edition

5E.1 5E-3 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C14-C19; Section D: Risk assessment, pages D23-D33; Section F: Performance objectives and performance measures, pages F8-F11

NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009 edition

5E.2 5E-6 Heavy rescue inventory list TRT support trailer inventory list TRT support vehicle inventory list NFPA 1670 Standard on operations and training for technical search and rescue

incidents, 2009 edition

5E.3 5E-8 Heavy rescue inventory list TRT support trailer inventory list TRT support vehicle inventory list Southern Nevada Health District (SNHD) inspection inventories 5E.4 5E-10 Standard operating procedures 210.05 – 210.20 – Technical rescue NFPA 1670 Standard on operations and training for technical search and rescue

incidents, 2009 edition

5E.5 5E-11

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

NFPA 1670 Standard on operations and training for technical search and rescue incidents

LVFR OSHA mandated training report LVFR SOP 130.06.01 Manpower, pages 18-19 TRT training overview (full Manuals and Curriculum available on site) 5E.6 5E-13 Example CAD, FireRMS, and ePCR report documentation SOP 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:

Prehospital care records, page 48

5E.7 5E-15 Strategic business plan – Special operations program, FY2012, page 11 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C14-C19

Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4, respectively

Criterion 5F - Hazardous Materials (Hazmat) 5F-2 NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

OSHA 1910-120 Hazardous waste operations and emergency response HazMat Technician certification and recertification training plan 5F.1 5F-3 Standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C20-C23; Section D: Risk assessment, pages D35-D41; Section F: Performance objectives and performance measures, pages F12-F13

LVFR Rules & Regulation 130.06.01 Manpower, pages 17-18 OSHA 1910-120 Hazardous waste operations and emergency response 5F.2 5F-6 NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

Clark County LEPC HazMat Plan Hazardous materials equipment inventory checklist

5F.3 5F-8 Clark County LEPC HazMat Plan, Appendix - 26 Hazardous materials equipment inventory checklist NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

5F.4 5F-10 LVFR standard operating procedures hazardous materials series (205.00 – 205.52) NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

5F.5 5F-11 NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

OSHA 1910-120 Hazardous waste operations and emergency response

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

OSHA Refresher course interpretation HazMat technician certification and recertification training plan (materials available on

site) NFPA 472 Standard for competence of responders to hazardous materials/weapons of

mass destruction incidents, 2008 edition

OSHA 1910-120 Hazardous waste operations and emergency response OSHA Refresher course interpretation HazMat technician certification and recertification training plan (materials available on

site)

5F.6 5F-13 Example CAD, FireRMS, and ePCR report documentation Standard operating procedure 101.00 Fire reporting documentation Southern Nevada Health District EMS Regulation 1300.410 Records, reports:

Prehospital care records, page 48

5F.7 5F-15 Strategic business plan – Special Operations program, FY2012, page 11 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C20-C23

Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4, respectively

Criterion 5G - Emergency Medical Services (EMS) 5G-2 Risk analysis output summary LVFR organizational charts, 2011 – Medical services division, page 3 Southern Nevada Health District EMS Regulations 900.100 (.pdf page 36), 1100.100

(.pdf page 42), and 1300.500 (.pdf page 50)

National Ambulance Standards –KKK –A-1822E 5G.1 5G-3 LVFR Standards of coverage manual, 2011 edition, Section C: Community expectations

and performance goals, pages C10-C13; Section D: Risk assessment, pages D16-D23; Section F: Performance objectives and performance measures, F5-F7

NFPA 1710 Organization and deployment of fire suppression operations, emergency medical operations, and special operations to the public by career fire departments, 2010 edition

Oracle Business Intelligence (OBI) dashboards (available on site) 5G.2 5G-6 National Ambulance Standards –KKK –A-1822E Southern Nevada Health District EMS Regulations Therapeutic hypothermia journal articles 5G.3 5G-8 SNHD inspection inventories LVFR non-transport ALS and transport ALS inventories 5G.4 5G-9 Southern Nevada Health District EMS Regulations, 2010 Standard operating procedures 500 series – emergency medical services (available

online on site)

SNHD medical advisory board minutes

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

SNHD therapeutic hypothermia protocol 5G.5 5G-11 Southern Nevada Health District EMS Regulations, 2010 NRS 450B Emergency Medical Services 5G.6 5G-12 Sansio HealthEMS screenshots Health Insurance Portability and Accountability Act (HIPAA) of 1996 Nevada Revised Statutes and Nevada Administrative Codes regarding record retention Fire & Rescue EMS record retention schedule, page 2 5G.7 5G-14 Standard operating procedure 100.01 Records information request policy (draft) City of Las Vegas Manual on Procedures for Health Insurance Portability and

Accountability Act (HIPAA) (available on site in Insurance Services Office of Human Resources Department)

5G.8 5G-15 Southern Nevada Health District EMS Regulation 1100.050 Quality Assurance Director,

page 42

Performance Improvement Committee minutes Example SNHD quality assurance record review Quality improvement officer position request 5G.9 5G-17 Southern Nevada Health District EMS Regulation 1300.410 Records, reports:

Prehospital care records, page 48

Sample HealthEMS QA report 5G.10 5G-18 Strategic business plan – Fire operations program, FY2012, page 10 LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C10-C13

Performance Plus presentations: EMS operations, FY2010 and FY2011 Utstein survival data, FY2011 Prehospital Emergency Care poster and abstract Agonal tool screenshot Criterion 5H – Domestic Preparedness Planning and Response 5H-2 City of Las Vegas All-Hazard Emergency Operations Plan LVFR Emergency Support Function Plan 5H.1 5H-3 City of Las Vegas All-Hazard Emergency Operations Plan Emergency operations center organizational chart (CLV All-Hazard EOP .pdf page 39) Incident command system organizational chart (CLV All-Hazard EOP .pdf page 32) NRS 239C.050 Homeland security general utility NRS 414.090 Local organization for emergency management 5H.2 5H-5 NIMS certification report 5H.3 5H-6 External agency agreements: ARMOR and NEMAC NRS 414.100 Emergency management – agreements for reciprocal aid

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H.4 5H-7 Standard operating procedure 205.00 Hazardous materials emergency response plan Clark County LEPC HazMat emergency response plan 5H.5 5H-8 Southern Nevada Area Communication Council brochure (available on site) Fleet map 5H.6 5H-10 Southern Nevada Fire Operations incident command worksheet ICS forms (LVFR Emergency Support Functions pages 42-55) City of Las Vegas All-Hazard Emergency Operations Plan – Basic and emergency

support functions sections (CLV All-Hazard EOP .pdf pages 6-113)

5H.7 5H-12 City of Las Vegas All-Hazards Emergency Operations Plan 5H.8 5H-13 Silver Shield explanation and brochure Criterion 5I - Aviation Rescue and Fire Fighting Services 5I-2 Clark County Fire Department ARFF familiarization North Las Vegas ARFF familiarization Criterion 5J - Marine and Shipboard Fire Fighting and Rescue Services 5J-2 N/A Criterion 5K – Bomb Squad 5K-2 Accreditation certificate 5K.1 5K-3 National Guidelines for Bomb Technicians (available on site - Law Enforcement

Sensitive [LES])

National Strategic Plan for U.S. Bomb Squads (available on site - Law Enforcement Sensitive [LES])

Standard operating procedure 202.60 Tactical guidelines for explosive-related responses section III.C.)

Standards of cover manual, 2011 edition, Section C: Community expectations and performance goals, pages C24; Section D: Risk assessment, pages D44-D48; Section F: Performance objectives and performance measures, pages F13; and Section E: Historic perspective and system performance, Table 51

5K.2 5K-5 National Guidelines for Bomb Technicians (available on site only - Law Enforcement

Sensitive [LES])

Fire investigations / Bomb Squad weekly apparatus maintenance schedule Fire investigations – Bomb Squad equipment inventory list (available on site only –

Operational Security [OPSEC])

5K.3 5K-6 Fire investigations – Bomb squad budget request (available on site) 5K.4 5K-7 Standard operating procedures 600 Series – Fire investigations (630 series available on

site [access limited])

Field training program (available on site [access limited]) NFPA 921 Guide for fire and explosion investigations, 2011 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Standard operating procedures 630 Series – Bomb squad (available on site [access to 630 series is limited])

5K.5 5K-9 FireFiles software manual (available on site [access limited]) 5K.6 5K-10 Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010 Memorandum of Understanding with FBI CATEGORY 6 - PHYSICAL RESOURCES 6-1 Criterion 6A 6-2 City of Las Vegas capital improvement plan map 6A.1 6-3 5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52) Las Vegas Fire & Rescue strategic business plan FY2012 LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation 6A.2 6-5 5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52) LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation LVFR fire station master plan map Criterion 6B 6-7 Map of existing and proposed fire stations 6B.1 6-8 Communication center layout 6B.2 6-9 Standard operating procedure 301.01 Maintenance facilities and communication devices Standard operating procedure 409.01 Station safety Maintenance request form 6B.3 6-10 Map of existing and proposed fire stations ISO classification notification Your City Your Way survey Distribution measure comparison by demand zone 6B.4 6-12 Occupational Safety and Health Administration, General Industry Standard 29 CFR

1910.134, 1910.1200, 1910.1020

NFPA 1500 Standard on fire department occupational safety and health program, 2007 ed.

Example safety survey results: Station 8 Criterion 6C 6-14 Sample apparatus specifications NFPA 1901 Standard for automotive fire apparatus, 2009 edition Vehicle replacement schedule 6C.1 6-15 Apparatus location map LVFR standards of cover manual, 2011 edition, Section B: Services provided; Section

F: Performance objectives and performance measures

6C.2 6-17

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

LVFR vehicle list, 2011 6C.3 6-18 Vehicle replacement schedule 6C.4 6-19 Sample apparatus specifications NFPA 1901 Standard for automotive fire apparatus, 2009 edition Criterion 6D 6-20 Daily weekly maintenance schedule Standard operating procedure 302.03 Apparatus maintenance and inspection Example preventative maintenance schedule 6D.1 6-21 Occupational Health and Safety Administration (OSHA) 1910 Guidelines Example Hansen maintenance work order Example preventive maintenance schedule Example tri-annual inspections form Example annual inspection form NFPA 1911 Standards for the inspection, maintenance, testing, and retirement of in-

service automotive fire apparatus, 2007, edition (Chapter 4-General requirements, Chapter 6 – Out of service criteria)

6D.2 6-23 Fire equipment service center floor plan Completed front-line unit work orders – FY2011, 2010, and 2009 6D.3 6-24 Standard operating procedure 302.03 Apparatus maintenance and inspection NFPA 1901 Standard for automotive fire apparatus, 2009 ed. Daily weekly maintenance schedule Example preventative maintenance schedule 6D.4 6-26 LVFR organizational chart, 2011 – Logistics/Support Services division, page 2 ASE certifications 6D.5 6-28 LVFR standard operating procedures 301.02 Work orders, 302.01 Apparatus inventory

control, and 302.03 Maintenance and inspection

LVFR vehicle downtime report, FY2011 6D.6 6-29 LVFR organizational chart, 2011 – Logistics/Support Services division, page 2 City of Las Vegas Supervisory Development College curriculum Completed front-line unit work orders – FY2011, 2010, and 2009 6D.7 6-30 Example report: Monthly maintenance summary 6D.8 6-31 LVFR vehicle list ISO summary report (engine truck totals) Criterion 6E 6-32 Equipment inventories for apparatus ISO apparatus & equipment form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

NFPA 1901 Standard for automotive fire apparatus, 2009 edition 6E.1 6-33 Safety committee notes NFPA 1901 Standard for automotive fire apparatus, 2009 edition ISO apparatus & equipment form Equipment inventories for apparatus ISO equipment and services purchases, FY2010 6E.2 6-34 Equipment inventories for apparatus Tools and equipment budget 6E.3 6-35 Mechanic certifications Maintenance records (Daily/Weekly and Work Order) Example purchase order for annual maintenance 6E.4 6-37 Oracle / I-procurement system screenshot Support Services SharePoint site Criterion 6F 6-38 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for

structural fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition

Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form

6F.1 6-39 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for

structural fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition

Safety oversight committee recommendations 6F.2 6-40 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for

structural fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition

6F.3 6-41 NFPA 1851Standard on selection, care, and maintenance of protective ensembles for

structural fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition

6F.4 6-42 SCBA maintenance record form SCBA testing records Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection

form

6F.5 6-44

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural fire fighting and proximity fire fighting

Equipment inventories for apparatus ECMS PPE report CATEGORY 7 - HUMAN RESOURCES 7-1 Criterion 7A 7-2 NRS 288 Relations between governments and public employees Las Vegas City Employees Association labor contract IAFF Local 1285 non-supervisory agreement 7A.1 7-3 City of Las Vegas Department of Human Resources organizational chart, 2011 LVFR organizational chart, 2011 7A.2 7-4 City of Las Vegas Department of Human Resources organizational chart, 2011 LVFR organizational chart, 2011 7A.3 7-5 City of Las Vegas personnel policies (available electronically on site) City of Las Vegas civil service rules Criterion 7B 7-6 City of Las Vegas civil service rules Sample F.I.R.E.S recruitment announcements Benefits/insurance - inside CLV intranet portal (available online on site) 7B.1 7-7 City of Las Vegas civil service rules: chapter 4, sections 1 and 2, items a and b Memorandum of Understanding for posting IAFF positions Las Vegas city employees association labor contract, article 36 Eligibility list report, September 2011 7B.2 7-8 Sample F.I.R.E.S recruitment announcements Job posting for lateral hires 7B.3 7-9 City of Las Vegas civil service rules City of Las Vegas workforce diversity plan Supervisory development college course catalog Employment Law course notes 7B.4 7-11 Las Vegas Fire & Rescue EEO statistics (available on site) 7B.5 7-12 New employee orientation packet (available on site) 7B.6 7-13 City of Las Vegas civil service rules, chapter V, section 2, page 23-24 (.pdf pages 26-

27)

Example firefighter probationary packet (full document available on site) 7B.7 7-14 CLV employee recognition program descriptions and nomination forms LVFR employee of the month program description and nomination form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

LVFR award for excellence description and nomination form Annual awards program notification 7B.8 7-15 Benefits/insurance - inside CLV intranet portal (available online on site) IAFF Local 1285 supervisory agreement, article 17; IAFF Local 1285 non-supervisory

agreement, article 17

LVFR recruitment data Voluntary separation incentive plan Workforce diversity initiative 7B.9 7-16 Employee engagement surveys: 2010 and 2011 City of Las Vegas exit interview form 7B.10 7-17 Class and compensation study (complete document available on site through Human

Resources Department)

Class-comp titles and grades City Manager newsletter (available online on site) City Management organizational chart Criterion 7C 7-19 City of Las Vegas policies and procedures intranet site (available online on site) Nevada Revised Statues, online access 7C.1 7-20 Standard Operating Procedures SharePoint site (available electronically on site) IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory

agreement, article 9

Las Vegas city employees association labor contract, article 17 City of Las Vegas civil service rules 7C.2 7-21 Personnel Policies: HR2.01.01 Non-Discrimination; HR3.09.01 Adherence to Policies,

Directives, and Rules; and HR9.05.01Workplace Violence

Positive discipline manual 7C.3 7-23 IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory

agreement, article 9

Las Vegas City Employees Association Labor Contract, Article 13 – Disciplinary action Positive discipline manual Employee disciplinary review system screenshots (access available on site) 7C.4 7-25 Rule & Regulation 130.01 General conduct HR3.06.02 Workplace relationships constituting conflicts policy HR3.12.01 Outside employment policy CM106 Campaigning for political office and/or serving as an elected official policy CM403 Employee-vendor relationship policy NRS 281A – Ethics in government 7C.5 7-27 IAFF Local 1285 Supervisory Agreement, Article 10, page 15; IAFF Local 1285 Non-

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Supervisory Agreement, Article 10, page 17 Las Vegas City Employees Association labor contract, Article 12, page 36 Positive discipline manual City of Las Vegas Intranet site (available online on site) Criterion 7D 7-28 City of Las Vegas Department of Human Resources organizational chart City of Las Vegas Educational Assistance Policy 7D.1 7-29 City of Las Vegas Civil Service Rules Job descriptions (all job descriptions available on City’s Website) 7D.2 7-30 City of Las Vegas job analysis questionnaire City of Las Vegas Fundamental Service Review report 7D.3 7-31 Performance evaluation forms and manuals: classified; appointive; and executive Performance Plus presentations FY2011 – Administrative services line of business 7D.4 7-32 Sample employee in-house training records Specialty certifications Telestaff report 7D.5 7-33 Ask the Manager Intranet screenshot 7D.6 7-34 City of Las Vegas educational assistance policy Organizational development and training Intranet site (available on site) Supervisory development college course catalog Criterion 7E 7-35 IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract Las Vegas City employees association labor contract Salary ranges – Inside CLV Intranet portal (available online on site) 7E.1 7-36 IAFF Local 1285 Supervisory Contract; IAFF Local 1285 Non-Supervisory Contract Las Vegas city employees association labor contract Salary ranges – Inside CLV Intranet portal (available online on site) 7E.2 7-37 IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract Las Vegas city employees association labor contract Benefits/Insurance - Inside CLV Intranet portal (available online on site) Criterion 7F 7-38 City of Las Vegas risk management program City of Las Vegas Safety/Loss Control manual OSHA 300 Log 7F.1 7-39 City of Las Vegas Department of Human Resources organizational chart, 2011, page 3 City of Las Vegas Risk Management, Compensation & Benefits Intranet site (access

available on site)

7F.2 7-40

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Standard operating procedure 401.01 Safety procedures Maintenance request form Safety loss form 7F.3 7-41 Safety Oversight Committee recommendations and minutes LVFR standard operating procedures 400 Series – Safety procedures (available online

on site)

7F.4 7-42 9th Brain training courses Standard operating procedure 401.01 Safety procedures 7F.5 7-43 City of Las Vegas Safety, Loss Control, and Risk Management manual #87-2 LVFR OSHA mandated training report 7F.6 7-44 Greensheet – Decatur fire LVFR Training Center greensheet library (available online on site) 7F.7 7-45 OSHA 300 Log Criterion 7G 7-46 NFPA 1582 Standard on comprehensive occupational medical program for fire

departments, 2007 edition; evaluation of members section

Standard operating procedure 100.04 Medical standards 7G.1 7-48 IAFF Local 1285 Non-supervisory agreement Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.2 7-49 Peer fitness instructor list Wellness Coaches USA (full access available on site) Standard list of exercise equipment 7G.3 7-51 Peer fitness instructor list Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.4 7-53 Minds & Associates brochure Employee Assistance Program (found on Wellness Coaches Corner Intranet page full

access available on site)

7G.5 7-54 NFPA 1582 Standard on comprehensive occupational medical program for fire

departments, 2007 edition; evaluation of members section

NFPA 1583 Standard on health-related fitness programs for fire department members, 2008 edition

Standard operating procedure 100.04 Medical standards IAFF Local 1285 non-supervisory agreement 7G.6 7-56 Health & Wellness program Performance Plus data for FY2010 and FY2011 7G.7 7-57

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Health & Wellness program Performance Plus data for FY2010 and FY2011 CATEGORY 8 -TRAINING AND COMPETENCY 8-1 Criterion 8A 8-2 NFPA 1001 Standard for fire fighter professional qualifications NFPA 1002 standard for fire apparatus driver/operator professional qualifications NFPA 1451 Standard for a fire service vehicle operations training program Southern Nevada Health District EMS regulations Strategies and Tactics manual (ODP curriculum) 8A.1 8-3 NFPA 1001 Standard for Fire Fighter Professional Qualifications NFPA 1002 Standard for Fire Apparatus Driver/Operator Professional Qualifications NFPA 1451 Standard for a Fire Service Vehicle Operations Training Program Southern Nevada Health District EMS regulations ISO Notification final report, 2011, page 25 (.pdf page 27) 8A.2 8-5 National Fire Protection Association Standards Library (available on site in Fire

Prevention)

Southern Nevada Health District EMS regulations Las Vegas Fire & Rescue strategic business plan FY2012, page 16 8A.3 8-6 Southern Nevada Health District EMS regulations Superfund Amendments and Reauthorization Act of 1986, Title III regulations, Sec.

11005a

NRS 618 Occupational safety and health Nevada Department of Motor Vehicle regulations U.S. Department of Labor, Occupational Safety, and Health Administration (OSHA)

Regulation 1910

8A.4 8-7 Southern Nevada Health District EMS Regulations 300.100 – 300.327 Two-year training plan SharePoint site (curriculum available on site) Nevada fire service professional qualifications State of NV firefighter II candidate manipulative skills manual NFPA 1061 Standard for professional qualifications for public safety telecommunicator NAED Emergency Medical Dispatch Course Curriculum (available on site) 8A.5 8-9 Strategies and Tactics manual (Officer Development Program) NIMS-ICS: Type III incident management teams / FEMA Criterion 8B 8-10 LVFR recruit academy evaluation forms (full curriculum and materials available on site) Two-year training plan SharePoint site (curriculum available on site) 8B.1 8-11 List of LVFR city job descriptions (all City job descriptions available online) LVFR recruit academy evaluation forms Two-year training plan SharePoint site (curriculum available on site) Las Vegas Fire & Rescue master training center calendar 8B.2 8-12

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Las Vegas Fire & Rescue master training center calendar Two-year training plan SharePoint site (curriculum available on site) 8B.3 8-13 NFPA Standards: 1001; 1002; 1021; and 1041 LVFR recruit academy evaluation forms 8B.4 8-14 Two-year training plan SharePoint site (curriculum available on site) Strategies and Tactics manual ISO Notification final report, 2011, page 25 8B.5 8-16 Example 9th

Brain report / FireRMS training records Criterion 8C 8-17 Training center floor plan and aerial map Eliminated and vacant training center positions Two-year training plan SharePoint site (curriculum available on site) 8C.1 8-18 Vehicle list, 2011 Training center floor plan and aerial map 8C.2 8-20 LVFR organizational chart, 2011, pages 3 and 5 Two-year training plan SharePoint site (curriculum available on site) 8C.3 8-21 Advanced drivers training manual Technical rescue training overview (full Manuals and Curriculum available on site) Hazardous materials technician training plan (full Manuals and Curriculum available on

site)

Emergency medical services training plan (full Manuals and Curriculum available on site)

Southern Nevada Health District Protocol Manual 8C.4 8-22 Training center equipment work order 8C.5 8-23 Training equipment inventory EMS equipment checkout Equipment inventories for apparatus 8C.6 8-24 IFSTA website screenshot Two-year training plan SharePoint site (curriculum available on site) Las Vegas Fire & Rescue master training center calendar 8C.7 8-25 Strategies and Tactics manual (Officer Development Program) Example NFPA Standards: 472; 473; 1001; 1002; 1006; 1021; 1033; 1041; 1451; and

1670

Southern Nevada Health District protocol manual CATEGORY 9 - ESSENTIAL RESOURCES 9-1 Criterion 9A 9-2

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

City of Las Vegas fire code adoption ordinance 6124 ISO classification notification 9A.1 9-3 City of Las Vegas fire code adoption ordinance 6124 9A.2 9-5 AWWA standard fire hydrant requirements (section 4) Example district hydrant map (all available electronically on site) ISO classification notification, page 2 9A.3 9-7 City of Las Vegas fire code adoption ordinance 6124 9A.4 9-8 Example signed civil plan ISO classification notification, page 2 9A.5 9-9 Example district hydrant map (all available electronically on site) Sample water distribution system image 9A.6 9-10 City of Las Vegas fire code adoption ordinance 6124 AWWA standard fire hydrant requirements (section 4) 9A.7 9-11 LVFR standard operating procedure 306.01-02 hydrant maintenance servicing FireRMS hydrant data entry screens 9A.8 9-12 LVFR standard operating procedure 306.01-02 hydrant maintenance servicing 2010 hydrant flow test report FireRMS hydrant data entry screens 9A.9 9-13 City of Las Vegas fire code adoption ordinance 6124 9A.10 9-14 City of Las Vegas fire code adoption ordinance 6124, section 507.1 required water

supply; section 903.3.5.2 secondary water supply

Example preplan (all preplans and supplements available online on site) Criterion 9B 9-15 NFPA 1061 Standard for professional qualifications for public safety telecommunicator NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems

9B.1 9-16 NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapter 9 Dispatch systems and Chapter 11 Testing

Associated Public-Safety Communications Officials (APCO) Project 25 information

FAO standard operating procedure C-18 computer malfunction, city, and county computers, 2009

FAO standard operating procedure R-2 radio and vocal test, 2010 FAO standard operating procedure R-3 radios, radio problems & radio system failure,

2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9B.2 9-18 NFPA 1061 Standard for professional qualifications for public safety telecommunicator,

2007 ed.: Annex A.4.2.2 – A5.4.5

9B.3 9-19 Combined communications center layout 9B.4 9-20 NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapter 4.7.7 and Chapter 5.6

FAO standard operating procedure P-7 Power failure, generator, 2010 FAO standard operating procedure P-8 Power failure, radio channel, 2009 Generator maintenance contract invoice 9B.5 9-21 Fire alarm office manual of operations (available electronically on site) Master SOP revision dates 9B.6 9-22 NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Section 7.3.1-7.3.3

ISO classification notification, page 2 9B.7 9-23 NFPA 1221 Standard for the Installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapters 10 and 11

FAO standard operating procedure P-7 Power failure, generator, 2010 FAO standard operating procedure P-8 Power failure, radio channel, 2009 9B.8 9-24 Combined communications center hierarchy 9B.9 9-25 NFPA 1061 Standard for professional qualifications for public safety telecommunicator,

2007 ed., annex c guide for telecommunicator training authority

Employees completing EMD training FAO standard operating procedure T-7 Training – communications,

documentation/procedure, 2011

American Heart Association BLS for healthcare providers course description NAED EMD Certification course curriculum (available on site) 9B.10 9-27 Southern Nevada Area Communication Council brochure (available on site) FAO standard operating procedures B-9 BLM-Las Vegas interagency communications

center, 2010; B-12 boating accidents, 2009; E-7 emergency operations center, 2010; R-6 tactical talk groups, 2010; U-001, University of Nevada, Las Vegas (UNLV), 2011

Radio Rodeo after action reports, 2011 and 2011 (sensitive information; full-documents available on site)

Criterion 9C 9-29 Las Vegas Fire & Rescue Strategic Business Plan FY2012 Las Vegas Fire & Rescue organizational chart, 2011 9C.1 9-30 Las Vegas Fire & Rescue organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

Eliminated positions list ISO classification notification 9C.2 9-31 I-Procurement screenshots LVFR office equipment inventory 9C.3 9-32 Fire & Rescue computer profile 9C.4 9-34 Public information handouts 9C.5 9-35 Enterprise records management City of Las Vegas policy and procedures manual – interoffice memorandum for legal

documents

CATEGORY 10 - EXTERNAL SYSTEMS RELATIONSHIPS 10-1 Criterion 10A 10-2 NRS 277 Interlocal cooperation act After action report – radio rodeo (full documents available on site) 10A.1 10-3 Example external agency agreements Allure drill overview City hall exercise invite SNFO high rise plan 10A.2 10-5 Example external agency agreements 10A.3 10-6 NRS 277 Interlocal cooperation act Example external agency agreements 10A.4 10-8 City Manager’s Office organizational chart, 2011 Criterion 10B 10-9 Agreement master list LVFR agreements SharePoint site (available electronically on site) 10B.1 10-10 Example external agency agreements LVFR agreements SharePoint site (available electronically on site) 10B.2 10-11 Franchise agreement with AMR Operational agreement with CSN 10B.3 10-12 Agreement master list LVFR agreements SharePoint site (available electronically on site)

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Category I: Governance and Administration For purposes of this Category, Governance is defined as the recognition of the authority that

allows an organization or agency to legally form and operate. In fulfilling this responsibility, the

legal entity that oversees this formation process reflects the public interest, protects the agency

from undesirable external interference, determines basic policies for providing services and

interprets the agency’s activities to its constituency. Administration is defined as the activities

that carry out the implementation of the policies established by the authority having jurisdiction.

In fulfilling this responsibility, the agency or organization carries out the day-to-day operations.

The legal entity and governing authority defines the duties and responsibilities of the agency in

an official policy statement, which should include a separation of powers between the policy-

making function of the boards of directors or other elected officials and the executive and

administrative responsibilities of those who carry out those policies. An organization’s charter

or local or state general statutes likely contain an agency’s official policy statement.

The chief executive or chief fire officer should provide staff leadership in developing policy

proposals for the legal civil authority having jurisdiction, so those officials can take action to

implement public policy based upon knowledgeable input from public safety leadership. It is the

primary responsibility of agency leadership that reports to an elected governing board and/or

other high-ranking individual for the execution of policy, to keep that higher authority informed

on all matters affecting the agency and delivery of emergency services to the public.

It must be recognized that other organizations participate in the governance of the agency, such

as the state/provincial and federal governments through legislation, regulations, and funding

procedures, and other organizations through associations and bargaining units. The governing

board has the responsibility for the administrative activity and coordinates all of these diverse

interests to set the direction of the agency.

The agency administration exercises responsibility for the quality of the agency through an

organized system of planning, staffing, directing, coordinating, and evaluating. The agency

administration is entrusted with the assets and charged to uphold its mission and programs, to

ensure compliance with laws and regulations, and to provide stability and continuity to the

agency.

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For many volunteer fire service organizations, the governing board is within the municipal or

county government and is the executive/legislative body for municipal or county governance,

some elected directly by the public, such as special districts.

In the absence of a municipally appointed fire chief, or chief executive officer, for purposes of

accreditation, the duly elected or appointed fire chief shall be the individual responsible for the

criteria and performance indicators.

In many city or county municipal organizations a separation of powers exists that give the

governing body legislative responsibility while giving administrative responsibility for policy

and administration with a strong mayor or city manager. The chief fire officer/chief executive

officer in such organizations generally reports directly to the mayor, manager, or their designee.

It is vital that the leadership of every agency understand who actually sets policy for the

government structure they are working in and their role in implementing that policy.

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Criterion 1A: Governing Body

The governing body and/or agency manager is legally established to provide general policies to

guide the agency, approved programs and services, and appropriated financial resources.

Summary:

The governing board of Las Vegas Fire & Rescue is the Las Vegas City Council and the Mayor

of the City of Las Vegas. The City of Las Vegas was officially established on March 16, 1911.

The Chief of Public Safety oversees the operations of the Fire Department for the governing

body and provides guidance to the Fire Chief and executive staff regarding agency programs and

services and general policies. Las Vegas Fire & Rescue produces an annual budget in

accordance Nevada Revised Statute (NRS) 354 Local Financial Administration and with

guidance from the Department of Finance and Business Services that supports its Strategic

Business Plan and the City Council’s Priorities.

Resources

Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting sometime

before May 1912

City Manager’s Office organizational chart, 2011

NRS 354 Local financial administration

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CC 1A.1 The agency is legally established

.

Description

Chapter II section 69 of the City of Las Vegas Charter legally establishes Las Vegas Fire &

Rescue. In addition, City Council meeting minutes from early 1912, provide evidence of the

Department’s establishment with the appointment of a fire chief.

Appraisal

The Department was established legally and has provided fire protection and prevention services

as directed in the city charter.

Plan

The agency will continue to support the framework of the city charter and/or subsequent

ordinances to maintain its existence as a full-time paid professional fire department.

References

Las Vegas City Charter, March 16, 1911 and Minutes from the City Council meeting sometime

before May 1912

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1A.2 The governing authority having jurisdiction over the fire service organization or agency

periodically reviews and approves

programs and ensures compliance with basic governmental as

well as agency policies.

Description

The governing authority over the Fire Department is the City of Las Vegas Mayor and Council

through the City Manager’s Office. The governing body approves programs by vote or through

direction of the City Manager. The City Manager has the authority to review department

programs for compliance via the Office of the City Auditor that randomly reviews areas within

departments. According to the City Auditor’s Office Policy Statement, the objective of an audit

is “to add value, improve the City’s operations, and investigate fraud, waste, or abuse of City

resources.” The final report goes to the Audit Committee Chairman, City Manager, Deputy City

Managers, and management of the audited department(s). The City Manager, through the

Auditor’s Office ensures appropriate actions are taken to address the audit findings and

recommendations and tracks progress in an Annual Audit Recommendation Follow-Up Report.

Appraisal

Since FY2007, three programs within Las Vegas Fire & Rescue have been audited: Fire

Investigations – Bomb Squad in FY2007-08; Fire Prevention Division in FY2008-09; and

Metropolitan Medical Response System (MMRS) Grant program in FY2010-2011. LVFR has

successfully implemented recommendations aimed at improving processes and/or compliance, as

tracked through Annual Audit Recommendation Follow-Up reports posted on the City’s Internet

site. As noted on pages three and four of the June 30, 2010 report, LVFR achieved all but one

due recommendation (MMRS audit excluded). The Fire Prevention Division completed its

remaining recommendation (page 6) after the most current annual report was published.

Plan

The Department will continue to participate in periodic reviews and/or audits of its programs as

mandated by the Office of City Auditor, City Manager, or Mayor and Council to ensure its

programs comply with city policies. It will continue to work with the Auditor’s Office through

follow-up meetings to ensure recommendations are implemented.

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References

City Auditor’s Office policy statement

Audit of Fire & Rescue: Fire Investigations – Bomb Squad (1301-0708-05)

Audit of Fire Prevention division (1303-0809-06)

Audit of the Metropolitan Medical Response System grant program (2010-1011-06)

City of Las Vegas complete audit report website

Annual audit recommendation follow-up as of June 30, 2010, page 3-4, 6

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1A.3 The method used to select the agency’s chief fire officer/chief executive officer includes

evaluation of candidate qualifications and credentials

.

Description

The City of Las Vegas Department of Human Resources develops the recruitment methods and

candidate qualifications and credentials for selecting the chief fire officer with input from the

City Manager’s Office and Las Vegas Fire & Rescue. Recent candidate qualifications include a

Bachelor’s Degree or equivalent per City Manager’s discretion, six years of increasing

responsible experience in all-risks of the fire service, three years of administrative and

supervisory experience, labor relations experience, and completion of Incident Command System

(ICS) courses ICS-300 and ICS-400.

Appraisal

The last Fire Chief selection occurred in 2010. Unlike the national recruitment conducted in

2007-08, the City Manager determined qualified internal candidates and invited them to apply

for the position. Those who accepted the invitation were interviewed by a panel that included the

City Manager and Deputy City Manager1

. The fire chief was selected by the City Manager who

recommended ratification by the City Council, which was granted January 2011.

Plan

LVFR will continue to provide Human Resources the technical information about the position

and Department that is necessary to establish an effective process to evaluate qualified

candidates. The Department’s Executive Staff will be available to vet applicants if requested by

the City Manager’s Office or City Council.

References

Job description for Director, Fire & Rescue (Fire Chief)

1 In 2011, the Deputy City Manager position that oversees the Fire Department was realigned as Chief of

Public Safety.

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1A.4 The governing body approves the administrative structure

that carries out the agency’s

mission.

Description

According to the City’s Operations Manual City of Las Vegas Governance: How the City Operates,

“the City Manager is responsible for the design, organization, and implementation of the City

administration.” The Fire Chief can recommend changes to the Department’s organizational

structure and composition by submitting a request to the City Manager through the Department of

Human Resources. This centralizes the control of the organization, ensures provision of all City

services and functions, and allows for determining the organizational needs, staffing levels, and

appropriate compensation levels.

Appraisal

Due to continued economic decline, the City Manager implemented flatter administrative

structures across the City. Since 2007, Las Vegas Fire & Rescue lost one Senior Deputy, two

Assistant Fire Chief, and three administrative battalion chief positions. In 2011, the Fire Chief

redistributed administrative duties among the Department’s remaining executive staff, as

reflected in the 2011 organizational chart. This resulted in the realignment of divisions and units

to reflect combined oversight by executive staff.

Plan

The Department will maintain an administrative structure with a manageable span of control for

safety and oversight. LVFR will request approval to fill vacant administrative positions, if

funding recovers and becomes available. It will obtain approval from City Management for any

structural changes deemed critical to achieving LVFR’s mission.

References

City of Las Vegas governance: How the City works, CITY MANAGER and Organizational

Structure, page 2

Las Vegas Fire & Rescue Organizational Charts, 2007 and 2011

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1A.5 The governing body has policies to preclude

individual participation of governing board

members and staff in actions involving possible conflict of interest.

Description

Chapter 281A – Ethics in Government of the Nevada Revised Statutes provides the City of Las

Vegas guidance regarding possible conflicts of interest (example sections: 281A.020 (b) and

281A.420). In addition, the City has personnel policies in place relating to conflict of interest

that include: HR3.06.02 Workplace Relationships Constituting Conflicts Policy, which

references NRS 281.210; HR3.12.01 Outside Employment Policy; CM109 Campaigning for

Political Office and/or Serving as an Elected Official Policy; and CM403 Employee Vendor

Relationship Policy.

Appraisal

Nevada Revised Statutes have provided legal guidance to government bodies regarding potential

conflicts of interest. The City of Las Vegas adopted several personnel policies that have served

to advise employees to avoid participation in actions such as outside employment, workplace

relationships, political activities, and/or vendor relationships that could present potential conflicts

of interest.

Plan

The City of Las Vegas will continue to support policy that upholds the intent of Chapter 281A –

Ethics in Government of the Nevada Revised Statutes. The Department will comply with

personnel policies, as directed by the City Manager’s Office.

References

NRS 281A Ethics in government (for example: 281A.020 (b); 281A.210, and 281A.420)

HR3.06.02 Workplace relationships constituting conflicts policy

HR3.12.01 Outside employment policy

CM109 Campaigning for political office and/or serving as an elected official policy

CM403 Employee-vendor relationship policy

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1A.6 A communication process is in place between the governing body and the administrative

structure

of the agency.

Description

Communication between City and Fire Department management progresses formally from the

Fire Chief to the Chief of Public Safety to the City Manager, Mayor, and Council members. The

City Manager’s office transmits formal communication of critical information to the Mayor and

Council in the form of City Manager Information Briefs (CMIRS). Department executives

participate in Team Las Vegas meetings, which are open to Directors and Deputy Directors of all

City departments. Other forms of formal and information communications include meetings,

memorandums, emails, and phone calls.

Appraisal

The communication process between Fire Administration and the City of Las Vegas has

functioned through formal and informal channels. Las Vegas Fire & Rescue has prepared

CMIRs for the City Manager as requested. CMIR’s have been posted on the City’s Intranet site

for access by any employee. Team Las Vegas meetings have been held weekly and provided

LVFR strategic guidance and feedback on citywide initiatives, successes, and challenges.

Agendas and notes have been posted for on the City’s Intranet site for access by any employee.

Plan

The Department will continue to participate in communication processes put forth by the City

Manager’s Office or as directed by the Mayor and City Council. Executive staff will continue to

attend Team Las Vegas meetings in order to improve communications with other departments.

References

City Manager Information Brief (CMIR) procedures

City Manager Information Brief (CMIR) Intranet site (available online on site)

Example Team Las Vegas agenda and notes

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1A.7 The role and composition of various policy making, planning and special purpose bodies

are defined in a governing body organization chart

for the authority having jurisdiction.

Description

The City of Las Vegas organization chart identifies the Mayor and each Council member. It then

identifies the structure of the City Manager’s Office and the relationship of the Deputy City

Manager and department chiefs to the departments they oversee. Lastly, the chart shows the

director and deputy director(s) of each department.

Appraisal

The policymaking and planning structure of the City of Las Vegas has been defined and

displayed in the City’s organization chart. The organizational chart has been updated, when

needed to reflect changes in composition and role of the governing body. The March 2011

organization chart reflected the elimination of executive management positions across the City

and a flattened policy and planning body (City Manager’s Office).

Plan

The City will continue to maintain an organization chart that reflects the policymaking and

planning bodies of the City. It will provide updates when elected officials or Department

management changes or the Mayor and Council approve departmental adjustments at the

governing level.

References

City of Las Vegas organizational chart, 2010

City Manager’s Office organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1A.8 The governing body publishes a mission statement

for the agency.

Description

The City of Las Vegas maintains a website for each Department. This site does not include the

Department’s mission statement verbatim, but a statement that summaries the services the

Department provides the community. The City uses this format for all department websites.

Appraisal

In 2007, Las Vegas Fire & Rescue crafted a new mission statement based on the City’s

implementation of the Performance Plus strategic business planning process. The previous

statement remained on new Department publications, other than the strategic business plan, until

FY2011.

Plan

In FY2012, the City will place all department strategic business plans on the website for public

access. The Department will ensure that new informational and educational publications reflect

the mission that is written in the Department’s strategic business plan.

References

Las Vegas Fire & Rescue website

Las Vegas Fire & Rescue strategic business plan FY2012

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 1B: Agency Administration

The established administrative structure provides an environment for achievement of the

agency’s mission, purposes, goals, strategies, and objectives.

Summary:

The administrative structure of Las Vegas Fire & Rescue reflects its mission, goals, size, and

complexity. Programs found in the strategic business plan align to the three divisions and create

a direct association between the executive staff and the programs they oversee. Program

managers are responsible for establishing, monitoring, and implementing policies or processes

that will help the Department achieve result measures (goals) and objectives.

Resources

Las Vegas Fire & Rescue organizational chart, 2011

Las Vegas Fire & Rescue strategic business plan FY2012

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1B.1 The administrative structure

reflects the agency’s mission, goals, objectives, size, and

complexity.

Description

The administrative structure of Las Vegas Fire & Rescue reflects its mission, goals, size, and

complexity and remains relatively unchanged even with reductions in staff. Programs found in

the strategic business plan align to three divisions within the Department to create a direct

association between the executive chiefs and the programs they oversee. Due to the size and

complexity of the Department and limited executive personnel (assistant and deputy chiefs), the

administrative structure includes other personnel who mange the day-to-day operations of areas

such as Public Information and Education, the Fire Investigators/Bomb Squad Unit, and the Fire

Shop, but report ultimately to an executive fire chief.

Appraisal

Continued revenue shortfalls in the City caused LVFR administrative positions vacated through

attrition to be frozen or eliminated. Until 2010, the Department’s four divisions were

administered by four Deputy Fire Chiefs. These personnel established and maintained program

goals and objectives for their areas of responsibility. In 2011, when the current fire chief was

promoted, his position as Deputy Fire Chief remained vacant. The Fire Chief reassigned areas of

responsibility to the remaining executive staff. For administrative purposes, two previously

separate areas of oversight (Administrative Services and Support Services) were combined into

Business and Planning Services and assigned to one Deputy Fire Chief. These changes have

resulted in fewer administrative personnel, but have not affected the administrative structure as

related to the agency’s mission, goals, objectives, size, and complexity

Plan

The Department will continue to use available administrative staff to ensure its ability to meet its

mission and goals.

References

Las Vegas Fire & Rescue organizational charts: July 2010 and 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1B.2 Resource allocation

reflects the agency’s mission, goals, and objectives.

Description

Las Vegas Fire & Rescues mission, goals, and objectives focus on providing fire and life safety

education, fire prevention, and emergency response services. The Department allocates its

resources (financial and personnel) using the structure of its strategic business plan (four lines of

business containing fifteen total programs). The Department’s budget analyst monitors and

provides weekly budget updates to executive staff. Using this information, the Department

evaluates resources, makes modifications, and re-allocates line-item resources that have less of

an impact on the Department’s priorities.

Appraisal

Before fiscal year 2010, the Department reevaluated and reorganized the program structure

reflected in its Strategic Business Plan and combined several like-programs reducing them from

twenty-three to fifteen. This allowed for more sensible and less complicated resource allocation.

City’s revenues have decreased significantly each year since 2007, which caused resource

allocations for every program to be scrutinized for any efficiency that would lead to cost savings.

Plan

The Department will continue to evaluate its resource allocation to accomplish its mission while

remaining as fiscally responsible as possible.

References

Las Vegas Fire & Rescue strategic business plans FY2012 and FY2010

Example budget update

Cost vs. Budget Reports: June 2011, June 2010, June 2009

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CC 1B.3 The agency administration demonstrates compliance with legal requirements

of local, state/provincial, and federal governments.

Description

Certain City Departments (Human Resources, Finance and Business Services, the City Auditor,

and the City Attorney’s Office) provide guidance and assistance to LVFR’s executive staff

(administration), when requested or deemed necessary, to ensure actions of the department are

within legal parameters. Personnel working for these support departments possess the

appropriate knowledge to assist City departments in complying with legal requirements. In

addition, a number of documents are available to all City employees on an intranet site, which

provides easy and immediate access to legal requirements on the local and state level. In order

of authority these documents include: Nevada Revised Statutes; Charter of the City of Las

Vegas; Las Vegas Municipal Code; Collective Bargaining Agreements between the City and its

recognized bargaining units; City of Las Vegas Civil Service Rules adopted by the City Council;

City of Las Vegas Personnel Policies Manual; City of Las Vegas Operations Manual; City of Las

Vegas Safety Rules and Procedures Manual; City of Las Vegas Risk Management Loss

Prevention Manual; City of Las Vegas Policies and Procedures; and City of Las Vegas

Departmental Rules, and Division/Section rules, as required.

Appraisal

Assistance provided by Human Resources, Finance and Business Services, the City Auditor, and

the City Attorney’s Office has ensured operational actions, scope of services, personnel policies,

codes, and ordinances, met applicable local, state, and federal government legal requirements.

Documents available electronically have ensured city employees access to essential

governmental requirements.

Plan

The Department will continue to seek guidance from other City Departments with the subject-

matter expertise necessary to ensure LVFR complies with legal requirements set forth by local,

state, and/or federal agencies.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

City of Las Vegas policies and procedures Intranet site (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1B.4 Personnel functions, roles, and responsibilities are defined in writing, and a current

organization chart

exists that includes the agency’s relationship to the governing body.

Description

City of Las Vegas job descriptions define in writing personnel functions, roles, and

responsibilities for every authorized position within Las Vegas Fire & Rescue. The Department

of Human Resources maintains written job descriptions for all city departments. LVFR can

submit changes to written job descriptions that must then be approved by the City’s Civil Service

Board.

The City of Las Vegas Organization Chart depicts the Las Vegas Fire & Rescue’s relationship to

its governing body at the administrative level. The Department maintains its own organizational

chart that reflects all authorized personnel positions. In order to remain current, updates to these

items occur when changes in personnel occur or at a minimum each July for the start of the fiscal

year.

Appraisal

Personnel functions of the Department have been defined in forty-nine written City job

descriptions and Human Resources has maintained written copies of all job descriptions.

Changes reflected in the City, City Manager’s, and Las Vegas Fire & Rescue’s organization

charts, all updated in 2011, included the newly elected mayor and council members, reduced

staffing, a new fire chief, and changed management structure at both the City and Department

level. Through the combination of the City and Department organizational charts, the

relationship between the agency and the governing body have been reflected.

Plan

The Department will continue to follow Human Resources, Civil Service Board, and/or City

procedures for maintaining and updating written position descriptions. LVFR will continue to

update its organizational chart at least each fiscal year, or as needed.

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References

List of LVFR City job descriptions (all City job descriptions available online)

City of Las Vegas organization chart, 2010

City Manager’s Office organizational chart, 2011

Las Vegas Fire & Rescue organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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1B.5 The agency’s title is consistent with its mission.

Description

Las Vegas Fire & Rescue’s official title, per bill 99-30, ordinance 5154 of the municipal code is

Department of Fire and Rescue, which is consistent with its mission to provide fire, medical, and

other emergency response and prevention services to its community.

Appraisal

Ordinance 5154, adopted by City Council in 1999, changed the fire department’s title officially

from the Department of Fire Services to the Department of Fire and Rescue, which reflected

better the services it provided.

Plan

The Department will consider future updates to its title if necessary to maintain consistency with

its mission.

References

City Ordinance 5154 (July 12, 1999)

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Category II: Assessment and Planning Assessment and planning are defined as the processes used to identify the community’s fire

protection and other emergency service needs in order to identify potential goals and objectives.

All agencies should have a basic source of data and information in order to logically and

rationally define the organization’s mission. Assessment and planning is critical to the

establishment of service level objectives, standards of response coverage, and ultimately, the

quality of program outcomes.

The overall purpose of using these processes is to establish a long-range general strategy for the

operation of the system.

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Criterion 2A: Documentation of Area Characteristics

The agency collects and analyzes data specific to the distinct characteristics of the community

served and applies the findings to organizational planning.

Summary:

Las Vegas Fire & Rescue collects and analyzes community characteristics (demographics,

population density, at-risk populations) from the City’s Department of Planning and

Development, GIS personnel in the Combined Communication Center, the U.S. Census Bureau

and other sources.

Las Vegas Fire & Rescue assesses its community at the jurisdictional, battalion, and 4-minute

travel time demand zone, including first-due unit, station levels. It also considers Insurance

Services Office (ISO) coverage recommendations of 1.5- and 2.5-mile zones for coverage of

engines and trucks, respectively when conducting organizational planning for future resources.

Risks are also defined by analyzing jurisdictional fire loss, fire prevention records on building

occupancy type, and the level of fire protection systems.

LVFR develops organizational results (goals) and objectives that are consistent with the City’s

Priorities, Department’s mission, and community expectation for service delivery.

All of this information is compiled and presented in the Department’s standards of cover manual

in sections such as Section A Section A: Community served, Section C: Community expectations

and performance goals, and Section D: Risk assessment.

References

ISO engine truck coverage maps

LVFR standards of cover manual, 2011 edition, Section A: Community served; Section C:

Community expectations and performance goals; and Section D: Risk assessment

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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2A.1 Geographical boundaries for the authority having jurisdiction are identified

(e.g., street and

local highway network, jurisdictional boundaries, mutual and automatic aid zones, contract

service areas, etc.)

Description

The City of Las Vegas is an incorporated jurisdiction within Clark County that encompasses

133.20 square miles. It is essentially land-locked, as it is surrounded by incorporated cities

(North Las Vegas, Henderson, Boulder City), unincorporated townships (Paradise, Enterprise),

and the Paiute Indian Reservation. The City of Las Vegas Department of Planning and

Development provides shapefile layers of information such as Census data, political ward

boundaries, legal jurisdictional boundaries, streets, and highway networks. These data layers are

available to geographic information system (GIS) personnel who develop maps for department

use that can show response zones, fire districts, and a wide variety of other data of use to the fire

department.

Appraisal

The City of Las Vegas has clearly established geographical boundaries and jurisdictional

information identified by the Department of Planning and Development. GIS technology has

allowed immediate access to valuable information produced in the form of easily-understood

maps or .pdf files. City personnel have managed to maintain data current as possible even with

historic growth experienced in the Las Vegas Valley.

Plan

The City of Las Vegas, through the Department of Planning and Development will continue to

manage information regarding legal jurisdictional boundaries, streets, and highways, and other

important data. LVFR will continue to use GIS personnel to develop maps displaying this

information.

References

Example maps: Las Vegas Valley metropolitan area; LVFR battalion maps; Demand zones

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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2A.2 The agency organizes the community into geographic planning zone(s)

for purposes of

analyzing service provision.

Description

Las Vegas Fire & Rescue divides its community into several geographic zones for planning

purposes. These include overall jurisdictional boundaries of the City of Las Vegas, City

battalions (1, 4, and 10), one-square mile fire districts, and four-minute travel time demand zones

that represent the road distance a unit can travel in four minutes. GIS technology and census

data provide other zones, such as census tracks that are available for special projects or requests,

but are not used typically in service provision analysis.

Appraisal

Resources assigned to three battalions within the city’s jurisdiction allowed equitable distribution

of management responsibilities between the three Battalion Chiefs on duty daily. All Valley fire

departments have used the one-square mile fire districts for decades. All incidents are

dispatched based on district and phantom location and crews have referenced district maps for

response and other expected duties such as hydrant inspection. They have provided the ability to

isolate small areas or specific areas of the Valley for incident analysis and population density.

Plan

LVFR will continue to use jurisdiction, battalion, and fire district zones for service provision

analysis and reference. The Department will consider modifying or adding planning zones if

deemed necessary, requested by city officials, or if additional GIS tools become available that

allow for more detailed analysis.

References

Example maps: Las Vegas Valley metropolitan area; LVFR battalion map; Demand zones

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 2A.3 The agency analyzes the community by service area/population density1

for

the purpose of developing total response time standards.

Description

Las Vegas Fire & Rescue analyzes total response time performance in its Standards of Cover

using jurisdictional boundaries and fire districts and evaluates population density along with call

volume and severity and excludes fire districts within the city’s jurisdiction with zero population.

Considering the City of Las Vegas as a whole, it is a metropolitan community with an average

density of 4,145 persons per square mile. LVFR can use population density by fire district to

develop total response time performance standards, but does not do so as standard method due to

an operational expectation to front-load all emergency response resources. LVFR uses four-

minute travel time response zones around each of its fire stations to determine first-due total

response time performance in each response zone as well as each station’s performance within its

zone.

Appraisal

LVFR analyzed 2011 population density estimates for the 154 one-square-mile fire districts for

which the Las Vegas jurisdiction incorporates (county islands and partial districts). Analysis

revealed 92 (59.74%) metropolitan, 7 (4.55%) urban, 7 (4.55%) suburban, 16 (10.39%) rural,

and 32 (20.78%) undeveloped/unpopulated districts. For this reason, LVFR considered

metropolitan total response time standards and excluded undeveloped/unpopulated districts when

it developed total response time standards for all service levels.

Plan

LVFR will develop total response time standards based on population density when required by

Commission on Fire Accreditation International guidelines. Until then, it will continue to

exclude response to unpopulated areas in its total response time performance expectations.

1 See FESSAM pp. 70-71 for discussion of service area/population density.

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References

LVFR standards of cover manual, 2011 edition, Section A: Community of Las Vegas, page A-6

Population density by fire district map

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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2A.4 Data including fire loss, injury and life loss, property loss, and other associated losses, are

recorded

for a minimum of three immediately previous years.

Description

The Department maintains at least three years of loss information in electronic databases and/or

collection systems. LVFR has two electronic reporting systems in which personnel record loss:

FireRMS by Zoll contains non-medical related incident reports; and HealthEMS by Sansio

contains medical-related incident reports. Fire personnel maintain Excel spreadsheets of known

fire related deaths. The Insurance Services Division of the Department of Human Resources

maintains data regarding loss of work time due to employee injury in the OSHA 300 Log.

Appraisal

Since 2001, the FireRMS database has allowed authorized personnel easy access to incident

report information related to fire loss. Use of FireRMS reports or Crystal Reports software have

provided useful data extraction for analysis and reporting, such as for the annual NFPA Fire

Experience Survey. In May 2010, LVFR transitioned medical incident and patient care reports

to the Sansio HealthEMS database, which has provided a similar easy to use and data rich system

for recorded data as detailed for fire reports. The life-loss data maintained by the Department’s

Public Education and Information Officer and Records staff have allowed department personnel

to complete annual reports annually, as requested. City of Las Vegas Human Resources

personnel have provided the OSHA Log 300, as requested.

Plan

The Department will continue to collect loss information in available incident reporting systems

or other available collection methods to ensure the data is available and accessible for analysis or

reporting purposes. The City will continue to maintain employee injury records, as mandated.

References

NFPA fire experience surveys: 2008-2010

OSHA Log 300 (available onsite)

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2A.5 Demographics such as population, land use, topography, climate and occupancy groups

are identified and documented

.

Description

The City’s Department of Planning and Development compiles and provides demographic

estimations for the City of Las Vegas. The City and Fire Department also access census data

from the US Census Bureau American FactFinder website.

Topography, climate, and other data relating to the area are available from websites such as the

National Weather Service. Information on the flood channels and washes throughout the Valley

is available through the Clark County Regional Flood Control District and accessible to GIS

personnel. Both the City and LVFR maintain shapefile layers of data, maps, and .pdf files that

serve as permanent documentation of demographic information.

Appraisal

LVFR has been provided requested and/or needed demographic data, which included City

estimates and US Census Bureau data through City publications. The Department of Planning

and Development’s statistical analyst has fulfilled, in a timely fashion, specialized requests in the

form of customized maps, as needed. GIS personnel have turned shapefile layers into

customized maps, as requested, which has created a useful historic record of information.

Plan

Las Vegas Fire & Rescue will continue to use community demographic information available

from the Department of Planning and Development and the US Census Bureau. It will continue

to use GIS technology to document these data.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

City of Las Vegas Department of Planning and Development website

US Census Bureau American FactFinder website

National Weather Service website

Customized maps (land use, flood control network, commercial structure height, public schools,

and group quarters)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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2A.6 Significant economic indicators used in the planning effort

are identified (e.g., revenue

sources, local economic factors, insurance evaluations, and assessed valuation of various

components).

Description

Through an annual budget workshop, the City’s Department of Finance and Business Services

presents a financial PowerPoint to the city departments, City Management, City Council, and

Mayor, which use it for planning efforts. Economic indicators such as sales tax, gaming

revenues, the unemployment rate, new home sales, visitor volume, convention attendance,

hotel/motel occupancy, commercial building permits for some examples, are found in the Las

Vegas Perspective, the Center for Business and Economic Research, and the Clark County

Monitoring Program website. These have a direct affect on the major revenue sources to the city

such as Consumer Consolidated Tax, Property Tax, as well as Licensing and Franchise Fees.

Appraisal

The focus on economic indicators used for planning efforts has intensified based on continued

economic difficulties faced by the City of Las Vegas evidenced by the City Manager’s weekly

newsletter has included routine budget updates for the City and other municipalities throughout

the country.

The Department of Finance and Business Services has played a critical role in tracking economic

indicators related to the City’s finances. Finance has used a five-year forecasting model to

ensure a broader look at the economics of both the revenues and expenditures. A financial

oversight committee comprised of leaders from outside development, gaming, legislative, and

financial communities, has provided assistance with validation and evaluation of economic

trending and assumptions used in the City’s modeling.

Based on the Comprehensive Annual Financial Report for the fiscal year ended June 30, 2010,

the City of Las Vegas has maintained Aa3 bond rating from Moody’s Investor Service, and an

AA bond rating from both Fitch and Standards and Poor Corporation, which has served as an

indicator of conservative and strong financial stewardship.

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Plan

The Fire Department, with guidance from the Department of Finance and Business Services, will

continue to evaluate economic indicators while addressing service needs, and fire planning. Fire

reports will continue to be prepared and reviewed monthly to ensure timely evaluation of all

trending and alignment with the strategic business plans. These reports will continue to be

widely distributed to ensure all stakeholders have the opportunity to review and adjust where

necessary.

References

Las Vegas Perspective: 2010 and 2011 (available on site)

Clark County Monitoring Program website

CityLink: City Manager’s newsletter (available electronically onsite)

The Center for Business and Economic Research – University of Nevada, Las Vegas

City of Las Vegas Comprehensive Annual Financial Report FY2010

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2A.7 The water supply system that provides available fire flow for the planning zones, major

risks, key risks, and special hazard areas should be documented and included in the planning

effort

.

Description

The Las Vegas Valley Water District (LVVWD) maintains the water supply system for the City

of Las Vegas and surrounding area. Lake Mead provides 90% of the Valley’s water supply with

the remaining 10% coming from 76 wells. The system’s maximum production capacity is 900

million gallons per day (MGD). The system has 4,100 miles of water transmission pipelines, 37

pumping stations, and 35 reservoirs and tanks capable of storing 916 million gallons of water.

At the end of 2010, 20,917 active fire hydrants were on the water supply system within the City

of Las Vegas and another 1,077 within county islands surrounded by the City. Fire Department

GIS personnel work with the water district to ensure fire district maps reflect all public and

private hydrants. LVFR records public hydrants in the City in its FireRMS system and requires

fire crews flow hydrants annually.

Appraisal

Based on the Insurance Services Office (ISO) on-site visit conducted April 2008, Las Vegas Fire

& Rescue received a relative classification for water supply of 1 (38.11 out of 40.00).

LVVWD’s water distribution system has supplied adequate pressures during the maximum daily

demand plus minimum fire flow requirements using gravity storage only. Calculated fire flow

for structures protected by fire sprinkler systems can be reduced by up to 50%, with the

minimum flow rate of 1,500 GPM still required. In 2010, suppression personnel flowed 16,393

public hydrants.

Plan

The Department will continue to work with involved personnel or agencies to maintain water

system information, including minimum fire flow requirements and location of fire hydrants. It

will continue to perform annual fire hydrant flows to ensure water supply availability.

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References

Example hydrant map (all district maps available electronically on site)

ISO classification notification

2010 hydrant flow test report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 2B: Fire Risk Assessment and Response Strategies

The agency assesses the nature and magnitude of the hazards within its jurisdiction and develops

appropriate response coverage strategies. Each significant fire risk should be categorized and

listed to permit future analysis and study in determining standards of response coverage and

related services.

Summary:

Las Vegas Fire & Rescue performed a risk assessment (Section D: Risk assessment) of its

coverage area as part of developing it Standards of Cover (SOC) manual, 2011 edition. A

variety of data were examined and used to establish risk ratings for all occupancy types. GIS

technology was used to examine census data and plot demographic risk factors of local citizens.

The Department classified risks into the categories of low, moderate, significant, maximum, and

special.

The risk assessment allows the Department to address hazards in a priority fashion, to evaluate

special needs, and to respond better to the challenge of providing risk reduction programs to

citizens and/or areas at a higher risk level.

The Department will maintain a program of risk assessment, update GIS data as required, and

revise coverage and/or deployment to meet future needs.

References

LVFR standards of cover manual, 2011 edition, Section D: Risk assessment

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CC 2B.1 Each planning zone and population area is analyzed and risk factors are

evaluated

in order to establish a standards of response coverage.

Description

The Department considers the jurisdictional boundaries of the City of Las Vegas, four-minute

travel time demand zones around each fire station, station first-due areas, battalions, and fire

districts as planning zones in its Standards of Cover. The risk assessment (section D) analyzes

relevant aspects of the community to include geospatial, transportation networks, climate,

demographics, development, population and assets protected. LVFR classifies risk as low,

moderate, high, or severe.

Appraisal

Through the analysis of its jurisdiction, Las Vegas Fire & Rescue evaluated fire risk factors at

four levels: low, moderate, high, and severe. LVFR established baseline performance goals

detailed in Section C: Community expectations and performance goals of the 2011 Standards of

Cover manual. These included first unit and initial effective response force performance, where

applicable, for fire and non-fire incident response for data between fiscal year 2007 and fiscal

year 2011 (July 1, 2006 through June 30, 2011) and was based on 5-year overall performance at

the 90th percentile. Benchmark performance goals were developed based on expectations

achievement by fiscal year 2016 (July 1, 2015 through June 30, 2016) and were detailed in

Section F: Performance objectives and performance measures.

Plan

The Department will continue to assess risk and identify areas for improvement that will enhance

life safety within the community. LVFR will focus on committing resources first to areas with

high call volume or severe nature of calls that result in high loss of life or property.

References

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals; Section F: Performance objectives and performance measures

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2B.2 The frequency and probability of occurrence of fire suppression service demands are

identified in each planning zone.

Description

Using problem nature codes assigned by the combined communication center (fire alarm office),

Las Vegas Fire & Rescue assesses the distribution and frequency of any fire suppression service

demand for which a fire department resource responds. Fire service demands range from tree,

brush, or trash can fires to multiple-alarm responses to high-rise hotels. The department uses

GIS technology to create maps showing historic incident location, concentrations, and trends

over time. GIS technology can identify jurisdictional boundaries, battalion areas, fire districts,

and 4-minute travel time zones around existing fire stations to help LVFR in analyzing the

frequency and probability of incidents.

Appraisal

Risk assessment performed in the Standards of Cover, 2011 edition evaluated fiscal year 2007

through fiscal year 2011 (July 1, 2006 through June 30, 2011) data and revealed LVFR resources

were assigned to low-risk fire incidents most often (approximately 3,800 per year).

Implementation of f-codes by the Combined Communication Center further defined types of fire

incidents that have occurred and allowed for better tracking of actual risk.

LVFR reviewed NFIRS physical asset types recorded in fire incident reports between fiscal year

2007 and 2011 and determined 72.40% of fires were classified as Other, meaning only 27.6

percent of fires occurred in structures of value (Standards of Cover, Table 27, page D-4). GIS

mapping confirmed that the areas around Downtown Las Vegas (Battalion 1) experienced the

highest concentration of fire incidents (all risk levels).

Plan

The Department will continue to use historic information from its fire alarm office, incident

reports, and GIS mapping technology to identify the frequency and probability of fire incidents

within the City of Las Vegas. This will be done at each planning zone level that the Department

defines.

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References

Risk analysis output summary, pages 6-10

Location distribution maps, page 1

LVFR standards of cover manual, 2011 edition, Table 27 Percent of fire incident occurrence per

NFIRS category

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2B.3 The maximum or worst fire risk(s) in each planning zone is/are identified and located

,

i.e., hazards that require maximum amount of fire protection resources or would result in greatest

loss of life or property; key or special hazard risk in each planning zone identified and located,

i.e., hazards that if destroyed would be a critical or essential economic loss to the community

(this could include cultural, environmental, or historical loss); typical or routine risks in each

planning zone are identified, i.e., risks most common to planning zone; remote or isolated risks

in each planning zone identified, i.e., risks distant from others as to be almost unique to the

planning zone; and/or other locally adopted equivalencies are used to identify fire risk.

Description

Through the fire risk assessment process, which uses physical asset type (occupancy) data from

the Hansen database and historic fire incident data from FireRMS, LVRS can determine the

overall risk for each occupancies in the City of Las Vegas (approximately 21,000). LVFR

defines occupancies with a physical asset type of Special as high-overall risk regardless of

historic fire occurrence. This includes local, state, federal, and historic structures. GIS

technology maps each location. The Department uses Crystal Reports software to extract the

data, which can then be exported to Excel for analysis and GIS mapping purposes.

Appraisal

The Department categorized 302 (21 high and 281 special) structures within the City as those

with the maximum fire risk. These and all other occupancies were located and plotted on

jurisdictional maps. Mapping confirmed a high concentration of high/special risk structures in

Battalion 1. LVFR has dedicated more resources to this area.

Plan

The Department will continue to use a classification process to identify high-risks in its

jurisdiction. It will also continue to evaluate appropriate response protocols based on needed

resources for each risk level.

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References

Standards of cover manual, 2011 edition, Section D: Risk assessment

Special physical assets

Overall fire risk assessment map

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2B.4 A critical task analysis of each risk category and/or fire incident is conducted to

determine the effective response force

(ERF).

Description

As part of the process of developing a standards of cover, LVFR considers the critical tasks for

crews to initiate at the scene of each level for fire risk (low, moderate, high, and severe) it

identifies in populated areas of Las Vegas. LVFR operates under constant staffing, participates

in Valley-wide operational directives for safe and effective response, and has the ability to draw

on additional personnel and/or other jurisdictions to achieve response compliments beyond an

initial response force. National Fire Protection Association (NFPA) 1710 Standard for the

Organization and Deployment of Fire Suppression, Emergency Medical, and Special Operations

to Public by Career Fire Departments, 2010 edition, Section 5.2.4.2.2 suggests an initial full

alarm for a moderate risk fire of 15 personnel to establish command, initiate fire attack, support

the operation with water, ventilation, and rescue capabilities.

Appraisal

Through the critical task analysis of the different risk levels of fire incidents, LVFR established

the following effective response force standards:

• For low-risk fire incidents in populated areas of the City, LVFR achieves an effective

response force when one, four-person engine company (or company with engine

capabilities) arrives on the scene of an incident.

• For moderate-risk fire incidents in populated areas of the City, LVFR achieves an

effective response force when two, four-person companies arrive on the scene of an

incident; and

• For high-risk and severe, high-rise, hospital fire incidents in populated areas of the City,

an effective response force is achieved when four, four-person companies and one two-

person advanced life support transport-capable rescue arrive on the scene of an incident.

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Plan

The Department will monitor initial response force performance and evaluate it against the

Valley-wide deployment model that ensures front-loaded resources needed to reduce loss of life

and property damage arrive on scene to fire incidents.

References

NFPA 1710 Standard for the organization and deployment of fire suppression, emergency

medical and special operations to public by career fire departments, 2010 edition

Standards of cover manual, 2011 edition, Section D: Risk assessment, Fire risk, page D-4

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CC 2B.5 Agency baseline and benchmark travel time objectives for fire response

conform to industry best practices

as prescribed on pages 70-71 for first due and effective

response force (ERF).

Description

LVFR references the CFAI fire & emergency services self-assessment manual (FESSAM) to

understand industry best practices and to determine agency benchmark objectives. It also

considers NFPA 1710 Standard for the organization and deployment of fire suppression,

emergency medical, and special operations to public by career fire departments. As Las Vegas is

predominantly metropolitan in population density, the Department references this CFAI

performance standard to meet community expectations to incidents designated as severe or high-

risk and excludes unpopulated areas of the city. The industry best practice benchmark for travel

time is four minutes, 90% of the time and the industry best practice baseline is five minutes

twelve seconds, 90% of the time. Benchmark travel time performance for the effective response

force is eight minutes and baseline performance is ten minutes twenty-four seconds, 90% of the

time.

Appraisal

Over the past five fiscal years (FY2007 to FY2011), first-engine travel time performance at the

90th percentile to severe fire incidents has ranged from 6:06 (FY2010) to 3:40 (FY2011) and has

resulted in an overall baseline expectation of 4:43. The balance of baseline performance times

and benchmark performance expectations can be found in the standards of cover in Section C:

Community expectations and performance goals and Section F: Performance objectives and

performance measures, respectively.

Plan

LVFR will continue to reference industry best practice baseline and benchmark travel time

objectives for first due and effective response force. It will continue to strive to attain

performance within this range. The department will equate its defined levels of risk to the CFAI

population density levels while working toward measuring total response time performance

based on population density as put forth in the FESSAM.

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References

Fire & Emergency Service Self-Assessment Manual, pages 70-71

NFPA 1710 Standard for the organization and deployment of fire suppression, emergency

medical, and special operations to public by career fire departments, 2010 edition

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals and Section F: Performance objectives and performance measures

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CC 2B.6 Given the fire risk(s), area of responsibility, demographics, economic

indicators, fire loss data, water supply and automatic fire protection system information,

an effective standards of response coverage strategy is established

.

Description

Las Vegas Fire & Rescue establishes standard of cover strategies by analyzing its jurisdiction,

four-minute travel time demand zones, first due station areas, and fire districts. Demographics,

economic indicators, loss of life and property, and fire flow, and fire sprinkler systems are

considerations in determining fire risk.

Appraisal

LVFR determined four levels of fire risk within its jurisdiction: low, moderate, high, and severe.

The Department’s critical task analysis established effective response force for each service level

that confirmed LVFR’s commitment to support the operational intent of front loading required

resources to minimize the time/temperature curve thus increasing life safety and enhancing

property conservation.

Plan

The Department will continue to assess standards of cover strategies for fire risk using area

demographics, life and fire loss data, and fire prevention practices, to ensure resources are

available to achieve an effective response force.

References

LVFR standards of cover manual, 2011 edition, Section D: Risk Assessment

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2B.7 Fire protection suppression and detection systems are identified and being considered in

the planning process

.

Description

Fire code requires all new commercial occupancies over 5,000 square feet or 300 occupants have

an automatic fire suppression and detection system. An example would be a high-rise hotel that

includes an Assembly-occupancy along with residential units. There are smaller thresholds

requiring such systems depending on the hazardous process or occupancy type. The Fire

Prevention Division maintains a record for each business within the Hansen database system that

includes occupancy codes, square footage, and use types that all factor into the Section D: Risk

assessment of the Standards of Cover manual.

Appraisal

As part of the 2011 Standards of Cover, LVFR reviewed all physical asset types (occupancies)

and identified those that had built-in fire suppression and detection systems. Fire Prevention

data revealed 8,713 commercial occupancies and 1,679 residential homes within the City with

built-in fire suppression systems.

Plan

Las Vegas Fire & Rescue will continue to require fire suppression and detection systems per the

adopted fire code. Inspection personnel will continue to maintain data on each existing business

in the Hansen database. The Department will use this data in performing risk assessment

updates.

References

Commercial locations with sprinklers

Residential locations with sprinklers

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CC 2B.8 The agency utilizes a formal process periodically to assess the balance

between fire suppression capabilities and fire risks

in the service area. Identified

imbalances are addressed through the planning process.

Description

The formal process Las Vegas Fire & Rescue uses to assess suppression capabilities against fire

risks includes fire prevention’s assessment of fire hazards, fire suppression’s first-due and

effective response force total response time performance, and historical fire data. Fire Protection

Engineering staff conduct initial appraisal of the hazard risk, when compared to suppression

capabilities (e.g. access, water supply), at the pre-development stage to identify any deficiencies

and/or requirements. The Department requires developments with such deficiencies to provide

mitigating measures such as residential fire sprinklers or fire watch systems, which if required,

may reduce the fire risk. The Fire Prevention Division continues the assessment process by

conducting inspects of developing and existing structures for deficiencies and or requirements.

Appraisal

The department’s fire prevention engineering performed and through strategic planning process

that included annual review and update of the standards of cover and strategic business plan, and

quarterly review of fire suppression performance. Over fiscal year 2009 through fiscally year

2011, the Fire Protection Engineering Division performed 6,377 fire and life safety plan reviews

(including failed) and the Fire Prevention Division performed over 49,000 inspections.

Plan

The Department will continue to assess the balance of fire suppression capabilities and risk from

the pre-development stage through the life of the structure and through the formal process of

conducting a fire risk assessment in a standards of cover manual.

References

LVFR standards of cover manual, 2011 edition, Section D: Risk assessment

Performance Plus data FY2010 and FY 2011 Fire Prevention division

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Criterion 2C: Non-Fire Risk Assessment and Response Strategies

The agency assesses the nature and magnitude of other hazards and risks within its jurisdiction

and identified appropriate strategies, methods of operation, and resource allocation required to

mitigate potential emergencies. These may include a wide variety of risk and service demands,

e.g., hazardous materials, emergency medical services, rescue, etc. Special attention should be

paid to identify, analyze and develop strategies for non-fire or limited fire risks that gain

importance due to cultural, economic, environmental, or historical value.

Summary:

The Department identified non-fire risks hazards, deployment strategies, and operational

methods for those risks. Significant non-fire risks include Emergency Medical Services (EMS),

Hazardous Materials, Technical Rescue, and other service calls.

Analysis of fiscal year 2007 through fiscal year 2011 call data inside the City of Las Vegas for

which Las Vegas Fire & Rescue units were assigned indicates non-fire risk responses

(emergency medical, technical rescue, and hazardous materials) account for almost 94 percent

(92.69% medical, 0.28% technical rescue, 0.85% hazardous materials, and approximately 0.10%

explosive-, aviation-related and other) of total call volume. Non-fire risk assessment and

analysis identified areas of concern as highways and freeways and areas around Downtown Las

Vegas. Las Vegas faces the threat of natural disasters from flooding and earthquakes, but the

probability is very low as development of a regional flood control district has improved

channeling of flood waters and research from the US Geological Survey showed only a handful

of measurable (2.5 magnitude or greater) earthquakes have occurred in the Las Vegas Valley

over the last three decades.

References

Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E:

Historic perspective and system performance)

Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition –

Section E: Historic perspective and system performance)

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CC 2C.1 Each planning zone and population area is analyzed and non-fire risk factors

evaluated

in order to establish a standards of response coverage.

Description

Las Vegas Fire & Rescue recognizes medical, hazardous materials, technical rescue, explosive-

related, aviation, nature disasters such as flooding and earthquakes, and terrorist acts as potential

non-fire risk within its jurisdiction or surrounding communities. Las Vegas Fire & Rescue

considers it’s the populated areas of its jurisdiction, four-minute travel time demand zones

around each fire station (first due areas), and fire districts as planning zones for when developing

its Standards of Cover. Based on fire district population density, LVFR considers itself

predominately a metropolitan jurisdiction.

LVFR classifies medical risk at four levels: low, moderate, high, and 6-person response, which is

required for identified incidents such as cardiac arrest whereas a larger response force can affect

outcomes. High-risk factors include volume, severity, and frequency of calls, and loss of life.

LVFR uses a Medical Priority Dispatch System to classify four levels (Alpha, Bravo, Charlie,

Delta) of medical severity and response. LVFR assesses the frequency and probability of calls

within each zone by compiling historic incident volume and using GIS mapping to show incident

locations, concentrations, and trends.

LVFR’s hazardous materials and technical rescue teams can respond to other jurisdictions in the

Las Vegas Valley and LVFR’s bomb squad’s response jurisdiction includes all of Clark County

and neighboring counties of Nye and Lincoln County Nevada and Bullhead County AZ.

Appraisal

Through the analysis of its jurisdiction, Las Vegas Fire & Rescue evaluated fire risk factors at

four levels: low, moderate, high, and severe. LVFR established performance baseline and

benchmark performance expectations in its standards of cover that addressed these risk levels

and assessed five years (fiscal years 2007 through 2011) of performance data for incidents that

occurred in populated areas of the City of Las Vegas.

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Plan

The Department will continue to assess non-fire risk and identify areas for improvement that will

enhance life safety within its community. LVFR will continue to deploy resources first to high-

call volume area or severe nature of calls that result in high loss of life or property.

References

Standards of cover manual, 2011 edition – Section D: Risk assessment, Non-fire risk assessment

starting on D18

Location distribution maps, pages 2-10 (LVFR Standards of Cover manual, 2011 edition –

Section E: Historic perspective and system performance)

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2C.2 The frequency and probability of occurrence of service demands other than fire are

identified

in each planning zone.

Description

Using problem nature codes assigned by the combined communication center (fire alarm office),

LVFR can assess the distribution and frequency of any service demand for which a fire

department resource responds. Non-fire service demands include medical, technical rescue,

hazardous materials, and explosive-related incidents. The department uses GIS technology to

create maps showing historic incident location, concentrations, and trends over time. GIS

technology can identify jurisdictional boundaries, battalion areas, fire districts, and 4-minute

travel time zones around existing fire stations to help LVFR in analyzing the frequency and

probability of incidents.

Appraisal

In its 2010 Standards of Cover, Las Vegas Fire & Rescue analyzed medical, technical rescue,

and hazardous materials response services as non-fire risk. Based on feedback received by its

peer assessment team in December 2010, LVFR revised its Standards of Cover and further

defined technical rescue to include flash flooding (water rescue) and hazardous material

response. Also based on received feedback received, LVFR added explosive-related response

and earthquake risk.

This level of detailed review revealed few if any historical occurrence of service demand for

various technical response categories such and that only two earthquakes over magnitude 2.5

have occurred inside the City of Las Vegas in the last 30 years (2.9 and 3.3 respectively) (SOC,

D-50). Calls for service analysis revealed that medical incidents accounted for almost 93% of

the service demand within the City of Las Vegas (Risk analysis output summary, page 5 and 10).

the highest frequency of incidents occurred on Friday evenings. The moderate-risk medical

incident type 32B-Unknown Problems was the most often received call for service. GIS

mapping confirmed that Downtown Las Vegas (Battalion 1) experienced the highest

concentration incidents (all risk categories).

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Plan

The Department will continue to use historic data to determine the frequency and probability of

non-fire service demands and despite lack of probability of certain incidents will continue to

consider them as part of its standards of cover risk assessment.

References

Risk analysis output summary (LVFR Standards of Cover manual, 2011 edition – Section E:

Historic perspective and system performance)

Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E:

Historic perspective and system performance)

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2C.3 The maximum or worst non-fire risk(s) in each planning zone is/are identified and

located; the key or special hazard risk in each planning zone is identified and located, i.e.,

hazards, which if destroyed would be a critical or essential economic loss to the community (this

could also include cultural, environmental, or historical loss); the typical or routine non-fire risks

in each planning zone are identified, i.e., those risks most common to the planning zone; the

remote or isolated non-fire risks in each planning zone are identified, i.e., those risks most distant

from other risks as to be almost unique to the planning zone; and/or other locally adopted

equivalencies are utilized to identify non-fire risks.

Description

By reviewing historic data, LVFR knows certain areas (the Downtown Corridor and roadways)

create a high probability for technical rescue and emergency medical incidents. GIS mapping

provides the Department with historic trends of risk occurrence by incident type in each planning

zone. Fire Prevention personnel maintain records of occupancies that require hazardous

materials permits and this data can be mapped by planning zone.

Medical risk assessment considers the levels of criticality associated with the patient’s chief

complaint identified by the communication specialist using medical priority dispatch protocols

and/or by the emergency responders when on scene. As with fire response, LVFR front-loads its

response to certain types of incidents to ensure resources are available for the worst-case

scenario.

Appraisal

The entire jurisdiction of the City of Las Vegas was used in the assessment of non-fire risks.

Analysis identified areas of concern as transportation networks (highways, freeways, and

railways), high-rises, Downtown corridor, and occupancies where hazardous materials are stored.

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Plan

The Department will continue to use historic incident data to identify non-fire hazards within its

jurisdiction. With the increase in service area demands for the Hazardous Materials and

Technical Rescue Teams, LVFR will need to establish a method to identify risk in the

surrounding jurisdictions.

References

Location distribution maps (LVFR Standards of Cover manual, 2011 edition – Section E:

Historic perspective and system performance)

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2C.4 A critical task analysis of each risk category and/or non-fire incident is conducted to

determine the effective response force

(ERF).

Description

Las Vegas Fire & Rescue provides an all hazards response to the citizens and visitors of Las

Vegas to ensure life safety and property conservation and recognizes the following non-fire risk

categories/incidents as potential risks within its jurisdiction or surrounding communities:

emergency medical services, hazardous materials, technical rescue, explosive-related response,

aviation-related response, nature disasters such as flooding and earthquakes, and terrorist acts.

The critical task analysis and initial effective response force for each identified risk category can

be found in Section D: Risk assessment of LVFR’s 2011 edition of its standard of cover, pages

D-16 through D-51.

Appraisal

Based on feedback received through its onsite evaluation conducted December 2010, LVFR

modified its standard of cover manual and further detailed the critical task analysis and effective

response force for non-fire risks identified in the City of Las Vegas. Some identified risks had

little to no historic probability of occurrence, which resulted in the development of tasks and an

effective response force based on operational expectations.

Plan

Las Vegas Fire & Rescue will continue to monitor the critical tasks required for incident

response based on services provided, industry best practices, and operational objectives of the

department and will continue to represent this information in its standards of cover manual.

References

LVFR standards of cover manual, 2011 edition, Section D: Risk assessment

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CC 2C.5 Agency baseline and benchmark travel time objectives for non-fire incident

response conform to industry best practices

as prescribed for first due and effective

response force (ERF).

Description

LVFR references the CFAI fire & emergency services self-assessment manual (FESSAM) to

understand industry best practices and to determine agency baseline performance expectations

and benchmark performance goals. It also considers NFPA 1710 Standard for the organization

and deployment of fire suppression, emergency medical, and special operations to public by

career fire departments. As Las Vegas is predominantly metropolitan in population density, the

Department references this CFAI performance standard to meet community expectations to

incidents designated as high-risk and excludes unpopulated areas of the city. The industry best

practice benchmark for travel time is four minutes, 90% of the time and the industry best practice

baseline is five minutes twelve seconds, 90% of the time. Benchmark travel time performance

for the effective response force is eight minutes and baseline performance is ten minutes twenty-

four seconds, 90% of the time.

Appraisal

Over the past five fiscal years (FY2007 to FY2011), first advanced life support (ALS) unit travel

time performance at the 90th percentile to medical incidents that require a six-person team

response ranged from 5:36 (FY11) to 6:20 (FY2007) and resulted in an overall baseline

expectation of 6:04 travel time for the first arriving ALS unit, 90% of the time. Travel time

performance at the 90th percentile to all high-risk medical incidents ranged from 6:05 (FY2011)

to 6:32 (FY2007) and resulted in an overall baseline expectation of 6:20.

For all technical rescue incidents, over the last five fiscal years, travel time performance of the

first emergency response unit staffed with a minimum of four firefighters ranged from 8:16

(FY2010) to 9:30 (FY2007), 90% of the time and resulted in an overall baseline expectation of

8:45 (SOC, C-14). For all hazardous materials incidents, over the last five fiscal years, travel

time performance of the first engine company or company with hazardous materials response

capabilities, staffed with a minimum of four firefighters ranged from 7:43 (FY2011) to 8:14

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(FY2007), 90% of the time and resulted in an overall baseline performance expectation of 8:04

(SOC, C-20).

The balance of baseline performance times and benchmark performance expectations can be

found in the standards of cover in Section C: Community expectations and performance goals

and Section F: Performance objectives and performance measures, respectively.

Plan

LVFR will continue to reference industry best practice baseline and benchmark travel time

objectives for first due and effective response force. It will continue to strive to attain

performance within this range. The department will equate its defined levels of risk to the CFAI

population density levels while working toward measuring total response time performance

based on population density as put forth in the FESSAM.

References

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C-10 through C-25; Section F: Performance objectives and

performance measures

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CC 2C.6 Given the importance and magnitude of service demands, a standards of

response coverage strategy is established for each type of non-fire risk(s) and service

demand.

Description

Las Vegas Fire & Rescue recognizes medical, technical rescue, hazardous materials, explosive-

related, and aviation incidents as probable non-fire risks within its jurisdiction or surrounding

communities. It also acknowledges the possibility, though remote, of significant nature disasters

such as flooding and earthquakes, and man-made disasters such as terrorist acts. LVFR

establishes standard of cover strategies for dealing with this risk by analyzing its jurisdiction,

four-minute travel time demand zones, first due station areas, and fire districts. The department

considers severity levels (consequence), probability, and frequency in performing non-fire risk

determination.

Appraisal

In Section D: Risk assessment of the 2011 edition of the Standards of Cover manual, LVFR

determined the critical tasks needed to begin mitigation of an incident and developed initial

effective response forces for all non-fire risk. For example, for medical incidents, response

strategies varied based on severity level of service need – a low-risk medical incident in the City

of Las Vegas achieved an effective response force when one, four-person ILS truck company, or

one four-person ALS engine company, or one two-person ALS transport-capable rescue unit

arrives on the scene of an incident while for the highest risk medical incidents in populated areas

of the City that required 6-person team response, LVFR achieved an effective response force

when one, four-person ALS engine company and one two-person ALS transport-capable rescue

unit arrived on the scene of an incident.

The Department’s critical task analysis confirmed LVFR’s commitment to support the

operational intent of front loading required resources to minimize life loss. The balance of

response strategies can be found in Section D: Risk assessment of the standards of cover.

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Plan

The Department will continue to assess standards of cover strategies for non-fire by analyzing

severity levels (consequence), probability, and frequency of service demands within its

jurisdiction when performing non-fire risk determination.

References

LVFR standards of cover manual, 2011 edition, Section D: Risk assessment

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Criterion 2D: Strategic Planning

A strategic plan or other form of long-term planning (3 to 5 years in the future) is in place and,

along with the budget, is guiding the activities of the agency. The plan is submitted to the

appropriate authority having jurisdiction.

Summary:

Las Vegas Fire & Rescue’s strategic business plan contains strategic results (goals) that reflect 3-

5-year performance objectives. The Department’s executive staff, along with other key

personnel (budget analyst, management analyst) reviews the plan, and when necessary, updates

key result measures. The plan is submitted to the Office of Performance Management (OPM)

and the Chief of Public Safety who oversees the Fire Department before the beginning of each

subsequent fiscal year (July 1) along with a change document. OPM and the management level

staff from three departments under public safety meet to discuss plans. The Chief of Public

Safety must review the strategic business plan and approve it (by signature) before they are

considered final.

References

Las Vegas Fire & Rescue strategic business plan FY2012

Signed FY2012 SBP change document

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CC 2D.1 The fire service agency has a published strategic plan

.

Description

Las Vegas Fire & Rescue’s approved multi-year strategic plan is available on the Department’s

SharePoint site. The City’s Office of Performance Management (OPM) publishes all City

department strategic plans on its SharePoint site. Other documents that LVFR uses as part of its

strategic planning process, specifically its standards of cover are also available to all LVFR

employees via SharePoint.

Appraisal

Since Performance Plus was implemented in 2007, the Department has published each strategic

plan on the Department’s SharePoint site. Since fiscal year 2008, performance has been reported

quarterly to the Performance Plus Executive Team (PPET) and these presentations published on

the Department’s internal SharePoint site and the OPM site. LVFR has published its

accreditation documents on SharePoint since 2006.

Plan

The Department will continue to provide employees access to its strategic business plan and

related documents. The City plans to publish all fiscal year 2012 plans on the City’s Intranet site

for public access.

References

Las Vegas Fire & Rescue strategic business plans FY2009, FY2010, and FY2011

Performance Plus presentations FY2010 and FY2011

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2D.2 The strategic plan is approved within the agency and submitted to the governing body

or

administrative officer with responsibility over the fire agency and to whom the chief fire

officer/chief executive officer reports.

Description

Las Vegas Fire & Rescue’s executive and other designated staff review and approve the strategic

business plan (SBP) before each subsequent new fiscal year (July 1), typically around April. The

Department then submits the updated SBP, with attached change document, to the Office of

Performance Management (OPM) and the Chief of Public Safety over the fire department.

Management-level personnel from the departments that make up public safety (detention and

enforcement, fire & rescue, and municipal court) meet and discuss each department’s plan. After

any changes or suggestions are added to the plan, the Chief of Public Safety then signs-off on the

change document finalizing the process for that fiscal year.

Appraisal

LVFR submitted its proposed fiscal year 2012 strategic business plan and change document to

the Chief of Public Safety over the fire department and Office of Performance Management

(OPM) in April 2011. Management-level staff from the three departments within public safety

met April 21, 2011 and discussed current and future plans. The fire department implemented

suggestions, resubmitted the document, and received the public safety chief’s signature, which

finalized the plan.

Plan

The Department will continue to submit an updated strategic plan in accordance with the

requirements and schedule of the City Manager’s Office.

References

Las Vegas Fire & Rescue strategic business plan FY2012

Signed FY2012 SBP change document

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Category III: Goals and Objectives Agencies should establish general organizational goals designed to implement their assigned

mission and short-range plans. Additionally, agencies should establish goals and objectives for

and to direct the priorities of operational programs (to include at least those outlined in Category

V) and support services. All goals and objectives should be developed consistent with the

elements of the published Strategic and Capital Improvement Plans. Goals are general

statements that identify where the agency wants to be at some point in time. Goals establish

targets for performance improvement. Objectives are specific statements designed to document

the steps necessary to achieve the agency’s goal statements, and apply to a specific time period.

For purposes of accreditation, objectives should be consistent with the elements of the acronym

“S.M.A.R.T”1

• Specific

• Measurable

• Attainable

• Realistic

• Time-bound

Standards of Cover incorporate performances objectives written to measure current (baseline)

and future (benchmark) response capability and performance and should be depicted as

appropriate within the written responses to the criteria outlined below. An agency that wishes to

make improvements in their standards of cover performance should include goals and objectives

to that effect.

Agencies should establish a systematic method of communicating and implementing the

established goals and objectives. Agencies also should enact a formal process to routinely assess

their organizational progress toward achievement. Each of the goals and objectives should be re-

examined and modified routinely with an eye toward their necessity and appropriateness. In this

way, the agencies can ensure their goals and objectives remain consistent with their mission and

their short/long-range plans.

1 Peter F. Drucker (1986). The Practice of Management, New York: HarperCollins Publishers, Inc.

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Criterion 3A: Goals and Objectives

The agency has established general goals and specific objectives that direct the agency’s

priorities in a manner consistent with its mission and appropriate for the community it serves.

Summary:

The Department’s strategic business plan (SBP) through strategic result statements and standards

of cover manual, 2011 edition address the major issues facing the Department and the

community it serves. These documents identify customers and service needs and contain long-

term goals (strategic results and benchmark performance objectives) that as of fiscal year 2012

are five years out (FY2016).

References

Las Vegas Fire & Rescue strategic business plan FY2012

LVFR standards of cover manual, 2011 edition

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CC 3A.1 The agency publishes general organizational goals directed toward achieving

the agency’s long-range plans. Corresponding specific objectives are published

to

implement these goals and incorporate the measurable elements of time, quantity, and

quality.

Description

Las Vegas Fire & Rescue publishes its strategic business plan (SBP) and any related documents

on its internal SharePoint site. The strategic business plan addresses issues facing the

Department over the next 3-5 years. It contains strategic results (long-term five-year

performance goals), and program result measures. Result measures in the SBP are measurable

by identified time elements (i.e., monthly, quarterly, and annual) and the Department quantifies

performance quarterly assessing quality using a green, yellow, red stop-light scale. The

Department presents data quarterly to the Performance Plus Executive Team (PPET) and

includes narratives in its presentation to explain performance. In its SBP, LVFR uses the 90th

percentile standard to assess first unit (distribution) performance for elements of total response

time.

Las Vegas Fire & Rescue also publishes it Standards of Cover manual on its internal SharePoint

site. This document contains baseline and benchmark objectives that focus the provision of

emergency response (Dispatch Operations, Fire Operations, EMS Operation, and Special

Operations) as related to first unit (distribution) and effective response force (concentration) total

response time. Again, performance is measurable by a defined element of time. Baseline

performance is established using the five-year overall performance (fiscal year [FY] 2007 –

FY2011). Benchmark expectations focus on long-term progress. The Department quantifies

performance annually after the end of the fiscal year (June 30) and assesses quality using fractile

performance (90th percentile).

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Appraisal

The stop-light system implemented through Performance Plus has provided a simple, easily

understood method to measure achievement of or progress toward goals. SharePoint has

provided the department a sustainable method where personnel have been provided access to

Department documents including its strategic business plan, quarterly performance reports,

standards of cover manual, and self-assessment manual.

Plan

LVFR will continue to use the technologies available to provide personnel access to the

Department’s strategic planning and accreditation documents. It will continue to use the

Performance Plus system of judging performance against a stop-light scale and will continue to

assess total response time performance using the factile method and a performance standard of

the 90th percentile.

References

Las Vegas Fire & Rescue strategic business plan FY2012

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals and Section F: Performance objectives and performance measures

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3A.2 The agency establishes goals for each operational program with corresponding specific

objectives

that incorporate the measurable elements of time, quantity and quality.

Description

There are fifteen service programs in Las Vegas Fire & Rescue’s strategic business plan. Each

program lists result measures and performance measures. Program managers collect data for

each measure on a monthly, quarterly, semi-annual, or annual basis. The Office of Performance

Management provides each department a template to use for quarterly reports given to a group of

city managers know as the Performance Plus Executive Team (PPET). Each program rates the

performance quality or quantity of key result measures using a stop-light scale (red, yellow,

green) in relation to how close performance is to the annual target. Objectives relate directly to

each program result measure. The Department’s Standards of Cover manual contains

performance goals for each service area and judges performance using the 90th percentile

(fractile) for elements for total response time for first arriving units and an initial effective

response force.

Appraisal

Since Performance Plus was adopted in 2007, Las Vegas Fire & Rescue modified the

organization structure reflected in its strategic business plan. Before fiscal year 2010, the

Department reduced the number of service programs from twenty-one to fifteen. This structure

better reflected the services provided and customers served by the Department. The measurable

elements of time, quantity, and quality were defined by the Office of Performance Management

and provided to each department each fiscal year in the PPET template for quarterly reporting

instructions. The Standards of Cover has provided the department in-depth view of emergency

response performance within the aspect of total response time.

Plan

The Department will continue to follow the annual citywide process of reviewing and updating

its strategic business plan to ensure program results correspond to City and Department service

objectives. LVFR will continue to use both the performance plus and standards of cover process

to assess performance goals for elements of time, quantity, and quality.

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References

FY2012 PPET template for quarterly reporting instructions, page 2

FY2012 PPET quarterly presentation template

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals and Section F: Performance objectives and performance measures

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3A.3 Published materials accurately portray the agency’s goals and objectives

as well as

mission, vision and values in context.

Description

Las Vegas Fire & Rescue publishes a variety of materials for both internal and external

customers. Las Vegas Fire & Rescue’s Internet website reflects information about the

department and items of interest to employees and the community. This information supports

the services the Department provides and accurately reflects the department’s mission to provide

fire suppression, prevention, and education programs to the City of Las Vegas. LVFR’s internal

SharePoint site provides employees access to goals and objectives in the form of the Strategic

Business Plan, Standards of Cover, standard operating procedures, and other items relating to

each program. The Strategic Business Plan includes the Department and program mission

statements, services, and goals.

Appraisal

The minimal budget provided to the Public Education and Information Office and the City’s

sustainability initiative required LVFR to limit physical published materials to those required for

educational purposes. LVFR embraced use of Microsoft SharePoint technology as a method that

ensured continued access by department and City employees to its strategic business plan,

standards of cover manual, and self-assessment manual that all served to communicate the

department’s mission, values, services provided, and strategic performance.

Plan

Physical materials related to fire and life safety education will continue to be a priority for any

funding available for publications. LVFR will continue to provide the most current and accurate

information customers using available technology to ensure access to documents related to the

department’s goals, objectives, and performance.

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References

Las Vegas Fire & Rescue Internet website

Knowledge Network – LVFR’s Intranet SharePoint site (access available on site)

Public education handouts (available on site)

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3A.4 Agency goals and objectives are submitted to and reviewed by the governing authority

responsible for establishing policy.

Description

Las Vegas Fire & Rescue’s program results (goals) are part of the strategic business plan that

executive and other designated staff review, modify, and approve before the start of each fiscal

year (July 1). LVFR completes a change documents that details the differences between the past

strategic business plan and the future and submits this along with its updated strategic plan to

city management. The Office of Performance Management (OPM) reviews the document, offers

input, and the Public Safety Chief over the fire department signs the document to finalize it after

review and discussion.

Appraisal

LVFR’s FY2012 strategic business plan was submitted to the Office of Performance

Management and reviewed April 21, 2011 with the Public Safety Chief. Development of

objectives to achieve goals has not been required as part of the strategic planning process, so

LVFR included priority performance objectives in Section H: Overall evaluation of its Standards

of Cover manual.

Plan

The Department will continue to participate in the annual review, modification, and approval

process, as set forth by the Office of Performance Management. The Department will use the

FY2012 change document to submit its objectives action plan as part of the strategic business

planning process. If advised not to by the Office of Performance Management, the Department

will continue its internal review and approval process.

References

Las Vegas Fire & Rescue strategic business plan FY2012

FY2012 change document

LVFR standards of cover manual, 2011 edition, Section H: Overall evaluation

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Criterion 3B: Implementation of Goals and Objectives

A management process is utilized for implementation of goals and objectives.

Summary:

Las Vegas Fire & Rescue’s executive staff organization is central to the management process in

place for implementing Department goals and objectives. Executive staff manage the programs

in the strategic plan and are ultimately responsible for the content and performance of result

measures. The program manager or designee tracks data for each measure and records it so the

Department’s Budget and Management Analysts can prepare a quarterly presentation for City

management. The program manager establishes specific objectives that will help the Department

achieve result measures and works within the appropriate chains of command to ensure the

execution of objectives.

References

Las Vegas Fire & Rescue strategic business plan FY2012

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CC 3B.1 Some form of organizational management process is identified

and used to

implement and track the agency’s goals and objectives.

Description

The Fire Department’s strategic business plan contains four lines of business that represent the

high-level division of services. An executive staff member manages each program and is

responsible for the program’s performance. The program manager or designee tracks

performance data for each program measure and records it in the P+ application. The Deputy

Fire Chief of Logistics/Support Services oversees the strategic business planning process along

with the budget analyst who monitors program budgets and the management analyst who

maintains the Department’s documents. The City of Las Vegas Office of Performance

Management provides procedures for reporting performance goals.

Appraisal

Program managers implemented measures based on program needs. For fiscal year 2011, the

City of Las Vegas replaced the P+ application and developed Oracle Business Intelligence

dashboards that allowed automatic tracking of data stored in electronic databases. Data not

stored in electronics database has been hand-populated. Before the Office of Performance

Management was established in 2009, the oversight of Performance Plus at the City level was

not well defined, as no staff were dedicated to the process full-time.

Plan

Executive staff will continue to be responsible for the performance of programs they oversee and

report performance quarterly. Support staff will continue to manage the Department’s strategic

business plan and assist City IT in data tracking. The Department will conform to any

procedures established by the Office of Performance Management.

References

Las Vegas Fire & Rescue strategic business plan FY2012

P+ Application and OBI Dashboard Screenshots (access available on site)

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3B.2 The agency’s goals and objectives are disseminated

to all members of the organization.

Description

Las Vegas Fire & Rescue uses an internal Microsoft SharePoint site (Strategic Resources –

LVFR) to disseminate strategic documents to its members. Documents available on this site

include: current and past strategic business plans that detail the goals and objectives for each

Line of Business and program and complies with the City’s Performance Plus initiative;

Commission of Fire Accreditation International documents including current and previous

iterations of the Standards of Cover and Self-Assessment manuals, Annual Compliance Reports,

and Commission reports; and Insurance Services Office (ISO) surveys and communications.

This site is available to all members of the organization and other city departments.

Appraisal

The use of Microsoft SharePoint since 2006 has ensured that any department employee or City

management personnel have had immediate access to current and past department goals and

objectives. This dissemination system has also supported the City’s sustainability initiative

through reduced printing costs and used resources.

Plan

The Department will continue to provide all members access to strategic documents that contain

or support its goals and objectives through the SharePoint site.

References

LVFR strategic resources SharePoint site (available electronically on site)

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Criterion 3C: Measurement of Organizational Progress

Processes are in place to measure and evaluate progress towards completion of specific

objectives and overall system performance. The goals and objectives are re-examined and

modified periodically.

Summary:

Las Vegas Fire & Rescue identifies its 3-5 year goals in its strategic business plan. Based on the

program adopted by the City of Las Vegas in 2007, these goals are referred to as Strategic

Results. Each strategic result is tied to a program within the plan. The next step below strategic

results is key results. These represent the short-term (fiscal year) results (goals) that will assist

the program in achieving its 3-5 strategic result. The performance of key result measures are

reported to the Performance Plus Executive Team (PPET) each quarter. Program managers are

aware of progress or lack thereof toward achieving the yearly performance target. Managers can

modify processes internally at any time and communicate this during PPET presentations, but the

strategic plan is officially updated each fiscal year.

The adopted strategic business planning process does not require LVFR to develop a document

reflecting the steps necessary to achieve goal statements and specific times. Program managers

are required to complete action plans for any key measure not achieving its target. The action

plans include a statement of difficulties in achieving targets, whether the Department plans to

address the deficiency, and if so, what will be done. Action plans are signed by the Fire Chief

and submitted to the Office of Performance Management.

Resources

Las Vegas Fire & Rescue strategic business plan FY2012

Las Vegas Fire & Rescue PPET presentations FY2011

Example program action plans

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CC 3C.1 The agency’s goals and objectives are examined and modified at least

annually

for quality and to ensure they remain current and consistent with the agency’s

mission, vision, and long range plan(s).

Description

The strategic business plan (SBP) outlines result measures (goals) for all Department programs.

Executive and designated staff reviews, makes modifications to the document, and sets annual

targets before the start of each fiscal year (July 1). The result measures (goals) are consistent

with the Department’s mission and long-term (3-5 year) plans found in the strategic business

plan (strategic results) and Standards of Cover manual (benchmark performance statements).

Written objectives detailing to the methods to achieve all results (goals) is not an integral part of

the City’s strategic planning process. The Department identifies measures with which is

struggles most and offers actions it will take during the upcoming fiscal year to improve

performance.

Appraisal

The department examined and modified its strategic business plan annually since at least 2005.

In doing so, the Department reduced the number of service programs from twenty-one to fifteen,

which better reflected services provision and customers. Annual review allowed the department

to implement hot-topic performance goals requested by City Management, such sick leave use

and on-the-job-injuries (added in FY2011 and FY2012, respectively). Based on the anticipated

release of an updated standards of cover reference manual, LVFR delayed an annual update of its

standards of cover until it prepared for reaccreditation, which proved ill-advised.

Plan

The Department will continue to review and update its strategic business plan and set annual

targets each fiscal year in accordance with Office of Performance Management direction.

Annual performance data will be maintained in the Standards of Cover manual, which will be

reviewed annually as well.

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References

Las Vegas Fire & Rescue strategic business plan FY2012

LVFR standards of cover manual, 2011 edition, Section B: Community expectations and

performance goals; Section F: Performance objectives and performance measures

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3C.2 The agency establishes performance measures to evaluate achievement of general

organizational and operational program goals and objectives

.

Description

The Las Vegas Fire & Rescue’s strategic business plan (SBP) contains result (performance)

measures for each service program. Performance measures evaluate quality and measure

achievement against both annual targets and strategic results (3-5 year goals). The Department

determines achievement of program results (goals) using a stop-light scale (red-yellow-green)

and evaluates current (quarterly) performance results against annual performance targets. Items

meeting targets are green, those within 15% of the target are yellow, and performance with a gap

of more than 15% of the target is red. The Department’s standards of cover manual contains

operational benchmark performance statements relating to total response time performance at the

90th percentile. The annual targets in the SBP help evaluate achievement of those statements.

Appraisal

LVFR has established annual and strategic targets in its strategic business plan and has used a

stop-light scale to evaluate achievement. Based on quarterly performance presentations

presented in Performance Plus Executive Team (PPET) meetings in fiscal year 2011, LVFR

achieved (green) performance targets 44.79% of the time. LVFR has established baseline

performance expectations for each service provided and detailed these in Section C. Community

expectations and performance goals of the 2011 edition of the standards of cover against which it

has evaluated annual and five-year performance at the 90th percentile.

Plan

The Department will continue to evaluate progress toward and achievement of organizational

performance and program results (goals) using the Performance Plus process and CFAI industry

best practice standards.

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References

Las Vegas Fire & Rescue strategic business plan FY2012

Las Vegas Fire & Rescue PPET Presentations FY2010 and FY2011

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals

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Category IV: Financial Resources This category evaluates the financial condition of an agency to determine its ability to fund

operational priorities, its effectiveness in serving the community needs, and its prognosis for

long-range quality of service given what can be a dynamic and adverse fiscal environment.

Resources must be adequate to maintain the various programs to which an agency has made a

commitment. Whether the agency is public or private, stability of revenues (demonstrated by a

consistent history through at least the past three years) is fundamental.

The chief fire officer or chief executive officer, professional staff, and governing board share

responsibility for planning, management, and stability of financial resources. Budget preparation

is the ultimate responsibility of the chief fire officer or chief executive officer and administrative

staff. Since the budget is the financial expression of agency programs and priorities, it should be

developed through appropriate consultation with the governing board of the authority having

jurisdiction, departments, divisions, and other units.

In approving the budget, the governing board approves the acquisition and allocation of

resources consistent with agency goals, objectives, and stated priorities.

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Criterion 4A: Financial Planning

Financial planning and resource allocation is based on agency planning involving broad staff

participation. The agency’s plan for financing should reflect sound strategic planning and a

commitment to its stated goals and objectives. Financial support for programs and services

should be deemed by the agency as adequate to maintain the number and quality of personnel

and other operational costs.

Summary:

City of Las Vegas Municipal Code 4.08.010 requires City Departments submit an annual budget

by the first Wednesday of February and Nevada Revised Statute (NRS) 354.472 establishes

provisions for the preparation and management of local government budgets. The fiscal year

runs July 1 through June 30. The Budget and Finance Division administers the annual budget

process under the direction of the City Manager’s Office and City Council. In January before the

new fiscal year starting the following July, the Finance Director issues budget targets for each

department to meet to balance the City’s budget with anticipated revenue. The Finance Director

includes a budget schedule with key submittal dates that includes two City Council Budget

Workshops (Special Joint City Council and Redevelopment Agency Budget Workshop) for the

tentative and final budgets. NRS 354.596 requires the City submit a tentative budget to the

Nevada Department of Taxation on or before April 15 and the final budget on or before June 1

(NRS 354.598). In addition, the City submits its capital budget on or before August 1 (NRS

354.5945). The Fire Department develops its operating and capital improvements budgets using

its strategic business plan. These budgets reflect City priorities that the City Council establishes.

Historically, budget policies, guidelines, and processes were easy to work with, as they remained

static. However, continued economic downturn, has caused the process to change. Las Vegas

Fire & Rescue will continue to prepare and plan its annual budget based on City Council’s

directives and reduced allocations from the Budget and Finance Division.

References

City of Las Vegas Municipal Code 4.08.010

Nevada Revised Statutes 354 §§472, 5945, 596, 598

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4A.1 The governing body and regulatory agencies give the agency appropriate direction in

budget and planning matters within their scope of services.

Description

The Budget and Finance Division for the Department of Finance and Business Services

administers the annual budget process under the guidance of the City Manager’s Office and City

Council. In January before the new fiscal year, the Finance Director issues budget targets for

each department to meet to balance the city’s budget with the anticipated revenue numbers. The

Finance Director issues a budget schedule with key budget information submittal dates, which

includes two City Council Budget Workshops (Special Joint City Council and Redevelopment

Agency Budget Workshop) for the approval of tentative and final budgets. As shown in the

tentative budget message from the City Manager to the Council and citizens of Las Vegas, the

City’s revenues continue to struggle; therefore Departments receive budget ceilings and

instructions to make the allocation work without the process of submitting a fully detailed budget

request. The Fire Department develops its line-item budget spreadsheet and submits it to the

Budget and Finance Division before the first Wednesday in February per Municipal Code

4.08.010. City Council then adopts the final budget, which provides the legal basis for the

expenditure of funds.

Appraisal

Through FY2009 (June 30, 2009), Operating Budget Preparation and Capital Improvements

Budget Preparation Manuals issued by the Budget and Finance Division provided excellent

guidance and direction on how to prepare specified budgets that met the goals and objectives of

the fire department. This written process ended due to the City’s budget crisis and was replaced

with a short informational memo from the Finance Director. However, this process has not

hindered LVFR’s ability to have major capital improvement projects funded.

Plan

Las Vegas Fire & Rescue will continue to prepare and plan its annual budget based on the City

Council’s directives and allocations from the Budget and Finance Division. The Department will

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retain its detailed budget internally in order to assess whether the reduced general fund budget

allocation will affect services (budget orgs).

References

Budget workshop meeting agenda and minutes, April 06, 2011

Special joint City Council and Redevelopment Agency budget workshop meeting agenda and

minutes, May 17, 2011

Tentative budget message to the Mayor and City Council April 14, 2011

City of Las Vegas Municipal Code 4.08.010

Budget PowerPoint presentation by Mark Vincent April 6, 2011

Budget memo from Mark Vincent December 22, 2010

General Fund expenditure projection report by budget org as of December 31, 2010

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CC 4A.2 Policies, guidelines and processes for developing the annual budget

are

defined and followed.

Description

City of Las Vegas Municipal Code 4.08.010 requires City Departments submit an annual budget

by the first Wednesday of February and Nevada Revised Statute 354.472 establishes provisions

for the preparation and management of local government budgets. The fiscal year runs July 1

through June 30. The Budget and Finance Division administers the annual budget process under

the guidance and direction of the City Manager’s Office and City Council. In January before the

new fiscal year starting the following July, the Finance Director issues budget targets for each

department to meet in order to balance the City’s budget with anticipated revenue. The Finance

Director also includes a budget schedule with key budget information submittal dates. This

schedule includes two City Council Budget Workshops (Special Joint City Council and

Redevelopment Agency Budget Workshop) for the tentative and final budgets. Nevada Revised

Statute 354.596 requires the City submit a tentative budget annually to the Nevada Department

of Taxation on or before April 15 and the final budget on or before June 1 (NRS 354.598). In

addition, the City submits its capital budget on or before August 1 (NRS 354.5945). The Fire

Department develops its operating and capital improvements budgets using its annual strategic

business plan and multi-year strategic planning documents. These budgets reflect City priorities

that the City Council establishes.

Appraisal

Historically, budget policies, guidelines, and processes were easy to work with since they

remained the same year after year. However, with the continued economic downturn, the

Department has re-adjusted its budget allocations due to reduced resources administered by

Finance during the budget process. Program budget adjustments were made under short

deadlines.

Plan

Las Vegas Fire & Rescue will continue to prepare and plan its annual budget based on City

Council’s directives and reduced allocations from the Budget and Finance Division.

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References

City of Las Vegas Municipal Code 4.08.010

Nevada Revised Statutes 354 §§472, 5945, 596, 598

Budget workshop meeting agenda and minutes, April 06, 2011

Special joint City Council and Redevelopment Agency budget workshop meeting agenda and

minutes, May 17, 2011

City of Las Vegas budget policies for FY2012

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4A.3 The budget process involves input

from appropriate persons or groups, including staff

officers and other members of the agency.

Description

The City’s budget process is typically a meaningful teamwork and planning exercise for the

Department’s Executive Staff (i.e., fire chief, deputy chiefs, assistant fire chief, budget analyst,

and management analyst) and key department personnel. Through various budget meetings, the

Executive Staff approve major budget items that the budget analyst then submits in the operating

and capital budget requests, which the City maintains in an Oracle 11i system.

Appraisal

Department personnel from all divisions have been involved in the budget process and it worked

well to ensure varying interests of the department were represented. Reduced budgeted

resources forced the executive staff to focus on community safety impacts if service had to be

decreased to meet budget expectations. This information was shared with city and fire union

officials and dominated the budget process. It also limited the number of personnel involved in

the budget process, as funding has stagnated or decreased in most non-emergency response

focused areas of the department.

Plan

Las Vegas Fire & Rescue will continue to prepare its capital and operating budgets using input

from appropriate personnel.

References

Capital Project Report – September 2011

Total Revenues & Expenditure by account report – LVFR: FY12

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4A.4 The annual budget, short and long-range financial planning, and capital expenditures are

consistent with agency priorities and support achievement of the agency’s strategic plan

and

goals and objectives.

Description

Each year, LVFR submits a one-year operating budget that reflects short-term financial plans.

The operating budget is a line-item format that funds salary, benefit, service, supply, and the

capital outlay expenses in the General Fund Budget. The operating budget reflects the annual

Strategic Business Plan, which is part of the City’s Performance Plus initiative.

LVFR updates and submits annually its five-year capital improvement budget (items $25,000 or

more) that supports long-term financial plans. Long-term capital projects include fire stations

that support key measures in the Strategic Business Plan relating to response time for emergency

services. Both budgets reflect items in the City of Las Vegas Priorities document that the City

Council establishes.

Appraisal

The fire department’s plans and priorities have been reflected directly in both the annual budget

(short-range financial plan) and five-year capital plan (long-range financial plan). Implemented

in 2007, and refined annually through the fiscal year update, the Performance Plus strategic

planning process provided documented performance and efficiency of services and contributed

to a direct correlation between the planning documents and the execution of budgeted resources

that did not exist previously.

Plan

The Department will continue to prepare short- and long-term financial plans using current

procedures. The Strategic Business Plan will continue to be evaluated before each fiscal year to

determine if the goals remain applicable as management tools and if the measurements reflect

accurately our services to the community.

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References

Las Vegas Fire & Rescue strategic business plan FY2012

Performance Plus presentation and financial report – First quarter FY2012

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4A.5 Budgeted expenditures are consistent with projected financial resources

.

Description

Chapter 354 of the Nevada Revised Statutes explains the legal parameters of the budget process

for local governments. Section 354.626 makes it a misdemeanor for any local government

official/department to expend any money beyond that appropriated in the budget process.

Furthermore, all department budgets must operate within the guidelines found in the City’s

Budget Policies.

The City of Las Vegas’ on-line budgeting and accounting system, Oracle 11i, prevents the

processing of purchase order requests without sufficient appropriations. The day-to-day

management of LVFR’s budget is the responsibility of the Budget Analyst. The Budget Analyst

reviews the expenditure status and emails the budget monitor report weekly to various fire,

finance, and other city officials. This report compares expenditures to benchmark allocations

and documents variances. The department’s budget liaison from the Finance and Budget

Division reports the overall budget allocations and expenditures monthly in a Cost vs. Budget

report that captures the financial condition of the overall fire general fund budget. Finance’s

Capital Project report tracks capital improvement project expenses.

Appraisal

The Nevada Revised Statutes, on-line budget program, Budget Analyst’s day-to-day

management, and budget overview management from Finances’ budget liaison have been used to

ensure Department’s expenditures are in line with budget appropriations. For fiscal year 2011,

Las Vegas Fire & Rescue finished the year with a deficit of $345,170.15 caused predominately

by overtime required for constant staffing. This deficit was augmented from Finance.

Plan

The Department will continue to comply with Nevada Revised Statutes and City budgeting and

purchasing policies.

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References

Nevada Revised Statute 354 § 626 Unlawful Expenditure of Money

Fire budget monitor summary report – June 30, 2011

Cost vs. budget reports: June 2011, June 2010, June 2009

Capital project report – June 2011

City of Las Vegas budget policies for FY2012

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Criterion 4B: Financial Practices

Financial management of the agency exhibits sound budgeting and control, proper recording,

reporting and auditing.

NOTE: An agency that has already received the Certificate of Achievement for Excellence in

Financial Reporting (Certificate) from the Government Finance Officers Association (GFOA)

for their Comprehensive Annual Financial Report (CAFR) may submit that certificate and

their Comprehensive Annual Financial Report as prima facie compliance with this criterion.

(The agency need not address performance indicators 4B.1 – 4B.8). Reciprocity for this is

acknowledged by review of the GFOA’s process for reviewing CAFRs submitted to its Certificate

Program.

Summary:

The City of Las Vegas received the Certificate of Achievement for Excellence in Financial

Reporting from the Government Finance Officers Association (GFOA) for its FY2009

Comprehensive Annual Financial Report (CAFR). This certificate is included in the City of Las

Vegas FY2010 Comprehensive Annual Financial Report for the fiscal year ended June 30, 2010.

References

City of Las Vegas Comprehensive Annual Financial Report FY2010

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Criterion 4C: Resource Allocation

Financial resources are allocated appropriately to support the established organizational

mission, the stated long-term plan, and goals and objectives, and to maintain the quality of

programs and services.

Financial stability is a fundamental aspect of an agency’s integrity. The agency must ensure that

programs and services provided can be supported by the necessary fiscal resources using sound

budgetary practices.

Summary:

Nevada law governs how local governments, including the City of Las Vegas, prepare and

administer budgets. These laws require the budget show both anticipated revenues and

expenditures and be balanced. Operational and Capital Improvement Projects budgets are

written to support the organizational mission and support, in part, City Council goals.

Development of a budget is a managerial process with financial and technical dimensions.

Budget preparation provides departments the opportunity to reassess goals and objectives and the

means to accomplish them. The City of Las Vegas’ annual budget provides the foundation from

which LVFR endeavors to provide efficient and cost-effective services and infrastructure

improvements for the benefit of residents. The final budget provides the legal basis for

expenditures of funds in accordance with the City Council’s priorities and established policies.

Strategic Planning is the cornerstone of the budget preparation process and is used to create

focus, consistency, and purpose for City organizations. The Strategic Plan reflects the City’s

commitment to provide services that enhance the quality of life for its citizens and visitors while

ensuring fiscal integrity and smart growth.

References

Las Vegas Fire & Rescue strategic business plan FY2012

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CC 4C.1 Programs and activities based on current and anticipated revenues

are

adequate to maintain adopted levels of service.

Description

The City of Las Vegas’ budget anticipates General Fund revenue in FY2012 to decrease by one

(1) percent compared to FY2011 estimates, excluding transfers. Consolidated Tax, 46.9 percent

of the FY2012 revenue, represents the sales, cigarette, liquor, and motor vehicle privilege tax

revenues collected by the State of Nevada and distributed to counties and cities based on a five-

year backward averaging formula that considers assessed valuation and population. The city

anticipates that the future effects of this revenue distribution formula will dampen the immediate

impacts of significant changes (increases or decreases) in the City’s contribution to these tax

bases. All of the fire programs are 100% dependent on these tax revenues.

Appraisal

The Department of Finance and Business Services has enforced its budgetary policies and

guiding principles when appropriating funding for current programs. Due to diminished

revenues, Fire’s General Fund budget was reduced from $117,162,060 in FY2010 to

$104,297,028 in FY2012. In FY2011, the Fire Union offered $6.5 million in contract

concessions and another $4,050,000 in FY2012, but it is uncertain whether that will be enough to

balance the fire budget and avoid taking various emergency units out of service.

Plan

The Department will continue to work through the reduced operating budget allocation and will

attempt to maintain existing service levels without browning out units.

References

General Fund expenditure projection report by budget org as of December 31, 2010

City of Las Vegas budget policies for FY2012

IAFF Contract Concessions Agenda Item No.51 – City Council Meeting on July 7, 2010

IAFF Contract Concessions Agenda Item No.55 – City Council Meeting on October 5, 2011

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4C.2 Plans exist for the payment of long-term liabilities

and debts.

Description

Each fiscal year, the City’s Finance Department publishes a Debt Management Policy and

submits it to the Clark County Debt Management Commission and the Nevada Department of

Taxation. This policy serves as a guide for determining the City’s use of debt financing as a

funding source for capital projects and establishes guidelines for the issuance of debt. The policy

establishes the Department of Finance as coordinator of all matters involving debt financing

including issuing and structuring the debt and determining repayment sources. The Department

of Finance establishes a debt service fund to account for monies used to repay issued bonds. The

City is obligated to repay one bond issue for Fire Services. The bond issue of $10M issued

November 1, 2007 has an outstanding balance as of July 31, 2011 of $7.4M and has a final

maturity date of November 1, 2017. The City is currently in the process of issuing another $10M

in bonds with an amortization period of 10 years. The bonds are anticipated to be sold in

December of 2011. These bonds are secured by a 9.5-cent fire protection tax override or $33.25

for every $100,000 of assessed value. These bonds provide funding for financing the

acquisition, construction, and renovation of fire service facilities and equipment.

Appraisal

The Debt Management Policy has provided fiscally sound liability and debt management for the

fire and other city departments. This policy, coupled with the City’s conservative budget and

financial management practices, has resulted in a favorable bond rating (AA from Fitch and

Standards and Poor [S&P] Corporation and an Aa3 rating from Moody’s Investors Service), as

listed on page 25 of the City of Las Vegas Comprehensive Annual Financial Report FY2010, and

thus lowered interest costs for bond issues.

Plan

The Department does not anticipate any changes to the plan to repay the City’s Fire bond

obligations, as they constitute direct and general obligations.

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References

City of Las Vegas Comprehensive Annual Financial Report FY2010, page 25

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4C.3 Future asset maintenance costs are projected

with related funding plans.

Description

Before the budget process begins, the Budget Analyst estimates anticipated maintenance costs

for the upcoming fiscal year, based on historical cost trending, to ensure future maintenance

needs are met. Total costs are part of the Support Services Division’s General Fund budget and

include facilities, equipment, and vehicle maintenance.

Appraisal

The Department’s budget allocations for funding facility, apparatus, and equipment repairs have

been reasonably adequate to meet operating needs. In FY2011, the facility maintenance budget

spent 56.84% of its total allocation. Equipment maintenance spent 79.65% of its allocation due

to aging equipment and vehicle maintenance spent 93.31% of its allocated budget, again due to

an aging fleet.

Plan

The Budget Analyst will continue to monitor maintenance costs to support functions.

References

Fire budget monitor as of June 30, 2011 (line items 540100, 540200, and 69100)

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4C.4 Financial plans avoid the use of one-time funding sources

to cover ongoing costs unless

plans are provided to ensure a means of continuity for personnel resources and capital assets.

Description

LVFR receives funding from three sources: the operating budget, the capital improvement

projects budget, and grants. The operating budget provides the only funding available for

ongoing operations. Capital Improvement Projects and grants are considered one-time funding.

The Budget Office within Finance and Business Services prohibits the use of capital

improvement or grant funding for ongoing costs, unless a particular grant exclusively approves

certain operating costs. However, the funding of grant-specific operating costs tends to have

time and function-related restrictions.

Appraisal

Based on Finance and Business Services’ fiscal policies, ongoing costs have not been covered by

one-time funding sources, unless specified by the funding source (e.g., grant).

Plan

The Department will continue to comply with the Finance and Business Services’ Fiscal and

Budget Policies when developing its operating and capital budgets.

References

City of Las Vegas budget policies for FY2012

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4C.5 Contingency funds are maintained

in accordance with GAAP recommendations and

anticipate budgetary restrictions and/or shortfalls.

Description

The City’s Budget Policy requires the City’s general fund have a reserve that can be used as a

contingency fund and the ending fund balance should equal at least 12 percent of operating

revenues.

Appraisal

The city’s policy is to maintain an unreserved fund balance in the General Fund equal to 12% of

budgeted General Fund expenditures. That policy was temporarily suspended for fiscal year

2011 and replaced with a requirement that the fund balance equal 10% of budgeted General Fund

revenues. However, the 12% policy was reinstated for the fiscal year 2012 budget.

The city cut approximately $115.2 million in operating expenses since fiscal year 2008, a 20

percent reduction. Swift action was possible to help manage LVFR’s budget through concessions

with the collective bargaining groups. Those agreements were expected to save the city more

than $36 million over the next two fiscal years, represented between 3.5 percent and 10.8 percent

in reductions of pay and benefits. Through these agreements the city is better able to manage

long-term costs of wages and benefits. In large part, this is due to new hires having newly

structured pay and benefits, which will result in even more savings. The city also reorganized the

overall structure of management and administration, cutting staff in these areas by 25 percent.

Executive positions have been reduced by 28 percent, and their average compensation has

dropped over the last several years by nearly 8 percent. The key to the new structure was the

creation of four chief positions that oversee a super department of interrelated disciplines. The

idea was to get departments that have a natural nexus working together to improve synergy and

improve the way the city does business.

Plan

Finance and Business Services will maintain the City’s overall sound financial practices and

continue to comply with its budget policy of maintaining at least 12 percent of the operating

revenues for FY12.

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References

Tentative budget message (page 23) dated April 14, 2011

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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

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Criterion 5A: Fire Suppression

The agency operates an adequate, effective, and efficient fire suppression program directed

toward controlling and/or extinguishing fires for the purposes of protecting people from injury

or death, and reducing property loss.

Summary:

Las Vegas Fire & Rescue provides adequate, effective, and efficient fire suppression services to

the City of Las Vegas and surrounding communities. LVFR is a member of the Southern

Nevada Fire Operations (SNFO) Committee that develops and implements NIMS-ICS policies

and procedures within the Las Vegas Valley. The operational intent of local fire departments is

to front load required resources to minimize the time/temperature curve thus increasing life

safety and enhancing property conservation. The Department deploys apparatus from seventeen

fire stations assigned to one of three battalions. A Battalion Chief and Aide (captain) supervise

daily operations of each battalion. Fire suppression personnel work 24-hour shifts for a 56-hour

week on a rotating three-platoon system. Minimum daily staffing is 163 suppression personnel

with 514 authorized positions assigned to Emergency Services.

Front line equipment consists of 19 engines, 6 trucks, 20 paramedic rescues, 1 heavy rescue, 1

chemical, biological, radiological, nuclear, explosive (CBRNE), 1 hazardous materials unit, 1 air

resource unit, and 1 water tender. Established standardized equipment inventories meet or

exceed NFPA 1901 Standard for Automotive Fire Apparatus guidelines.

Baseline total response time for the first arriving unit to fire related incidents in populated areas

of the City of Las Vegas established in the 2011 edition of the standards of cover and represent

the five-year overall performance of fiscal years 2007 through 2011 (July 1, 2006 – June 30,

2011). Baselines are as follows:

• All fires: 10:36;

• Severe, high-rise, hospital fires: 8:57;

• High-risk fires: 8:14;

• Moderate-risk fires: 8:22; and

• Low-risk fires: 11:09.

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References

LVFR standards of cover manual, 2011 edition, Section B: Services provided, page B1; and

Section C: Community expectations and performance goals, pages C4-C9

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CC 5A.1 Given the agency’s standards of response coverage and emergency

deployment objectives, the agency meets its staffing, response time, pumping capacity,

apparatus and equipment deployment objectives for each type and magnitude of fire

suppression emergency incidents

.

Description

Las Vegas Fire & Rescue considers NFPA 1710 and 1901 Standard for automotive fire apparatus

as guidelines when identifying critical task objectives for the first arriving unit to fire incidents

(severe, high, moderate, and low), with regards to staffing, pumping capacity, and apparatus and

equipment. For all levels for fire response, LVFR deploys at a minimum one four-person engine

company, or company with engine capabilities. Operationally, the fire departments in the Las

Vegas Valley are capable of front-loading required resources to minimize the time/temperature

curve thus increasing life safety and enhancing property conservation. LVFR assesses total

response time using the 90th percentile (fractile) performance expectation for all service levels.

Baseline performance presented in the 2011 edition of the standards of cover represents overall

performance between fiscal year (July 1 – June 30) 2007 through 2011. Total response time

performance for the first arriving unit to fire related incidents in populated areas of the City of

Las Vegas are as follows:

• All fires: 10:36;

• Severe, high-rise, hospital fires: 8:57;

• High-risk fires: 8:14;

• Moderate-risk fires: 8:22; and

• Low-risk fires: 11:09.

Appraisal

Based on established deployment for all levels of fire risk, LVFR has achieved its effective

response force and responded a minimum of one four-person engine company to calls received.

Engines purchased by LVFR have exceeded minimum pumping requirements established by

NFPA 1710 and are equipped at or above 1901 guidelines concerning apparatus and equipment

deployment. In fiscal year 2011, LVFR achieved the following total response time performance

for the first arriving unit to fire related incidents in populated areas of the City of Las Vegas:

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• All fires: 10:27 (0:09 better than baseline);

• Severe, high-rise, hospital fires: 6:56 (2:01 better than baseline);

• High-risk fires: 7:59 (0:15 better than baseline);

• Moderate-risk fires: 8:02 (0:20 better than baseline); and

• Low-risk fires: 10:49 (0:20 better than baseline).

Plan

Las Vegas Fire & Rescue will continue to maintain performance regarding staffing, pumping

capacity, and apparatus and equipment deployment. By fiscal year 2016, the Department will

strive to meet the following benchmark performance expectations for the first arriving unit in

populated areas of the City of Las Vegas, total response time, to 90% of:

• All fire incidents: 9:45 (0:42 better than FY2011 performance);

• Severe, high-rise, hospital fire incidents: 6:20 (0:36 better than FY2011 performance);

• High-risk fire incidents: 7:40 (0:19 better than FY2011 performance);

• Moderate-risk fire incidents: 7:00 (1:02 better than FY2011 performance); and

• Low-risk fire incidents: 10:00 (0:49 better than FY2011 performance).

During fiscal year 2012, LVFR will focus on reducing call processing time, which increased with

the implementation of f-codes in 2009. The Department will accomplish this by monitoring and

discussing performance at monthly manager’s meetings, continue to improve dispatch

notification to crews, seeking feedback from communication specialists on potential

modifications of the f-code system, and by providing any identified training for communication

specialists.

References

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C4-C9; Section D: Risk assessment, pages D7-D15; Section F:

Performance objectives and performance measures, pages F1-F4

NFPA 1710 Organization and deployment of fire suppression operations, emergency medical

operations, and special operations to the public by career fire departments, 2010 edition

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

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5A.2 The agency defines and provides appropriate and adequate equipment

to accomplish the

stated level of response for fire suppression and to be compliant with local, state/provincial and

national standards.

Description

Las Vegas Fire & Rescue uses NFPA 1901 Standard for Automotive Fire Apparatus as a

guideline to ensure fire apparatus carry a minimum level of adequate equipment. LVFR’s Safety

Committee researches, tests, and evaluates equipment beyond NFPA 1901 that fit operational

needs on apparatus.

Appraisal

Established standardized equipment inventories for fire apparatus have met or exceeded NFPA

1901 Standard for Automotive Fire Apparatus guidelines. NFPA required water tanks be 300

gallons minimum capacity, LVFR established a tank capacity on engines of 500 or 750 gallons.

Based on Safety Committee recommendations, additional equipment was approved for engines.

Since 1998, all have been ordered with on-board foam systems. Since 2008, all have been

ordered with remote controlled deck guns that eliminated the need to position a firefighter on top

of the apparatus, in-cab seatbelt monitoring systems, vehicle roll alert systems, 360-roll

protection, additional Code 3 lights on the rear of the cab, additional warning lights on cab door

interiors, and back cameras for added safety. Chevron striping was added to the design of all

new units to improve unit visibility and increase crew safety on the incident scene.

Plan

Las Vegas Fire & Rescue will continue to use NFPA 1901 as a guideline to establish equipment

inventories carried on fire apparatus. The Safety Committee will continue to identify, evaluate,

and recommend the acquisition of equipment that will enhance services for the Las Vegas

community.

References

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

Equipment inventories for apparatus with fire suppression equipment

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5A.3 Supplies and materials allocation (e.g., foam, gasoline, fuel, batteries, etc.) is based on

established objectives, is appropriate to meet fire suppression operational needs

, and is compliant

with local, state/provincial and national standards.

Description

The Department maintains supplies and materials such as fuel, foam, water that are appropriate

for fire suppression operations and that comply with NFPA 1901 Standard for Automotive Fire

Apparatus guidelines, meet Insurance Services Office Apparatus & Equipment list criteria, and

local response needs.

Appraisal

Twelve 10,000 gallons tanks have been provided at different locations that store a 120-day

supply of diesel fuel for department apparatus. Diesel and unleaded fuel for non-suppression

apparatus has been stored at four satellite locations.

Each fire station has been stocked with approximately 15 gallons of Class A and AFFF foam and

each engine company stocked with 25 gallons of Class A and 25 gallons of AFFF foam. As of

late 2011, six engines have been stocked with 30 gallons of alcohol resistance aqueous film

forming foam (AR-AFFF) and the water tender with 250 gallons. Station 103 (190 Upland Blvd)

has been converted to serve as the department’s warehouse.

The Department has ensured access to an adequate supply of drinkable water by maintaining two

pallets (72 cases each) of drinking water at its warehouse and has stocked the three battalion

chief vehicles and air resource unit with supply for daily/immediate use.

Plan

Las Vegas Fire & Rescue will retain its present inventories of supplies and materials to achieve

operational needs and meet ISO standards. By July 2012, LVFR will convert its entire inventory

from AFFF to AR-AFFF foam.

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References

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

ISO apparatus & equipment list

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CC 5A.4 Current standard operating procedures or general guidelines are in place

to

direct fire suppression activities.

Description

Las Vegas Fire & Rescue standard operating procedures (SOPs) in the 200 series direct the

department’s fire suppression activities. In addition, LVFR functions within the operational

intent of fire departments within the Las Vegas Valley to front load available resources to

minimize the time/temperature curve to increase life safety and enhance property conservation

when possible. The guidelines that direct this intent are in the Strategies and Tactical manual

that includes best practices for fire ground operations for services.

Appraisal

New fire ground SOP’s were implemented in August 2010 and included sections from the

Strategies and Tactics manual. Also, Southern Nevada Fire Operations (SNFO) SOP’s continue

to be developed and updated by fire chiefs from Las Vegas, Clark County, North Las Vegas,

Boulder City, Henderson fire departments. These documents provided unified, consistent, and

safe operational practices and training methodologies agreed to by all regional fire departments.

Department employees have been provided access to standard operating procedures and manuals

via a Microsoft SharePoint site. LVFR implemented training and use of the Strategies and

Tactics manual as well as the updated SNFO SOP’s.

Plan

The Department will continue to create, review, and update standard operating procedures or

general guidelines related directly to its fire suppression activities. LVFR will continue to

participate in Valley-wide operational efforts for planning and training for all SNFO SOP’s

based on agreement of the SNFO Committee. Future editions of the Strategies and Tactics

manual will be updated when the department determines need.

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References

Standard operating procedures 200 series fire suppression (available electronically on site)

Las Vegas Fire & Rescue strategies and tactics manual

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CC 5A.5 The agency uses a standardized incident command/management system

.

Description

Las Vegas Fire & Rescue uses the National Incident Management System (NIMS) Incident

Command System (ICS). All fire/emergency response and police agencies in Southern Nevada

use the NIMS-ICS during risk and non risk-type incidents and emergencies. LVFR is a member

of the Southern Nevada Fire Operations (SNFO) Committee that develops and implements

NIMS-ICS policies and procedures for the participating fire departments within the Las Vegas

Valley within the guidelines put forth by the Department of Homeland Security Presidential

Directive-5. This includes a strategies and tactics manual that details eight functions of

command: establishing; evaluating; communicating; deployment; strategy and incident action

planning; organization; reviewing, evaluating, revising; and continuing, transferring, terminating.

Las Vegas Fire & Rescue, as well as other fire departments use the SNFO incident command

worksheet at incident scenes that supports the use of ICS.

Appraisal

LVFR SOP 201.10 and 202.10 were supported the incident command system and were replaced

in 2010 by the implementation of the Strategies and Tactics manual used by area fire

departments. Inclusion of area fire departments in the developed and implemented ICS system

has ensured common terminology, common expectations, and common forms are used at the

incident scene. Also, the Strategies and Tactics manual has met the guidelines established by the

Department of Homeland Security Presidential Directive-5. Training provided to LVFR

suppression personnel since 2009 has been based on the Strategies and Tactics manual and

NIMS-ICS. Las Vegas Fire & Rescue has used the Southern Nevada Fire Operations Incident

Command Worksheet that has supported the use of ICS at incident scenes.

Plan

LVFR will continue to use the NIMS-ICS system to manage emergency and applicable non-

emergency situations. Changes to SOPs and the Strategies and Tactics manual will be active and

ongoing based on department needs or the direction of the SNFO committee, respectively.

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References

Achieved LVFR SOP 201.10 and 202.10

Las Vegas Fire & Rescue strategies and tactics manual

Southern Nevada Fire Operations incident command worksheet

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5A.6 The agency’s information system allows for documentation and analysis

of its fire

suppression response program and incident reporting capability.

Description

Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,

an electronic patient care report (ePCR), and a reports management system (RMS). The CAD

gathers all incident information beginning with the receipt of an emergency call. When

complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where fire

personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern

Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410

Records, Reports: Pre-hospital care records, respectively. Internal fire suppression program

analysis is done using Crystal Reports software to extract data from CAD and RMS. The

Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United

States Fire Administration (USFA) and medical information to the Southern Nevada Health

District at least annually for analysis by outside agencies.

Appraisal

The CAD, ePCR, and RMS systems have provided appropriate means for documenting and

analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting

additional responsibilities on other staff, but established reports continue to be used to conduct

fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors

(Zoll and Sansio) have helped the Department modify existing or create new reports needed for

analysis.

Plan

The Department will continue to use the available information systems and if necessary either

seek application enhancements from vendors or new systems that provide the level of incident

documentation and program analysis required.

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References

Example CAD, FireRMS, and ePCR report documentation

SOP 101.00 Fire reporting documentation

Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care

records, page 48

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CC 5A.7 An appraisal is conducted

, at least annually, to determine the effectiveness of

the fire suppression program.

Description

Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its

fire operations program via the City’s performance plus strategic planning initiative and the

Commission on Fire Accreditation International (CFAI) standard of cover process. With regards

to the strategic business plan, the Fire Operations program is part of the Emergency Services

Line of Business. The program identifies key result measures similar to those found in LVFR’s

Standards of Cover (SOC) manual, states annual performance goals (results), and then evaluates

performance based on a stop-light (green, yellow, red) grading system. The department’s SOC

manual is much more in-depth as a tool for appraising the effectiveness of the fire operations

program in that LVFR includes performance expectations for all service levels (low, moderate,

high, and severe fire risk incidents) and effectiveness is determined by comparing performance

against baseline standards. Both appraisal systems use a 90th percentile (fractile) performance

expectation.

Appraisal

Since Performance Plus was implemented in 2007, LVFR has reported program data to City

Management through quarterly performance plus executive team (PPET) presentations. The

stop-light appraisal system provided simple, easily understood methods that measured

achievement of or progress toward annual goals. SharePoint has provided the department a

sustainable method where personnel have been provided access to Department documents

including its strategic business plan, quarterly performance reports, standards of cover manual,

and self-assessment manual.

Plan

The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the

Fire Operations program, as related to system performance. When necessary, it will modify

strategic measures and/or targets to encourage innovation and creativity in meeting Department

goals and/or the service needs of the community. The department will continue to develop its

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standards of cover using CFAI direction and assess effectiveness within published guidelines for

total response time.

References

Strategic Business Plan – Fire Operations Program, FY2012, page 9

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C4-C9

Performance Plus presentations: Fire operations, FY2010 and FY2011

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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

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Criterion 5B: Fire Prevention/Life Safety Program

The agency operates an adequate, effective, and efficient program directed toward fire

prevention, life safety, hazard risk reduction, the detection, reporting, and control of fires and

other emergencies, the provision of occupant safety and exiting, and the provisions for first aid

firefighting equipment1

. NOTE: Fire Investigations are covered in Criterion 5D.

Summary:

In an effort to support its mission, Las Vegas Fire & Rescue operates an effective and efficient

Fire Prevention Division, directed by a Deputy Chief/Fire Marshal. There are 21 authorized Fire

Prevention positions (thirteen inspectors, two hazard unit inspectors, two deputy fire marshals,

two assistant fire protection engineers, one Public Education/Information Officer and one Office

Specialist II) in the Fire Prevention Division (excluding Deputy Chief/Fire Marshal). All staff in

the engineering section are certified as Fire Plan Reviewers. Additionally, this section is staffed

with a licensed Fire Protection Engineer, a Certified Fire Protection Specialist, a Certified Fire

and Building Inspector, and a Certified Building Plan Reviewer. All staff in the inspection

section are Certified Fire Prevention Inspectors.

The Division supports the Department’s mission by inspecting buildings, enforcing adopted City

Fire Codes, reviewing building plans and fire protection equipment for compliance with local,

state, and national standards and codes, and providing fire safety and injury prevention education

programs.

The Division has been successful in providing the City of Las Vegas fire prevention and

education services. Under the direction of Management, the Division will, on a routine basis,

review, evaluate and take necessary corrective action to continue to provide the customer service

levels required to meet the mission of Las Vegas Fire & Rescue.

1 For more information about “first aid firefighting equipment,” reference NFPA 10 and the current

International Fire Code

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References

Fire Prevention organizational chart, 2011

Prevention services line of business Performance Plus presentations: FY2010 and FY2011

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CC 5B.1 The authority having jurisdiction has an adopted fire prevention code

.

Description

The City of Las Vegas adopts a model fire code through ratification by the City Council of a City

Ordinance. Through the ordinance, Las Vegas Fire & Rescue enforces provisions of the State of

Nevada Revised Statutes (NRS) and Administrative Codes (NAC) related to fire and life safety.

The adopted fire code is on file in the Fire Prevention Division resource library for review.

Appraisal

The Model Fire Code has been updated every three years, reviewed by Las Vegas Fire & Rescue

Fire Prevention Division management, amended, and adopted by City Ordinance. On January 5,

2010, the City of Las Vegas replaced Ordinance 5667, the 2003 edition of NFPA 1 Uniform Fire

Code, and adopted Ordinance 6124, the 2009 edition of the International Fire Code.

Plan

The current process of review, amending and adopting a Model Fire Code provides an effective

and efficient means of providing fire and life safety laws that ensure the safety of residents,

visitors, and fire suppression crews in the Las Vegas Fire & Rescue jurisdiction. As Model Fire

Codes are periodically updated, the Department will continue to review, amend, and adopt

ordinances as needed.

References

City of Las Vegas fire code adoption ordinance 6124

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-5

CC 5B.2 The code enforcement program is designed to ensure compliance with

applicable fire protection law

and agency objectives.

Description

The Fire Prevention Division uses a “step up” enforcement program to ensure compliance with

applicable Fire Codes. Fire inspectors document violations discovered during initial inspection

on the Fire Safety Inspection Report and indicate a re-inspection date on the form. Upon re-

inspection, the Inspector issues a Fire Hazard Warning Notice for violations not corrected, notes

outstanding violations, and sets another re-inspection date. If on the third inspection, noted

violations are still not corrected, the Inspector levies a re-inspection fee and issues an Order to

Comply with a final re-inspection date. If violations exist on final re-inspection, the Inspector

may issue a misdemeanor citation, defined in Section 9 on page 3 of City Fire Code Ordinance

6124. Inspectors can use their discretion to skip steps within the process based on the nature of

the violation(s). If the violation presents an immediate life and/or property hazard, the Inspector

issues a Stop Order requiring activity stop immediately or the violation be corrected

immediately.

Business owner/operators can request additional time to make corrections by submitting a Letter

of Intent outlining the reason for additional time and a date of correction. A Deputy Fire Marshal

reviews the letter and approves or denies it based on the nature of violations and information

provided.

Appraisal

The “step up” process has afforded inspection staff and the customer a defined process that

efficiently and effectively ensures fire code compliance. The process has proven successful in

that no misdemeanor citations were issued for outstanding fire code violations for the past three

years. The different levels of documentation provided appropriate due process when citations

have been written and the violator appeared in court. Most fire code violations identified are

corrected within the required time. Less than 5 percent of fire code violations identified require

a third notice or order to comply.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-6

Plan

The Department will continue this process and review its effectiveness in reducing fire code

violations, as needed.

References

Fire safety inspection report

Fire hazard warning notice form

Order to comply form

Stop order form

Letter of intent form

City of Las Vegas fire code adoption ordinance 6124: section 9, page 3

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-7

CC 5B.3 The program has adequate staff with specific expertise to meet the fire

prevention/life safety program goals

and objectives.

Description

Fire Prevention Division consists of 13 fire prevention inspectors, 2 hazard unit fire prevention

inspectors, 2 deputy fire marshals, and 2 assistant fire protection engineers. All fire inspectors

are NFPA Fire Inspector I certified. The Division performs fire and life safety and building plan

reviews and related inspections, business license application inspections, citizen complaints,

annual inspections for high-risk occupancies that require an operational permit per the adopted

Fire Code, annual sustainability routine inspections, and all related re-inspections to ensure

compliance.

All plan review and inspection activities, with the exception of routine occupancy inspections,

have time mandates per City customer service goals and objectives. The Division performs all

other activities are as needed.

Appraisal

As of September 2011, 20,758 occupancies in the City required inspection. To manage demand,

inspection staff were assigned to geographical areas in which inspectable occupancies vary from

a low of 1,076 (Area 8-Northwest; high residential) to 1,983 (Area 11-Central;

business/mercantile). The average number of properties/locations per inspection area was 1,597.

Of those occupancies that required inspection per fire code, 11,271 (54.30%) were inspected in

fiscal year 2011. The inspection section performed 98.41% of high-risk occupancy fire

inspections, an increase from 86.40% in FY2009.

Due to the slowdown in construction activity, Fire Prevention engineering staff was reduced. In

FY2010, this section completed fire and life safety plan reviews within five business days

92.48% of the time, an increase from 78.35% in FY2009. Staffing has been adequate to meet

current demand and lower demand has allowed staff to focus on other job responsibilities, which

have included interaction and participation with field inspection staff and has established

cooperation with investigation staff.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-8

Plan

Increased workload and/or staff reductions may result in changes to customer service goals, such

as, but not limited to extending action times on time-mandated inspections, using overtime, or

inspecting medium or light hazard occupancies and locations only when a service request such as

a business license application or citizen complaint is received.

For FY2011, Fire Prevention engineering goals will be modified to reflect different customer

service focus. Fire and life safety review time will increase to ten business days and the goal for

initial building plan reviews will be decreased to five business days. Changes to workload

and/or reductions of Fire Protection Engineering staff may result in additional modifications.

References

Fire Prevention organizational chart, 2011

Occupancy count per inspection area breakdown printout

Prevention Services line of business Performance Plus presentations: FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-9

5B.4 A plan review process is in place

to ensure that buildings and infrastructure (e.g.,

hydrants, access, street width, etc.) are constructed in accordance with adopted codes and

ordinances.

Description

The City of Las Vegas has an extensive plan review process in place that ensures the design and

construction of buildings, infrastructure, and fire protection systems occur in accordance with the

Model Fire Code adopted through City Ordinance 6124. Example sections of the code can be

seen in the Southern Nevada fire code amendments section 507.1 required water supply (page

40) and 901.0.3 plans (page 47). The review process begins with initial development at the

Department of Planning & Development. City departments with an interest in reviewing the

plans are aware of upcoming projects and able to address areas of concern. Fire Protection

Engineering receives plans for civil review, structures, remodels, and/or tenant improvements

and reviews them for fire protection water supply, automatic fire sprinkler systems, special fire

suppression systems, automatic fire detection and notification systems, and smoke management

systems.

Appraisal

The Las Vegas Fire & Rescue’s plan review process has proved efficient and productive. In

fiscal year 2009, Fire Prevention Engineering reviewed 4,300 plans. In fiscal year 2010,

engineering personnel reviewed 3,772 plans. In fiscal year 2011, engineering personnel reviewed

3,926 plans.

Plan

LVFR will continue to provide fire and life safety plan reviews for development within the City,

unless otherwise directed by City leadership.

References

City of Las Vegas fire code adoption ordinance 6124 (listed examples on .pdf pages 44 and 51)

Plan review process flow chart

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-10

5B.5 The agency defines and provides appropriate and adequate equipment, supplies and

materials to meet the

fire prevention/life safety program needs.

Description

Fire Prevention Division staff receive an initial standard equipment issuance of required code

books, reference books, office supplies, safety equipment, communication equipment, and a

vehicle. Personnel request replacement of worn, damaged, and/or lost equipment.

Appraisal

Through budget allocations, the Fire Prevention Division has been provided adequate equipment

and supplies to perform the fire prevention function. In 2007, the Division issued field input

devices (Xplore tablets) to all inspectors. This decreased the need for inspectors to input

inspection results in the office and offer real-time status updates to the Fire Prevention and City

of Las Vegas records management system for occupancy tracking. In addition, all documents

related to inspections are scanned and stored electronically (eB document storage system) to be

viewed at any workstation or mobile computer and reducing overall costs of maintaining paper

records. The Division has maintained and serviced equipment required for fire flows and public

education activities. The Department has provided office supplies and maintained an up-to-date

fire code reference library.

Plan

Las Vegas Fire & Rescue will continue to budget for the necessary equipment and supplies to

perform the fire prevention function.

References

Fire Prevention initial supply issuance form

Xplore tablet reference sheet

eB document storage screenshot

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-11

5B.6 Current standard operating procedures or general guidelines are in place to direct the fire

prevention

/life safety program.

Description

Las Vegas Fire & Rescue Standard Operating Procedure Series 700 addresses Fire Prevention

operations and procedures. The SOPs deal with vacation-sick leave; scheduling; new hires; Fire

Prevention Inspectors assigned to fire stations; Fire Prevention response to incidents; fire

prevention post incident analysis; fire drills at City of Las Vegas properties; property security -

Knox box system; fire prevention hazardous materials enforcement; residential smoke detector

program; notices of violations and corrections notices for City of Las Vegas properties;

misdemeanor citation procedure; inspection management program; management reports; and the

Fire Safety House.

Appraisal

Since 2008, Fire Prevention adopted five SOPs that reflected improved technology and or

inspection processes implemented by the Division. For example, added SOPs included

procedures for Inspectors deployed to fire stations (730.00), inspectors responding to fires and

other incidents to serve as a resource for Incident Command (740.00), and managing reports

related to inspection, staff productivity, and other activities (770.20).

Plan

Fire Prevention management will continue to review, delete, and/or update SOPs related to the

Fire Prevention/Life Safety Program on a regular basis. Additional SOPs will be written when a

process or function within the division requires it.

References

LVFR SOPs 730.00 FP inspect assigned to fire stations, 740.00 Fire prev response to fire

incidents, and 770.20 Management reports

Standard operating procedures 700 Series – Fire Prevention (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-12

5B.7 The agency’s information system allows for documentation and analysis

of the fire

prevention program.

Description

Las Vegas Fire & Rescue’s Fire Prevention Division uses a Windows-based computerized

Enterprise activity and transaction informational system (Hansen) to document and analyze Fire

Prevention activities. The Hansen system tracks all inspection related activities using an

inspection-based code system, which allows for documentation and analysis. Other City

departments use this system to track specific parcel and/or building address activities.

Appraisal

The Hansen system, implemented in 2003, has provided more functionality than the previous

Legacy system. Staff, along with City IT resources, have maintained the system and its

functionality, which has allowed in-house modifications. Inspection personnel were issued

hand-held field input devices that allowed for real-time inspection update and inquires. Data

collected by Hansen has been reported in several different formats using Crystal Reports. Full

implementation by other identified City Departments has not occurred, which is a substantial

drawback to the Hansen system.

Plan

The Fire Prevention Division will continue to use, modify, upgrade, and evaluate the Hansen

system, especially as the remaining City Departments come online. Fire Prevention will evaluate

its field input devices for ease of use and will make changes, if necessary, through the capital

replacement process.

References

Hansen screen shots of Fire Prevention activities

Sample Hansen data retrieved using Crystal Report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-13

CC 5B.8 An appraisal is conducted

, at least annually, to determine the effectiveness of

the fire prevention program and its efforts in risk reduction.

Description

Las Vegas Fire & Rescue conducts appraisals monthly, quarterly, and annually depending on the

area monitored. The Fire Code Enforcement (inspection) and Fire Protection Engineering

Programs are part of the Prevention Services line of business, as outlined in the Department’s

strategic business plan (Performance Plus). The program identifies key result measures and

states annual performance goals (targets). A standard scale measures performance: target met

(green); 0-15% off target (yellow); more than 15% off target (red). For any measure not

achieving stated targets (yellow or red), the program manager submits to City Management

action plans with explanations and/or specific actions needed for improvement.

Appraisal

LVFR has reported performance data to City Management quarterly and annually since

Performance Plus was implemented in 2007. Since January 2011, front-line managers have been

required to report data at a monthly manager’s meeting. Fire Code Enforcement categorized

occupancies into four hazard group levels (I-IV), prioritized inspections based on the

designation, and set performance goals for each level. For FY2011, the program exceeded its

goal (90%). 91.38% of hazard group I occupancies received an inspection within twelve months.

Though the goal was achieved, performance decreased from FY2010 (98.41%), as expected due

to decreased staffing.

Though not required by fire code, the fire engineering program monitored and reported the

percentage of single-family homes in the City permitted for construction with built-in residential

fire sprinklers in order to keep focus on the issue.

Plan

The Fire Prevention Division will continue monthly, quarterly, and annual appraisal of the Fire

Code Enforcement and Fire Protection Engineering programs, as related to system performance.

When necessary, it will modify strategic measures and/or targets to meet Department goals.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5B-14

References

Strategic Business Plan – Prevention Services line of business: FY2011 and FY2012

Hazards group I-IV designations

Prevention Services line of business Performance Plus presentations: FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-2

Criterion 5C: Public Education Program

A public education program is in place and directed toward identifying and reducing specific

risks in a manner consistent with the agency’s mission.

Summary:

The Public Education and Information Office serves the Department’s mission and supports its

goals. Las Vegas Fire & Rescue assesses the fire and life safety education needs of its

community and provides public education programs to meets those needs.

The Public Information Education Officer (PEIO) assesses the community need by responding to

incidents to gauge fire and life safety issues in the community; attending neighborhood and

homeowner association meetings and asking what problems need addressing; talking to civic and

community groups regularly and asking for input; and analyzing statistical data such as incident

reports. For example, by reviewing where certain types of incidents occurred, it was discovered

that the majority of the residents in that part of the city do not speak or read English. As a result,

an emphasis was placed on working with the Hispanic media and developing Spanish materials

to be distributed where needed. Presentations are customized to meet audience needs and

evaluated for overall effectiveness.

References

Activity reports: Daily, weekly, monthly

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-3

5C.1 The diversity and delivery of the public education program includes individual, business,

and

community audiences.

Description

Las Vegas Fire & Rescue’s Fire & Life Safety, public education, and community risk reduction

programs encourage participation by individuals, families, businesses, and community groups.

The Department strives to reach high risk and other target audiences and customizes

presentations through a number of Fire & Life Safety Programs including those for special needs

groups such as people with disabilities.

Appraisal

LVFR’s Fire & Life Safety Education Program has provided education to and encouraged

community involvement at every level from individuals to large corporations and every age

group from preschoolers to senior citizens. These programs have been delivered in a number of

ways as outlined in the Fire & Life Safety Programs exhibit. From 2007 to 2009, the public

education and information officer provided 454 formal fire and life safety classes to 17,104

people. Firefighters provided additional demonstrations during station tours, school visits, and

other events that reached over 25,000 people.

Plan

The Department will continue to provide to individuals, business, and the community public

education programs that are diverse and serve the needs of the City of Las Vegas, as determined

by surveys, identifying trends through statistical data, and Public Education & Information

Officer observations while on emergency incidents.

References

LVFR Fire & Life Safety programs overview

Activity Overview 2007 – 2009

PEIO 2009

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-4

5C.2 The program has staffing with specific expertise to accomplish the program

goals and

objectives.

Description

The Public Education and Information Office has two-full time personnel. One is the Public

Education / Information Officer (PEIO) who reports directly to the Fire Chief and the other is an

administrative support person. The PEIO holds the following State and/or National

certifications: Fire & Life Safety Educator III; Nevada State Fire Marshal Master Instructor; and

Juvenile Fire Setter Intervention Specialist II.

Appraisal

The PEIO’s expertise and certifications have allowed the Fire & Life Safety Public Education

Program to accomplish program goals and objectives, which is to provide education that will

meet certain requirements in the community such as OSHA required Fire Extinguisher Classes

for employees of businesses, as well as provide courses for groups where a risk or need has been

identified. One Fire Safety CD developed for children was, produced both in English and

Spanish and over 100,000 copies have been distributed.

Plan

The Department will continue to draw upon the expertise of current staff to deliver its

educational programs. It will also continue to research new methods to deliver programs in the

future using new technologies including interactive computer programs, DVDs, or streaming

programs over the Internet.

References

Las Vegas Fire & Rescue organizational chart, 2011

PEIO Certifications

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-5

5C.3 The agency defines and provides appropriate adequate equipment, supplies and materials

to meet the

public education program needs.

Description

The Public Education Officer defines and acquires equipment, supplies, and materials

appropriate for the educational programs LVFR provides its community. In order to meet the

needs, the Fire & Life Safety Education Program seeks additional outside funding in the form of

grants or donations from corporate sponsors or citizens

Appraisal

The approximately $10,000 received yearly from telecommunications companies that pay rental

fees for a tower located on fire department property has funded public education. The limited

Fire & Life Safety Public Education Program budget created the need for partnerships with local

and national organizations and businesses as funding sources. The PEIO attained grant funding

to purchase fire safety education materials and equipment. Between February 2008 and March

2010, approximately $100,000 was awarded from the Fireman’s Fund Insurance Heritage

Program and the Liberty Mutual Insurance Firemark Award program. With grant monies

received, the Department purchased modern training equipment including a new BullEx Safety

“BullsEye” Fire Extinguisher simulator, a ModelTech Sparky Fire Safety Hazard House exhibit

on display at the Children’s Discovery Museum, Scotty Fire Safety and 5,000 ionization/

photoelectric smoke alarms available for public distribution.

Plan

The Department will continue to seek additional financial support such as grants and community

donations to augment public education efforts.

References

Public Education program training aids (available on site for demonstration)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-6

CC 5C.4 The public education program targets specific risks and risk audiences

as

identified through incident, demographic, and program data analysis.

Description

The Public Education/Information Officer (PEIO) responds to many working incidents to

evaluate the fire and life safety issues present in the community and identifies high-risk groups

by analyzing fire reports and other local demographic data for indicators such as fire related

injuries and fatalities, drowning, and children left in locked vehicles. The PEIO compares local

data with NFPA, Southern Nevada Health District, Nevada State Fire Marshal, and Safe Kids

Coalition statistics to verify Las Vegas Fire & Rescue provides appropriate educational

programs.

Appraisal

Based on analysis, target risks and risk audiences identified in the City of Las Vegas included:

water related incidents including pools; children left in parked vehicles; children (under 8);

senior citizens; Neighborhood Associations (old/low income); special needs/handicap people;

and businesses, schools, public safety agencies, medical facilities, hotels, and casinos.

The Heat Kills program launched in 2004 has been successful in that the instances of children

left unattended in parked vehicles have diminished greatly. In 2009, no deaths were reported.

Another program developed to benefit identified risk was Hotel Employee Life-safety Program

(H.E.L.P.) for casino workers. This program was provided originally at the Department’s

Training Center allowing limited attendance. Starting in 2007, the PEIO delivered the program

at the casinos at varying times, which allowed many more employees to attend.

Plan

The Department will continue to provide educational opportunities to identified high-risk groups

and hazards. Programs that reduce the risk of death, injuries, and dollar loss will continue to be

developed and delivered. Program results will continue to be evaluated, at least yearly based on

the results of the Department’s PEIO annual report, to maintain and maximize effectiveness.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-7

References

LVFR fire & life safety program overview

Activity reports: Daily, weekly, monthly

Activity overview 2007 – 2009

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-8

CC 5C.5 Current standard operating procedures or general guidelines are in place

to

direct the public education program.

Description

The Fire & Life Safety Public Education Program operates currently under adopted SOPs within

the fire and rescue organization.

Appraisal

Standard fire and life safety education programs have been used as guidelines for education

provided to the Las Vegas community. The PEIO’s certifications and expertise have allowed

LVFR to modify or develop programs suited for general audiences and identified risk groups.

Plan

The PEIO, in conjunction with the Department’s Fire Chief, will continue to develop and adopt

standard operating procedures for the Fire & Life Safety Education Program, Juvenile Firesetter

Intervention Program and Public Information program as needed. SOPs will be reviewed each

December by the PEIO and the Executive Staff and changes made if necessary.

References

SOP Public education program

SOP XXX Juvenile fire-setter intervention program (draft)

SOP 790.00 Fire safety house (being updated in December)

SOP 760.00 Residential smoke detector program (being updated in December)

SOP 202.45 Public information (being updated in December)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-9

5C.6 The agency’s information system allows for documentation and analysis

of its public

education program.

Description

The Public Education and Information Office staff maintains information regarding offered

educational program using various Microsoft Office products such as Excel and SharePoint.

This information helps measure the effectiveness of programs and shows areas on which to focus

more attention. Due to staffing, time spent on statistical analysis is limited.

Appraisal

Current data retrieval methods are time consuming. Data entry requirements have been a burden,

as staff is limited. In 2008, a community relations SharePoint site was created where

suppression personnel enter details regarding public education events conducted at stations. This

eliminated some data entry demands on support staff. It also eliminated the need for personnel

to send reports back to Fire Administration via interoffice mail.

Plan

The Department will continue to take advantage of available technologies to increase its ability

to document and analyze the public education programs. New cooperative programs were begun

in August 2010 with the Southern Nevada Health District on drowning and with the University

Medical Center Burn Unit for all burns victims treated at UMC will help to track incidents,

gather data and analyze trends using new technologies to help develop future education programs

which will address adverse trends indentified.

References

Community relations SharePoint site (available online on site)

Community relations survey

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-10

CC 5C.7 An appraisal is conducted

, at least annually, to determine the effectiveness of

the public education program and its effect on reducing identified risks.

Description

The PEIO and Executive Staff evaluate the effectiveness of the Fire & Life Safety Education

program at least annually and makes modifications where needed to ensure it meets the needs of

the community. Regularly assessing each program for effectiveness through reports that the

PEIO drafts daily, weekly and monthly ensures limited staff and materials are focused on the

areas where they will have greatest community impact. Appraisals of each program provide

valuable information as to how well we are doing our job and how to do better.

Appraisal

Individual programs have been evaluated as needed and updated regularly to improve quality.

Effectiveness of the Fire Safety House has been measured using participants pre- and post-tests

and written evaluations from teachers and parents. The number of visitors and speaker

evaluations provided to teachers and parents who bring children to events have been used to

evaluate National Fire Prevention Month (October) success. In collaboration with Southern

Nevada Fire Prevention Association, Clark County Safe Kids, and other organizations, lessons

learned by visitors have been measured since 1988. The Youth Fire Setters Intervention

Program was implemented in May 1996 and evaluated by LVFR and other valley departments

based on recidivism and other statistics from Clark County Juvenile Courts.

Plan

Data and analysis will continue to occur in January in order to prepare an annual report in March

that shows fire and life safety activity and trends to help plan for future and current education

programs.

References

Annual appraisal

LVFR fire & life safety programs overview

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-11

5C.8 There are programs in place that enable improved fire protection and injury prevention

for low income families

(e.g. as free smoke alarm installation, free bicycle helmet program, etc.)

Description

Las Vegas Fire & Rescue has several programs in place that offer fire safety information,

protection, and injury prevention for low-income families. The Public Education and

Information Officer meets monthly with neighborhood associations to get citizen input on fire

and life safety issues and needs. LVFR also works with various organizations and agencies (i.e.,

Clark County School District and Head Start) to determine Valley-wide program needs and those

for which LVFR can fulfill the need. Making smoke alarms available is the Department’s first

priority; with the provision of information and education second, especially in non-English

speaking areas where people are not aware of what fire problems exist. The Department

provides bicycle equipment safety as part of its “Adopt a Bike Program.” When funding is

available other special needs programs such as security bar education and modification are

provided. All agencies help each, with the lead being the agency specializing in that area.

Appraisal

Statistical data and meetings between agencies have been used to determine what fire protection

and injury prevention programs needed the most attention in the Valley. Since 2009, the PEIO

has collaborated with the City Neighborhood Services Department and provided monthly fire

and life safety information and demonstrations at neighborhood association meetings. LVFR has

provided smoke alarms free of charge to the public, as requested. Recently, an issue was

identified by an area burn unit that children in low-income areas are involved in burn accidents.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5C-12

Plan

The PEIO is meeting with staff at the Lion’s Burn Care Unit at University Medical Center twice

a month to track burn types and causes. The two are working to develop a new burn prevention

education program. Las Vegas Fire & Rescue will continue to focus fire protection and injury

prevention education on smoke alarms, senior citizens safety, juvenile fire setter intervention,

burn prevention, fire and life safety, and the Heat Kills program. The Southern Nevada Health

District will facilitate water safety – drowning prevention and the Police/Highway Patrol will

handle motor vehicle and bicycle safety.

References

Adopt-a-Bike program press release

Security window bar program press release

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-2

Criterion 5D: Fire Investigation Program

The agency operates an adequate, effective, and efficient program directed toward origin and

cause investigation and determination for fires, explosions, and other emergency situations that

endanger life or property.

Summary:

The Bureau of Fire Investigations – Bomb Squad of Las Vegas Fire & Rescue is a full time unit

that operates under the Homeland Security Section, which is under direction of the deputy fire

chief of logistics and support services. The Bureau’s mission is to: (1) Determine the origin and

cause of fires and explosions in the jurisdiction of the City of Las Vegas; (2) Enforce state arson

statutes with full law enforcement powers granted by the state of Nevada; (3) Respond and

mitigate explosive device incidents as the render safe bomb squad for all of southern Nevada.

The Bureau has thirteen personnel and has added more equipment over the last several years that

benefit the effectiveness of the unit. Part of the strategic plan from as early as 2002, included

creating a hierarchy of positions within the Unit in order to facilitate additional hiring in the

future, and creating more specific full times duties within the Unit. This hierarchy or chain of

command was established January 2005 by adding four (4) Senior Fire Investigator positions.

The Bureau of Fire Investigations – Bomb Squad will continue to specialize in its mission, train

new employees assigned to the Unit, and prepare for future growth.

References

LVFR organizational chart, 2011, page 2

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-3

CC 5D.1 The agency’s fire investigation program is authorized

by adopted statute,

code, or ordinance.

Description

The following adopted codes and statues authorize Las Vegas Fire & Rescue’s Bureau of Fire

Investigations – Bomb Squad: Las Vegas Municipal Code 2.20.020 (e) and 2.20.040; and

Nevada Revised Statutes (NRS) for Arson Investigators 266.310(3), 289.250(4b), and 475.125 (1

and 2).

Per Municipal Code, the Fire Chief may appoint qualified Department members to investigate

suspected crimes of arson and other violations of law relating to fire and environmental safety.

Investigators so designated are peace officers.

Appraisal

The Bureau of Fire Investigations – Bomb Squad and its authority has been well established by

the City of Las Vegas Municipal Charter and the Nevada Revised Statutes In 2010, the Nevada

Legislature codified into NRS a new statute that established authority for LVFR Bomb Squad to

exist as authority for render-safe operations in Southern Nevada (NRS 476.210), which improved

overall authority for LVFR Bureau of Fire Investigations – Bomb Squad.

Plan

The Department will continue to monitor Municipal Code and Nevada Revised Statutes for

changes in law or description and implement, as necessary.

References

Las Vegas Municipal Code 2.20.020 (e); 2.20.040

Nevada Revised Statutes NRS 266.310(3); 289.250(4b); 475.125(1 and 2)

Nevada Revised Statute NRS 476.210

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-4

CC 5D.2 The scientific method (or an equivalent) is utilized

to investigate and

determine the origin and cause of all significant fires and explosions.

Description

The basic methodology of the fire investigation relies on the use of a systematic approach and

attention to all relevant details. The use of a systematic approach often uncovers new factual

data for analysis, which may require previous conclusions be reevaluated. The Bureau of Fire

Investigations – Bomb Squad uses NFPA 921 Guide for Fire and Explosion Investigations, 2011

edition, Section 4.2 Systematic Approach and Section 4.3 Relating Fire Investigation to the

Scientific Method as a guideline for recommending the method which it should investigate and

determine the origin and cause of fires and explosions. The scientific method includes the

following processes: recognizing the need; defining the problem; collecting data; analyzing the

data; developing a hypothesis; testing the hypothesis and selecting a final hypothesis.

Appraisal

The Bureau of Fire Investigations – Bomb Squad has recommended the scientific method, used

in the physical sciences, as the systematic approach used on significant fire and explosion scenes.

The method has provided the organizational and analytical process desired and deemed useful in

a successful fire investigation.

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to use a scientific method to

determine the origin and cause of fires and explosions. It will continue to reference NFPA 921

fire and explosion investigations guidelines.

References

NFPA 921, Guide for fire and explosion investigations, 2011 ed.: Section 4.2 Systematic

approach; Section 4.3 Relating fire investigation to the scientific method

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-5

CC 5D.3 The program has adequate staff with specific expertise

, training, and

credentials to accomplish the program goals and objectives.

Description

The Bureau of Fire Investigations – Bomb Squad is staffed by four three person teams, in

addition to a Battalion Chief supervisor who works a forty-hour week. Each team has two full-

time fire investigator/bomb technicians and a Senior Fire Investigator/bomb technician. The

senior fire investigator/bomb technician is responsible for overseeing the work product of each

team and functions as both a Lead member for the team and a point of contact to the Supervisor

of Fire Investigations – Bomb Squad and other Department command staff. All bureau members

are category I certified peace officers through Nevada Peace Officers Standards and Training

(POST). The Bureau of Fire Investigations – Bomb Squad is accredited by the Federal Bureau of

Investigation, Hazardous Devices School (HDS) and is trained by same. All public safety agency

bomb squad personnel in the United States are trained and accredited by HDS.

Appraisal

Las Vegas Fire & Rescue has provided the Fire Investigations Division adequate staffing trained

and certified to NFPA 921 and HDS standards. In January 2005, four personnel were promoted

to the entry-level classification of Fire Investigator I, which increased the team size to three

persons each. In addition, Las Vegas Fire & Rescue promoted four existing Fire Investigator II

personnel to Senior Fire Investigator. This enhanced operations and provided greater human

resources which resulted in greater continuity of investigations, enhanced efficiency on

explosive-related incidents, and enhanced safety for investigator/bomb technicians.

Plan

Las Vegas Fire & Rescue will continue to staff the Unit according to rule and regulation

guidelines to ensure minimum staffing. Additionally, training levels will continue to meet state

and federal guidelines and ensure the goals and objectives of the department are met to satisfy

response capabilities for the community.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-6

References

NFPA 921 Guide for fire and explosion investigations, 2011 ed.

LVFR Rule & Regulation 130.06.02 Manpower callbacks emergency & nonemergency callbacks

– Investigations

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-7

5D.4 The agency defines and provides appropriate and adequate equipment, supplies and

materials

to meet the fire investigation program needs.

Description

The Bureau of Fire Investigations – Bomb Squad has offices, vehicles, and fire/explosion scene

equipment necessary to accomplish the tasks of its mission. Unit personnel have desktop and

mobile laptop computers, cellular phones, pagers, digital cameras, response vehicles, and safety

equipment to include Nomex jumpsuits, fire boots, helmets, gloves, Air Purifying Respirators

(APR’s), evidence collection kits, and Bureau forms.

Appraisal

The Bureau of Fire Investigations – Bomb Squad Unit has been well equipped. The Unit has

issued individual equipment to its investigators used for fire investigations. In the years 2005

through 2010, the Unit obtained grant funding and purchased individual response vehicles for

Investigators to accommodate explosive device responses. This purchase has benefited fire and

arson investigations in that personnel have needed equipment with them at all times.

Plan

The Unit will continue to provide personnel with supplies and equipment necessary to achieve

program and department goals. The Unit will continue to budget for a major fire scene response

vehicle capable of being equipped with evidence supplies, shovels, rakes, heavy equipment such

as Amkus cutting tools, generators, and lighting systems.

References

Fire investigations / Bomb squad weekly apparatus maintenance schedule

Fire investigations – Bomb squad equipment inventory list (available on site only – Operational

Security [OPSEC])

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-8

5D.5 The agency establishes agreements for support from other agencies

to aid in

accomplishing the program goals and objectives.

Description

Agreements exist with the following agencies: Las Vegas Metropolitan Police Department

(LVMPD), Nevada Highway Patrol Criminal Justice Information System, and automatic aid with

area fire departments.

Appraisal

The Las Vegas Metropolitan Police Department has provided the Bureau of Fire Investigations –

Bomb Squad access to its Records and Communications departments for criminal justice

information through an established inter-local agreement. This aided the Bureau of Fire

Investigations with its role in enforcing the crime of arson. The Nevada Highway Patrol as well

as the Las Vegas Department of Detention and Enforcement have provided additional criminal

justice information and warrant confirmation for arson suspects arrested or pursued by the

Bureau of Fire Investigations.

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to use its existing Memorandum

of Understandings and Inter-Local Agreements in support of its mission statement. It will seek

further agreements with other agencies as needed.

References

LVMPD memorandum of understanding

NVDPS records & technology memorandum of understanding

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-9

CC 5D.6 Current standard operating procedures or general guidelines are in place

to

direct the fire cause and investigation program.

Description

The Bureau of Fire Investigations – Bomb Squad operates within the parameters outlined in

Standard Operating Procedures 600.00 - 630.10 inclusive specifically for Fire Investigations –

Bomb Squad as well as Department Rules and Regulations and related Manual of Operations.

The Unit uses a progressive Field Training Program (FTP) that entails a two tier probationary

period wherein a candidate promoted into the Unit demonstrates knowledge and completes daily,

for a period of sixty shifts, graded practical examinations recorded by a Field Training Officer

(FTO). The FTP consists of assertive and concentrated training in fire and explosion Origin and

Cause Investigations, Principles of Law Enforcement, and Bomb Squad Operations.

Appraisal

Standard operating procedures are reviewed and revised as needed. The Field Training Program

was developed in 1995 and revised in 1999 under the guidelines of NFPA 1033, Professional

Qualification for Fire Investigator and NFPA 921, Guide for Fire and Explosion Investigations.

It has been a good tool to introduce new candidates to the position of Fire Investigator I and Fire

Investigator II. The FTP was last revised in 1999 and an update to 2009 and 2011 NFPA

material, respectively, warranted.

Plan

The Bureau of Fire Investigation – Bomb Squad will continue to review its standard operating

procedures annually to remain current with industry best practices and based on Department

goals and objectives. The bomb squad commander will be responsible to update its training

program by the end of fiscal year 2012.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-10

References

Standard Operating Procedures 600 Series – Fire Investigations (available online on site [access

to 630 series is limited])

Field training program (limited access – available onsite)

NFPA 921 Guide for fire and explosion investigations, 2011 ed.

NFPA 1033 Standard for professional qualifications for fire investigator, 2009 ed.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-11

5D.7 The agency’s information system allows for documentation and analysis

of the fire

investigation program.

Description

The Bureau of Fire Investigations – Bomb Squad is an electronic Unit hosting all of its working

forms, Officer’s Reports, and photographs in digital media. Reports and photographs are

available instantly for reporting information, data collection, and analysis. Monthly Statistics

and Uniform Crime Reporting is sent directly to the Nevada state repository for criminal data

information. This system is on City of Las Vegas servers and is only accessible to authorized

personnel.

Appraisal

In 2002, the Unit started storing all Bureau information including forms, reports, and

photographs electronically. All reports and photographs prior to 2002 are kept on file in locking

file cabinets. In 2008, the unit implemented FireFiles, a reporting software engineered and

delivered specifically for tracking fire investigation and bomb squad responses.

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to use electronic storage and

retrieval for its documentation of fire and explosive scenes.

References

FireFiles software manual (available onsite)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5D-12

CC 5D.8 An appraisal is conducted

, at least annually, to determine the effectiveness of

the fire investigation program.

Description

The battalion chief over fire investigations – bomb squad, in conjunction with the deputy fire

chief over homeland security, performs an annual review of the Unit, which includes reporting

calls for service, response to fire and explosive related calls, significant accomplishments.

Appraisal

A year-end summary has been completed that included Unit accomplishments, statistics for

response volume, training hours, and percentage of arson cases cleared. Summaries also

included the number of fatalities and Uniform Crime Reporting data. In 2010, all members of

the Unit became credentialed federal marshals through a memorandum of understanding with the

FBI, which increased the scope of the investigation program and in turn, its effectiveness.

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to review its accomplishments,

statistics for call volume, calls for service and percentage of arrest cases/Uniform Crime

Reporting data to determine its effectiveness in the community and efficiency as a Unit. The

Unit will use this appraisal to forecast needed personnel, equipment, and resources and

incorporate these assets into its strategic plan.

References

Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-2

Criterion 5E: Technical Rescue

NOTE: The program described in this section may also be called ‘Heavy Rescue,’ ‘Extrication’

and/or ‘Urban Search and Rescue.’ The agency operates an adequate, effective, and efficient

program directed toward rescuing trapped or endangered persons from any life-endangering

cause, e.g., structural collapse, vehicle accidents, swift water or submersion, confined space,

cave-in, trench collapse, fire, etc.

Summary:

Las Vegas Fire & Rescue’s technical rescue team (TRT) program has adequate staffing,

equipment, supplies and materials, operating procedures and methods in place to meet the level

of response commitment to the City of Las Vegas. In order to be a certified technical rescue

technician, LVFR personnel complete a rigorous 240-hour training curriculum based on NFPA

1670 Standard on operations and training for technical search and rescue incidents. Personnel

demonstrate competencies by participating in training re-certification classes (monthly and

annual). The Deputy Chief of Emergency Services and the TRT Committee facilitate the TRT

program. Standard Operating Procedures have been developed that address staffing and field

operations. Current Technical Rescue staffing and training meets community needs. LVFR will

continue to evaluate personnel and community needs based on specialized rescue statistics.

References

TRT training overview (full Manuals and Curriculum available on site)

NFPA 1670 Standard on operations and training for technical search and rescue incidents, –

2009 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-3

CC 5E.1 Given the agency’s standards of response coverage and emergency

deployment objectives, the agency meets its staffing, response time, apparatus and

equipment deployment objectives for each type and magnitude of technical rescue

emergency incidents

.

Description

Las Vegas Fire & Rescue staffs one technical rescue team (TRT) is equipped and staffed with

apparatus and equipment to mitigate more serious technical rescue incidents such as confined

space rescue, rope rescue (high and low angle), heavy extrication, structural collapse, trench

rescue, and swift water rescue. LVFR operates one constant-staffed technical rescue unit

(HR44) and maintains a non-staffed support vehicle and cargo trailer to assist with transport of

additional equipment and supplies. In addition to the specialized response unit (HR44), Las

Vegas Fire & Rescue engines and trucks carry equipment and personnel are trained to mitigate

minor technical rescue incidents (i.e., elevator incidents, minor vehicle extrication, and water

response such as stalled vehicles) without the aid of the heavy rescue unit.

LVFR assesses total response time using the 90th percentile (fractile) performance expectation

for all technical response service levels. Baseline performance presented in the 2011 edition of

the standards of cover represents overall performance between fiscal year (July 1 – June 30)

2007 through 2011. Total response time performance for the first arriving unit to technical

rescue-related incidents in populated areas of the City of Las Vegas is as follows:

• All technical rescue incident response: 9:42;

• Elevator rescue incident response: 9:37;

• Water rescue incident response: 9:52;

• High angle/rope rescue incident response: 6:45;

• Structure collapse rescue incident response: 9:51 ; and

• Confined space rescue incident response: 5:33.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-4

Appraisal

The TRT has been housed at Station 44, with a minimum of six certified TRT technicians on

duty each day and has been equipped to meet NFPA 1670 operation and training requirements.

A TRT Committee has been formed to facilitate training, apparatus, equipment, and response

assessments.

In fiscal year 2011, LVFR achieved the following total response time performance for the first

arriving unit to technical rescue-related incidents in populated areas of the City of Las Vegas:

• All technical rescue incident response: 8:33 (1:09 better than baseline);

• Elevator rescue incident response: 8:05 (1:32 better than baseline);

• Water rescue incident response: 11:13 (1:21 longer than baseline);

• High angle/rope incident response: No incident responses;

• Structure collapse rescue incident response: 8:42 (1:09 better than baseline); and

• Confined space rescue incident response: No incident responses.

Plan

The Department will continue to rely on engine and truck companies to handle the majority of

non-critical technical rescue response. Annual review of total response time will determine

personnel, apparatus, and equipment needs. By fiscal year 2016, the Department will strive to

meet the following benchmark performance expectations for the first arriving unit in populated

areas of the City of Las Vegas, total response time, to 90% of:

• All technical rescue incident response: 8:33 (same as FY2011 performance due to limited

incident response);

• Elevator rescue incident response: 7:50 (0:15 better than FY2011 performance);

• Water rescue incident response: 9:52 (same as 5-year baseline due to limited incident

response);

• High angle/rope incident response: 6:45 (same as 5-year baseline due to limited incident

response);

• Structure collapse rescue incident response: 8:42 (same as FY2011 performance due to

limited incident response); and

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-5

• Confined space rescue incident response: 5:33 (same as 5-year baseline due to limited

incident response).

During fiscal year 2012, LVFR will focus on reducing call processing time that increased after

the implementation of f-codes in 2009. The Department will accomplish this by monitoring and

discussing performance at monthly manager’s meetings, continuing to improve dispatch

notification to crews, seeking feedback from communication specialist on potential

modifications of the f-code system, and by providing any identified training for communication

specialists.

References

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C14-C19; Section D: Risk assessment, pages D23-D33; Section F:

Performance objectives and performance measures, pages F8-F11

NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009

edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-6

5E.2 The agency defines and provides appropriate and adequate equipment

to accomplish the

stated level of response for technical rescue and to be compliant with local, state/provincial and

national standards.

Description

The Las Vegas Fire & Rescue technical rescue team (TRT) has adequate equipment to mitigate

the following specialized emergencies: high/low angle rescue, trench rescue, confined space

rescue, structural collapse rescue, swift water rescue, and heavy extrication. It uses equipment

that is NFPA and/or OSHA certified by the manufacturer. Equipment for the TRT is kept on the

heavy rescue unit, on the technical rescue support vehicle, and in the TRT support trailer.

Surplus TRT equipment is stored at fire station 44 and at the fire training center. In addition,

LVFR equips all engines and tricks with equipment to initiate mitigation of non-critical technical

rescues such as elevators, vehicles stalled in standing water, and minor vehicle accidents.

Appraisal

All LVFR engines and trucks have been equipped to provide initial response to minor technical

rescue incidents. As stated in NFPA 1670 Standard on the operations and training for technical

search and rescue incidents, 2009 edition, Las Vegas Fire & Rescue as the authority having

jurisdiction developed its technical rescue inventories to meet any level of technical rescue

response services it provides. Technical rescue team technicians have been involved in the

recommendation, selection, and evaluation of equipment used by Las Vegas Fire & Rescue.

Plan

LVFR will continue to use national standards as guidelines to determine equipment necessary to

provide technical rescue incident mitigation. It will continue to seek input and feedback from its

certified technical rescue technicians regarding the effectiveness of resources against response

expectations and local demands.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-7

References

Heavy rescue inventory list

TRT support trailer inventory list

TRT support vehicle inventory list

NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009

edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-8

5E.3 Supplies and materials allocation is based on established objectives, is appropriate to

meet technical rescue operational needs

, and is compliant with local, state/provincial and

national standards.

Description

The Las Vegas Fire & Rescue technical rescue unit, support vehicle, and cargo trailer carry a

compliment of standardized technical rescue response supplies and materials necessary to meet

the operational needs of all types of technical rescue (i.e., elevator, high-angle/rope, confined

space, structural collapse, and water rescue). The technical rescue unit (HR44) carries medical

supplies that allow it to respond as an Advanced Life Support Unit (ALS), per the requirements

put forth by the Southern Nevada Health District (SNHD). Additional supplies and materials are

available at fire station 44 and at the fire training center.

Appraisal

The technical response team has been equipped with the supplies and materials needed to meet

its intended response commitment to technical rescue incidents. Supplies and materials on the

heavy rescue inventory list were identified based on National Fire Protection Association

(NFPA) standard for the authority having jurisdiction to determine requirements based on

operational need. Medical supplies have been maintained in accordance with Southern Nevada

Health District inventory standards, which have allowed the technical rescue unit to provide ALS

medical response.

Plan

LVFR will continue to provide supplies and materials to its first responders and specialized

response units based on the needs identified by the deputy fire chief of emergency services and

certified technical rescue technicians and/or by referencing industry best practices such as NFPA

standards.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-9

References

Heavy rescue inventory list

TRT support trailer inventory list

TRT support vehicle inventory list

Southern Nevada Health District (SNHD) inspection inventories

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-10

CC 5E.4 Current standard operating procedures or general guidelines are in place

to

accomplish the stated level of response for technical rescue incidents.

Description

Las Vegas Fire & Rescue has standard operating procedures (SOPs) within the 200 series Fire

Suppression (210.05 – 210.20) that address technical rescue incident response. These SOPs are

guidelines that ensure safety and effectiveness at technical rescue incidents. In addition, Las

Vegas Fire & Rescue’s certified technical rescue technicians reference best practices such as

National Fire Protection Association (NFPA) 1670 Standard on operations and training for

technical search and rescue incidents, 2009 edition, are in place that allows the Technical Rescue

Team to mitigate high/low angle (i.e. rope), trench, confined space, structural collapse, swift

water, and heavy extrication incidents.

Appraisal

LVFR Standard Operating Procedures, were developed using Federal (OSHA) and national

(NFPA 1670) standards and are focused on procedures needed to perform rope, trench, swift

water, confined space, structural collapse, and heavy extrication rescues.

Plan

The Deputy Chief of Emergency Services, along with TRT Committee and TRT personnel, will

evaluate SOP’s and update them as needed to ensure the needs of the community and

Department are met. The Rope and Extrication SOP’s will be written by the TRT Committee

and implemented by2012.

References

Standard operating procedures 210.05 – 210.20 – Technical rescue

NFPA 1670 Standard on operations and training for technical search and rescue incidents, 2009

edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-11

5E.5 Minimum training and operational standards are established

and met for all personnel

who function in the technical rescue program.

Description

Minimum training levels for Las Vegas Fire & Rescue technical rescue team (TRT) personnel is

technician level, per NFPA 1670 Standard on operations and training for technical search and

rescue incidents for high/low angle, confined space, trench, structural collapse, swift water, and

heavy extrication rescue. TRT personnel complete Department training monthly and OSHA-

required online refresher courses annually in order to maintain technician certification. LVFR

SOP 130.06.01 Manpower details minimum staffing levels for the technical rescue team

program, which are six technicians on duty each day.

As any first responder may arrive on scene to an incident before a certified technical rescue

technician, all fire suppression personnel receive awareness training per the NFPA 1670

standard.

Appraisal

Las Vegas Fire & Rescue implemented a new initial TRT Technician certification program to be

completed on shift/on duty. The TRT training syllabus and TRT manuals have been used for

initial certification training. Initial certification has been conducted at station 44. LVFR has

scheduled monthly TRT training along with OSHA mandated online courses to maintain the skill

levels needed to perform technical rescue operation in the six disciples. Those technicians who

have completed training and maintained certification have been assigned to fire station 44 or

function as technicians as needed. As of October 2011, LVFR had 44 certified technicians.

Plan

LVFR will continue to complete in-house certification at fire station 44. TRT company officers

will continue to plan training exercises in the six disciplines to challenge TRT personnel. These

exercises will be designed to be as realistic as possible to ensure maintenance and performance

of required skills. Station 44 will continue to staff the TRT per the SOP.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-12

References

NFPA 1670 Standard on operations and training for technical search and rescue incidents

LVFR OSHA mandated training report

LVFR SOP 130.06.01 Manpower, pages 18-19

TRT training overview (full Manuals and Curriculum available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-13

5E.6 The agency’s information system allows for documentation and

analysis of the technical

rescue program.

Description

Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,

an electronic patient care report (ePCR), and a reports management system (RMS). The CAD

gathers all incident information beginning with the receipt of an emergency call. When

complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where suppression

personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern

Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410

Records, Reports: Pre-hospital care records, respectively. Internal technical rescue program

analysis is done using Crystal Reports software to extract data from CAD and FireRMS. The

Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United

States Fire Administration (USFA) and medical information to the Southern Nevada Health

District for analysis by outside agencies.

Appraisal

The CAD, ePCR, and RMS systems have provided appropriate means for documenting and

analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting

additional responsibilities on other staff, but established reports continue to be used to conduct

fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors

(Zoll and Sansio) have helped the Department modify existing or create new reports needed for

analysis.

Plan

The Department will continue to use the available information systems and if necessary either

seek application enhancements from vendors or new systems that provide the level of incident

documentation and program analysis required.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-14

References

Example CAD, FireRMS, and ePCR report documentation

SOP 101.00 Fire reporting documentation

Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care

records, page 48

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-15

CC 5E.7 An appraisal is conducted

, at least annually, to determine the effectiveness of

the technical rescue program.

Description

Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its

programs via the City’s performance plus strategic planning initiative and the Commission on

Fire Accreditation International (CFAI) standard of cover process. The deputy fire chief over

emergency services is responsible for monitoring program performance. With regards to the

strategic business plan, technical rescue response is included in the Special Operations program

and is part of the Emergency Services Line of Business. The program identifies key result

measures similar to those found in LVFR’s Standards of Cover (SOC) manual, states annual

performance goals (results), and then evaluates performance based on a stop-light (green, yellow,

red) grading system.

The department’s SOC manual is much more in-depth as a tool for appraising the effectiveness

of the technical rescue incident response program in that LVFR includes performance

expectations for all service levels (elevator, water rescue, structure collapse, high-angle/rope

rescue) and effectiveness is determined by comparing performance against baseline standards.

Both appraisal systems use a 90th percentile (fractile) performance expectation.

Appraisal

Since Performance Plus was implemented in 2007, LVFR has reported program data to City

Management through quarterly performance plus executive team (PPET) presentations. The

stop-light appraisal system provided simple, easily understood methods that measured

achievement of or progress toward annual goals. SharePoint has provided the department a

sustainable method where personnel have been provided access to Department documents

including its strategic business plan, quarterly performance reports, standards of cover manual,

and self-assessment manual.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5E-16

Plan

The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the

technical rescue program, as related to system performance. When necessary, it will modify

strategic measures and/or targets to encourage innovation and creativity in meeting Department

goals and/or the service needs of the community. The department will continue to develop its

standards of cover using CFAI direction and assess effectiveness within published guidelines for

total response time.

References

Strategic business plan – Special operations program, FY2012, page 11

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C14-C19

Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4,

respectively

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5F-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5F-2

Criterion 5F: Hazardous Materials (Hazmat)

The agency operates an adequate, effective, and efficient hazardous materials program directed

toward protecting the community from the hazards associated with fires and uncontrolled

releases of hazardous and toxic materials.

NOTE: Hazardous material emergencies, spills, releases, or accidents have become a major

function of fire service agency activity. Hazardous materials response is a complex undertaking,

and considerable knowledge and resources are required to cope with these types of emergencies.

Such incidents may require the integration or coordination of several agencies. The local fire

agency has generally become the lead agency during the destabilized emergency portion of the

incident.

Summary:

LVFR has adequate staffing, apparatus, equipment, supplies and materials, operating procedures,

and methods in place to meet the level of response commitment for the City of Las Vegas. The

Hazardous Materials Response Team (HMRT) meets NFPA 472 Standards for Competence of

Responders to Hazardous Material/Weapons of Mass Destruction Incidents, OSHA 1910-120

Hazardous Materials, and its curriculum has been accepted by the Nevada State Fire Marshall’s

Office.

The HMRT trains to provide the highest level of service possible. The HMRT will research new

and better methods of mitigation and improve its skills through practical exercises. LVFR will

continue to evaluate personnel and community needs based on specialized rescue statistics.

References

NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents, 2008 edition

OSHA 1910-120 Hazardous waste operations and emergency response

HazMat Technician certification and recertification training plan

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5F-3

CC 5F.1 Given the agency’s standards of response coverage and emergency

deployment objectives, the agency meets its staffing, response time, apparatus and

equipment deployment objectives for each type and magnitude of hazardous materials

emergency incidents

.

Description

LVFR operates one hazardous materials response team (HMRT) (Haz3) staffed by existing

engine company personnel assigned to fire station 3 who are also certified hazardous materials

technicians, as well as a supplemental Chemical, Biological, Nuclear, Radiological, and

Explosive (CBRNE) unit (CBRN8) that is constant-staffed by certified hazardous materials

technicians assigned to fire station 8. The Department equips and staffs both units to mitigate

more serious hazardous materials incidents.

In addition to the specialized response units (Haz3 and CBRN8), Las Vegas Fire & Rescue

engines and trucks carry equipment and personnel are trained in hazardous materials operations

to mitigate many incidents (i.e., biohazards and vehicle fluid spills) without the aid of the HMRT

or CBRNE unit. For all levels of hazardous materials response, LVFR deploys at a minimum,

one four-person company with hazardous materials response capabilities.

LVFR assesses total response time using the 90th percentile (fractile) performance expectation

for all service levels. Baseline performance presented in the 2011 edition of the standards of

cover represents overall performance between fiscal year (July 1 – June 30) 2007 through 2011.

Total response time performance for the first arriving unit to hazardous materials-related

incidents in populated areas of the City of Las Vegas are as follows:

• All hazardous materials incident response: 11:43;

• Level III incident response: 9:43;

• Level II incident response: 8:40; and

• Level I incident response: 11:57.

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Appraisal

Based on established deployment for all levels of hazardous materials risk, LVFR has achieved

an initial effective response force and responded a minimum of one four-person unit to calls

received. Through constant staffing detailed in the Manpower rules and regulations document

(130.06.01) for the two specialized units at two fire stations, LVFR has operated with a

minimum of eight certified hazardous materials technicians on duty daily. The Department has

referenced OSHA 1910-120 Hazardous Waste Operations and Emergency Response to

determine training, apparatus, equipment, and response assessments.

In fiscal year 2011, LVFR achieved the following total response time performance for the first

arriving unit to hazardous materials-related incidents in populated areas of the City of Las Vegas:

• All hazardous materials incident response: 10:44 (0:59 better than baseline);

• Level III incident response: 9:43 (same as 5-year baseline due to limited incident

response);

• Level II incident response: 8:14 (0:26 better than baseline); and

• Level I incident response: 11:36 (0:21 better than baseline).

Plan

The Department will continue to rely on engine and truck companies to handle the majority of

non-critical hazardous materials response. Annual review of total response time will determine

personnel, apparatus, and equipment needs. By fiscal year 2016, the Department will strive to

meet the following benchmark performance expectations for the first arriving unit in populated

areas of the City of Las Vegas, total response time, to 90% of:

• All hazardous materials incident response: 10:30 (0:14 better than FY2011 performance);

• Level III incident response: 9:30 (0:13 better than FY2011 performance);

• Level II incident response: 8:00 (0:14 better than FY2011 performance); and

• Level I incident response: 11:15 (0:21 better than FY2011 performance).

During fiscal year 2012, LVFR will focus on reducing call processing time that increased after

the implementation of “f-codes” in 2009. The Department will accomplish this by monitoring

and discussing performance at monthly manager’s meetings, continuing to improve dispatch

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notification to crews, seeking feedback from communication specialists on potential

modifications of the f-code system, and by providing any identified training for communication

specialists.

References

Standards of cover manual, 2011 edition, Section C: Community expectations and performance

goals, pages C20-C23; Section D: Risk assessment, pages D35-D41; Section F: Performance

objectives and performance measures, pages F12-F13

LVFR Rules & Regulation 130.06.01 Manpower, pages 17-18

OSHA 1910-120 Hazardous waste operations and emergency response

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5F.2 The agency defines and provides appropriate and adequate equipment

to accomplish the

stated level of response for hazardous materials response and to be compliant with local,

state/provincial and national standards.

Description

The Las Vegas Fire & Rescue hazardous materials response team (HMRT) and the Chemical,

Biological, Radiological, Nuclear, and Environmental (CBRNE) units have the equipment it

needs to meet its response commitments. The Department uses NFPA 472 Standard for

Competence of Responders to Hazardous Materials/Weapons of Mass Destruction Incidents and

recommendations from the Clark County Local Emergency Planning Committee (LEPC)

HazMat Plan as the basis of the hazardous materials equipment inventory checklist. In addition,

LVFR equips all engines and trucks with equipment to mitigate, at a minimum, level I response

to incidents such as small amounts of gasoline or diesel fuel spilled from an automobile, a leak

from a domestic natural gas line, or broken containers of consumer commodities (i.e., paint

thinner, bleach, fertilizers, swimming pool chemicals) without the aid of specialized units or

personnel. Specialized units (Haz3 and CBRN8) carry equipment that allows for response to

more severe risks such as a spill or leak requiring a large-scale evacuation, a major accident

(highway or railway), spillage or overflow of flammable liquids, a spill or leak of unknown

chemicals, or an accident involving extremely hazardous substances.

Appraisal

All LVFR engines and trucks have been equipped to meet level I hazardous materials response

services provided in the City of Las Vegas. The HMRT and CBRNE units have been equipped

to meet level II and level III hazardous materials response services, based on current NFPA 472

standards. HMRT personnel have been involved in the recommendation, selection, and

evaluation of equipment used by Las Vegas Fire & Rescue.

Plan

LVFR will continue to use national standards as guidelines to determine equipment necessary to

provide hazardous materials incident mitigation. It will continue to seek input and feedback

from its certified hazardous materials technicians regarding the effectiveness of resources.

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References

NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents, 2008 edition

Clark County LEPC HazMat Plan

Hazardous materials equipment inventory checklist

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5F.3 Supplies and materials allocation is based on established objectives, is appropriate to

meet hazardous materials response operational needs

, and is compliant with local,

state/provincial and national standards.

Description

The Las Vegas Fire & Rescue hazardous materials and chemical, biological, radiological,

nuclear, and environmental (CBRNE) units carry a compliment of standard hazardous materials

response supplies and materials to meet the operational needs of all levels of haz mat response as

detailed in the Clark County Local Emergency Planning Committee (LEPC) HazMat Plan, First

responder units’ equipment list. In addition, LVFR equips all engines and trucks with supplies

and materials recommends to mitigate, at a minimum, incidents such as small amounts of

gasoline or diesel fuel spilled from an automobile, a leak from a domestic natural gas line, or

broken containers of consumer commodities (i.e., paint thinner, bleach, fertilizers, swimming

pool chemicals) without the aid of specialized units or personnel.

Appraisal

The LVFR HMRT and CBRNE units have been equipped to meet its intended response

commitment to hazardous materials incidents. Supplies and materials listed on the hazardous

materials equipment inventory checklist were based on National Fire Protection Association

(NFPA) 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents requirements and the local hazmat plan developed by the City’s Emergency

Management division.

Plan

Las Vegas Fire & Rescue will continue to provide supplies and materials to its first responders

and specialized response units based on the needs identified in the Clark County LEPC

hazardous materials plan and/or by referencing industry best practices such as NFPA standards.

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References

Clark County LEPC HazMat Plan, Appendix - 26

Hazardous materials equipment inventory checklist

NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents, 2008 edition

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CC 5F.4 Current standard operating procedures or general guidelines are in place

to

direct the hazardous materials response program.

Description

Las Vegas Fire & Rescue has standard operating procedures (SOPs) within the 200 series Fire

Suppression (205.00 – 205.52) that address hazardous materials incident response. These SOPs

are guidelines that ensure safety and effectiveness at hazardous material incidents. In addition,

Las Vegas Fire & Rescue hazardous materials technicians reference best practices such as

National Fire Protection Association (NFPA) 472 Standard for competence of responders to

hazardous materials/weapons of mass destruction.

Appraisal

LVFR hazardous materials response technicians and first responders have been trained to follow

standard operating procedures. The SOPs have needed a revision to update procedures to handle

hazardous materials and WMD emergencies.

Plan

HMRT personnel and CBRNE, personnel will continue to use the existing hazardous materials

SOPs. The HazMat Committee will complete a revision of the hazardous materials SOP’s by the

end of calendar year 2012.

References

LVFR standard operating procedures hazardous materials series (205.00 – 205.52)

NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents, 2008 edition

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5F.5 Minimum training and operational standards are established

and met for all personnel

who function in the hazardous materials response program, including for incidents involving

weapons of mass destruction.

Description

Minimum training levels for the Las Vegas Fire & Rescue hazardous material team personnel is

technician level, as put forth in Chapter 7 Competencies for Hazardous Materials Technicians of

the National Fire Protection Association (NFPA) 472 Standard for the competence of responders

to hazardous materials/weapons of mass destruction incidents, 2008 edition. The State of

Nevada grants initial certification after personnel complete a 160-hour course. The hazardous

materials certification and recertification training plan includes materials from OSHA 1910-120

Hazardous Waste Operations and Emergency Response and NFPA 472 and provides operational

standards for analyzing incidents, collecting/interpreting information, describing conditions,

predicting behavior of materials, estimating endangered area, planning and implementing

response, decontamination procedures, action plans, terminating an incident, and documentation.

Personnel maintain recertification through completion of an online hazardous material technician

course every odd year and monthly training that occurs every year.

Appraisal

LVFR has established minimum training competencies for its hazardous material technicians

based on accepted industry best practices offered by the NFPA and OSHA. Those technicians

who have completed monthly and annual training and maintained certification have been

assigned to stations with hazardous materials response units (station 3 and 8) and/or functioned

as technicians. As of October 2011, LVFR had 51 certified hazardous materials technicians.

Plan

Las Vegas Fire & Rescue will continue to train, exercise, and recertify hazardous materials

technicians monthly and yearly. All training and exercises will be designed within accepted

industry standards and will be as realistic as possible to ensure maintenance and performance of

their skills and compliance with operational standards.

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References

NFPA 472 Standard for competence of responders to hazardous materials/weapons of mass

destruction incidents, 2008 edition

OSHA 1910-120 Hazardous waste operations and emergency response

OSHA Refresher course interpretation

HazMat technician certification and recertification training plan (materials available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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5F.6 The agency’s information system allows for documentation and analysis

of the hazardous

materials program.

Description

Las Vegas Fire & Rescue collects data through use of a computer aided dispatch (CAD) system,

an electronic patient care report (ePCR), and a reports management system (RMS). The CAD

gathers all incident information beginning with the receipt of an emergency call. When

complete, CAD transfers data to the RMS (FireRMS) and ePCR (HealthEMS) where suppression

personnel complete reports per SOP 101.00 Fire reporting documentation and the Southern

Nevada Health District (SNHD) EMS Regulations, Section 1300 EMS Administration, 1300.410

Records, Reports: Pre-hospital care records, respectively. Internal hazardous materials program

analysis is done using Crystal Reports software to extract data from CAD and FireRMS. The

Department submits National Fire Incidents Reporting System (NFIRS 5.0) data to the United

States Fire Administration (USFA) and medical information to the Southern Nevada Health

District for analysis by outside agencies.

Appraisal

The CAD, ePCR, and RMS systems have provided appropriate means for documenting and

analysis of incident reports. In 2009, the Department’s Crystal Report writer retired putting

additional responsibilities on other staff, but established reports continue to be used to conduct

fire suppression program analysis. City IT, fire alarm office personnel, and the software vendors

(Zoll and Sansio) have helped the Department modify existing or create new reports needed for

analysis.

Plan

The Department will continue to use the available information systems and if necessary either

seek application enhancements from vendors or new systems that provide the level of incident

documentation and program analysis required.

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References

Example CAD, FireRMS, and ePCR report documentation

Standard operating procedure 101.00 Fire reporting documentation

Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care

records, page 48

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CC 5F.7 An appraisal is conducted

, at least annually, to determine the effectiveness of

the hazardous materials program.

Description

Las Vegas Fire & Rescue conducts monthly, quarterly, and annual performance appraisals of its

programs via the City’s performance plus strategic planning initiative and the Commission on

Fire Accreditation International (CFAI) standard of cover process. The deputy fire chief over

emergency services is responsible for monitoring program performance. With regards to the

strategic business plan, hazardous materials response is included in the Special Operations

program and is part of the Emergency Services Line of Business. The program identifies key

result measures similar to those found in LVFR’s Standards of Cover (SOC) manual, states

annual performance goals (results), and then evaluates performance based on a stop-light (green,

yellow, red) grading system.

The department’s SOC manual is much more in-depth as a tool for appraising the effectiveness

of the hazardous materials incident response program in that LVFR includes performance

expectations for all service levels (level I, II, and III) and effectiveness is determined by

comparing performance against baseline standards. Both appraisal systems use a 90th percentile

(fractile) performance expectation.

Appraisal

Since Performance Plus was implemented in 2007, LVFR has reported program data to City

Management through quarterly performance plus executive team (PPET) presentations. The

stop-light appraisal system provided simple, easily understood methods that measured

achievement of or progress toward annual goals. SharePoint has provided the department a

sustainable method where personnel have been provided access to Department documents

including its strategic business plan, quarterly performance reports, standards of cover manual,

and self-assessment manual.

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Plan

The Emergency Services Division will continue monthly, quarterly, and annual appraisal of the

hazardous materials program, as related to system performance. When necessary, it will modify

strategic measures and/or targets to encourage innovation and creativity in meeting Department

goals and/or the service needs of the community. The department will continue to develop its

standards of cover using CFAI direction and assess effectiveness within published guidelines for

total response time.

References

Strategic business plan – Special Operations program, FY2012, page 11

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C20-C23

Performance Plus presentations: Special operations, FY2010 and FY2011, pages 3 and 4,

respectively

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Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

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Criterion 5G: Emergency Medical Services (EMS)

The agency operates an EMS program that provides the community with a designated level of

out-of-hospital emergency medical care.

NOTE: EMS is a major element of many fire service agencies. Fire service personnel are

frequently the first responder to medical emergencies. For that reason, emergency medical

response can be organizationally integrated with fire suppression activity. Care should be

exercised not to create a priority or resource allocation conflict between the two program

activities. Agencies that only provide first responder services must also complete this criterion.

Summary:

As found through the risk assessment analysis completed of fiscal year 2007 through fiscal year

2011 (July 1, 2006 – June 30, 2011), emergency medical services (EMS) calls accounted for over

ninety-two percent of LVFR’s call volume. The EMS Operations program is comprised of a

Medical Director, three EMS Field Coordinators, a medical clinic physician, and EMS Education

Administrator. The Deputy Chief over Operations works with the Medical Director to handle the

daily EMS issues and operational concerns. One EMS field coordinator is on duty daily (24-

hour shift). New-hires are trained in a fire academy to the level of EMT-I and must maintain

certification to remain employed. Las Vegas Fire & Rescue deploys 19 non-transport advanced

life support (ALS) engines, 6 non-transport intermediate life support (ILS) trucks, and 20

transport ALS medical transport rescues. All patient transport units meet or exceed National

Ambulance Standards (KKK-A-1822E) and Southern Nevada Health District regulations

900.100 that govern transport vehicle requirements. Las Vegas Fire & Rescue meets all state

and county standards for ILS and ALS drugs and equipment and submits to an annual inspection

for each unit per Southern Nevada Health District Regulations 1100.100 and 1300.500.

References

Risk analysis output summary

LVFR organizational charts, 2011 – Medical services division, page 3

Southern Nevada Health District EMS Regulations 900.100 (.pdf page 36), 1100.100 (.pdf page

42), and 1300.500 (.pdf page 50)

National Ambulance Standards –KKK –A-1822E

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CC 5G.1 Given the agency’s standards of response coverage and emergency

deployment objectives, the agency meets its staffing, response time, apparatus and

equipment deployment objectives for each type and magnitude of emergency medical

incidents

.

Description

The Department responds to emergency medical services incidents with one four-person

intermediate life support (ILS) truck company, or one four-person ALS engine company, or one

two-person ALS transport capable rescue unit. All engines carry extrication and advanced life

support equipment. All rescues carry advanced life support equipment and can provide patient

transport. All trucks carry intermediate life support equipment and an automated external

defibrillator (AED).

The computer aided dispatch system, which uses the Medical Priority Dispatch System, responds

the closest most appropriate unit to all medical emergencies under the AVL system. LVFR

assesses total response time using the 90th percentile (fractile) performance expectation for all

service levels. Baseline performance presented in the 2011 edition of the standards of cover

represents overall performance between fiscal year (July 1 – June 30) 2007 through 2011. Total

response time performance for the first arriving unit to medical related incidents in populated

areas of the City of Las Vegas is as follows:

• All medical: 10:51

• High-risk life threatening: 9:27

• 6-person team response: 9:00

• Moderate-risk: 10:28

• Low-risk: 12:52

Appraisal

Based on established deployment for all levels of EMS risk, LVFR has achieved its effective

response force and responded a minimum of one four-person intermediate life support (ILS)

truck company, or one four-person ALS engine company, or one two-person ALS transport

capable rescue unit to incidents for which it was assigned. In fiscal year 2011, LVFR achieved

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the following total response time performance for the first arriving unit to medical related

incidents in populated areas of the City of Las Vegas:

• All medical: 10:25 (0:26 better than baseline)

• High-risk life threatening: 8:36 (0:51 better than baseline)

• 6-person team response: 7:55 (1:05 better than baseline)

• Moderate-risk: 10:05 (0:23 better than baseline)

• Low-risk: 12:19 (0:33 better than baseline)

Plan

Las Vegas Fire & Rescue will assess performance regarding staffing, apparatus, and equipment

deployment. By fiscal year 2016, the Department will strive to meet the following benchmark

performance expectations for the first arriving unit in populated areas of the City of Las Vegas,

total response time, to 90% of:

• All medical incidents: 9:59 (0:26 better than FY2011 performance)

• High-risk life threatening medical incidents: 7:55 (0:41 better than FY2011 performance)

• 6-person team response incidents: 7:25 (0:30 better than FY2011 performance)

• Moderate-risk medical incidents: 9:00 (1:05 better than FY2011 performance)

• Low-risk medical incidents: 11:00 (1:19 better than FY2011 performance)

During fiscal year 2012, LVFR will focus on reducing turn-out time. The Department will

accomplish this by: 1) making changes to its nighttime dispatching policies, which includes

continuing to tone-out rescues until 2200 hours versus 2100 hours; 2) installing zone tracker

technology in all fire station rescue dorms; 3) encouraging battalion chiefs to track and provide

weekly feed back to crews regarding turn out times; and piloting displaying live turn-out time

performance dashboards in fire station bays.

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References

LVFR Standards of coverage manual, 2011 edition, Section C: Community expectations and

performance goals, pages C10-C13; Section D: Risk assessment, pages D16-D23; Section F:

Performance objectives and performance measures, F5-F7

NFPA 1710 Organization and deployment of fire suppression operations, emergency medical

operations, and special operations to the public by career fire departments, 2010 edition

Oracle Business Intelligence (OBI) dashboards (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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5G.2 The agency defines and provides appropriate and adequate equipment to accomplish the

stated level of response

for EMS incidents and to be compliant with applicable local,

state/provincial and national standards and mandates.

Description

Las Vegas Fire & Rescue uses National Ambulance Standards and Southern Nevada Health

District Regulations to define and provide adequate equipment that allows the department to

provide stated levels of response. LVFR maintains an aggressive research and development

program and leads the Las Vegas Valley in EMS initiatives. LVFR deploys 20 Advanced Life

Support (ALS) transport units (rescues), 19 non-transport ALS engine companies, and 6 non-

transport intermediate life support (ILS) truck companies all equipped with automatic external

defibrillators (AED).

Appraisal

All Las Vegas Fire & Rescue units have been purchased by vendors governed by National

Ambulance Standards. Units have been inspected annually by the Southern Nevada Health

District per its regulations and have met all state and county standards for ILS and ALS drugs

and equipment, and achieved 100% pass rate (licensure) from the Health District. The medical

services division purchased and deployed state-of-the-art Physio-Control monitor/defibrillators,

mechanical CPR compression boards, and automated ventilators. LVFR initiated the first

therapeutic hypothermia induction protocol for cardiac arrest in Southern Nevada. Additionally

LVFR maximized crew resource management and “pit crew” management principles, and

dispatched two ALS units (engine and rescue) to all delta-level stabbing and gunshot, chest pain,

and cardiac arrest incidents.

Plan

The Department will continue to maintain current equipment levels and purchase new and

improved items in compliance with state and national standards, as needed. LVFR’s medical

division will continue to strive to be the leading EMS provider in the State of Nevada.

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References

National Ambulance Standards –KKK –A-1822E

Southern Nevada Health District EMS Regulations

Therapeutic hypothermia journal articles

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5G-8

5G.3 Supplies and materials allocation is based on established objectives, is appropriate to

meet EMS operational needs

, and is compliant with local, state/provincial and national standards.

Description

Las Vegas Fire & Rescue maintains adequate supplies and materials for emergency medical

service operations. Each unit is equipped appropriately per Southern Nevada Health District

(SNHD) inspection inventories. The battalion chief over logistics finalizes and approves all

orders of medical supplies for each station. Fire station crews record, through an automated bar-

coding system, the use of each EMS item. Each station supports an EMS supply room with

established inventory levels. Inventories, cleaning, facing, rotation of stock and ordering is

completed weekly by station personnel.

Appraisal

Las Vegas Fire & Rescue medical supplies and materials have met or exceeded the stated level

of response, as set by the Health District. Due to the use of minimums/maximums established

each fire station has maintained a complete inventory of materials and equipment. The bar-

coding system achieved balanced inventory loading in each station.

Plan

The Department will continue to track and purchase the majority of its medical supplies through

the bar-coding system. The Department will maintain the current level of supplies and materials

and purchase new and improved items in compliance with state and national standards.

References

SNHD inspection inventories

LVFR non-transport ALS and transport ALS inventories

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 5G.4 Standard operating procedures or general guidelines, and standing

orders/protocols, are in place

to direct EMS response activities and to meet the stated level

of EMS response.

Description

The Southern Nevada Health District (SNHD) establishes protocols governing the level of

service rendered in the emergency medical services system. The Department has Standard

Operating Procedures in place regarding EMS response activities, but duplicate SNHD protocols.

Appraisal

Since August 2008, LVFR has participated in the Cardiac Arrest Registry to Enhance Survival

(CARES) and has used a comprehensive peer review process. LVFR has reviewed and entered

approximately 1,000 sudden cardiac arrest cases with linked hospital outcomes into CARES. The

medical director/chief over medical services has served as the Chairman of the SNHD Medical

Advisory Board, and has played an important role in initiating and maintaining medically sound

protocols for the Las Vegas community. In 2009, the Department implemented pre-hospital

therapeutic hypothermia for cardiac arrest victims, and was instrumental in developing

regionalized cardiac arrest destination protocols. Based on the success of LVFR’s therapeutic

hypothermia protocol, the SNHD medical advisory board, in November 2010, endorsed the

LVFR protocol system-wide.

Plan

Las Vegas Fire & Rescue, in cooperation with other area fire departments, will continue to

evaluate the level of service provided and make updates as required. The Department will

continue to take an active part in the quality assurance process, keeping abreast of any changes

and disseminating information as appropriate.

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References

Southern Nevada Health District EMS Regulations, 2010

Standard operating procedures 500 series – emergency medical services (available online on site)

SNHD medical advisory board minutes

SNHD therapeutic hypothermia protocol

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5G.5 Online and offline medical control

is available to the agency.

Description

Las Vegas Fire & Rescue Emergency Medical Service Division operates under the medical

direction of the Las Vegas Fire & Rescue Medical Director. Nevada Revised Statute (NRS)

450B allows EMS personnel to operate under health district procedures, regulations, and

protocols established by the Southern Nevada Health District. Written protocols are in place for

the dispensing of controlled substances by standing order. LVFR uses radio communication

directly to the transporting hospital in order to establish online contact when there is a need for

further medical advice.

Appraisal

Standing orders/protocols have been effective for Las Vegas Fire & Rescue as they are provided

by the Southern Nevada Health District, the governing body for EMS services. All treatment

standards have been directed through Southern Nevada Health District protocol, which is the

recognized authority for established protocols. Radio communication system has been tested

weekly by the Fire Alarm Office to ensure functionality in the field.

Plan

The Department will continue to adhere to procedures established by the Southern Nevada

Health District Procedures and Regulations for offline orders. The Department will continue to

use online medical control through radio communications

References

Southern Nevada Health District EMS Regulations, 2010

NRS 450B Emergency Medical Services

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 5G.6 A patient care record is created and maintained for each patient

encountered

by the EMS system. This report contains patient history, incident history, data regarding

treatment rendered, and the patient disposition recorded. The agency must make

reasonable efforts to protect reports from public access and maintain them as per local and

state/provincial records retention requirements.

Description

Las Vegas Fire & Rescue uses an electronic patient care record system. This report includes

information on response time, location, type of incident, and patient condition, as required by

Nevada Administrative Code (NAC) 450B.620. EMS personnel enter information regarding

evaluation, treatment, and transportation. Only authorized personnel enter call information into

the system. The Department protects reports from public access in accordance with the Health

Insurance Portability and Accountability Act of 1996 (HIPAA). The Office of the City Clerk

provides LVFR record retention schedules that comply with identified Nevada Revised Statues

(NRS) and Nevada Administrative Codes (NAC). LVFR honors formal record requests made by

the patient and/or legal entity.

Appraisal

In 2010, Las Vegas Fire & Rescue deployed successfully a handheld electronic patient care

reporting system that integrated fully with the computer-aided dispatch system. The handheld

system met the requirements for EMS incident reports and provided crews immediate access to

patient care records while at the hospital or in their units. Access has been controlled through

permission levels established in the patient care reporting system. The Department exceeded

record retention requirements and maintained records for ten calendar years versus six stated in

the NRS and NAC. Public access to patient care records have been limited based on the policy

that requires a formal request be submitted to obtain a patient care report.

Plan

LVFR will continue to use its electronic patient reporting system, follow HIPAA concerning

public access to patient records, and use record retention policies prepared by the city clerk.

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References

Sansio HealthEMS screenshots

Health Insurance Portability and Accountability Act (HIPAA) of 1996

Nevada Revised Statutes and Nevada Administrative Codes regarding record retention

Fire & Rescue EMS record retention schedule, page 2

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CC 5G.7 The agency has a HIPAA1 compliance program in place for the EMS program

that meets with federal guidelines and all personnel have been properly trained

in HIPAA

regulations and procedures.

Description

Las Vegas Fire & Rescue suppression personnel receive HIPAA training as part of their EMT

training and during the recruit academy for new hires. The Department follows standard

operating procedure 100.01 on records requests and accountability as well as the City of Las

Vegas manual regarding the HIPAA. A third-party system (HealthEMS) stores patient care data

and assures limited and guarded access to records. Business associate agreements exist between

local area hospitals to assure legal exchange of patient care information.

Appraisal

Las Vegas Fire & Rescue has been compliant with HIPAA. The Chief over Administration has

served as the records accountability officer and signed for the release of all records requests.

Patient care records have been contained within an encrypted and secure database with access

limited to only those administrators requiring access for business purposes. To date, LVFR has

received no patient privacy violations.

Plan

The Department will ensure employees receive continuing education on current HIPAA

requirements. The Department will continue to manage patient care records in a legal and

professional manner in accordance with HIPAA requirements.

References

Standard operating procedure 100.01 Records information request policy (draft)

City of Las Vegas Manual on Procedures for Health Insurance Portability and Accountability

Act (HIPAA) (available on site in Insurance Services Office of Human Resources Department)

1 HIPAA=Health Insurance Portability and Accountability Act

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5G-15

5G.8 Patient care records receive an independent review and the agency has a quality

assurance program in place

.

Description

Las Vegas Fire & Rescue’s medical director manages all medical-related quality assurance

activities of the department, as outlined in section 1100.050 of the Southern Nevada Health

District (SNHD) EMS regulations. SNHD, in cooperation with local healthcare providers,

establishes criteria quarterly to identify patient care records to undergo an independent review

outside of the fire department. The SNHD EMS Office performs the independent review of

patient records meeting the identified criteria. LVFR uses its Performance Improvement

Committee to perform its own internal patient care record review. The medical director chairs

this committee.

Appraisal

Independent review of patient care records have been mandated and conducted by the Southern

Nevada Health District, which has provided consistent area-wide assessment of quality in patient

care. The SNHD EMS Office has provided independent review of records such as cardiac arrest,

pediatric drowning, and trauma destination. Identified issues have been mitigated through

departmental education or employee remediation. LVFR’s has lacked overreaching and

comprehensive quality management due to limited personnel. In October 2011, the department

requested authorization to hire a full-time quality improvement officer and was denied. The

Medical Director and Performance Improvement Committee have conducted necessary internal

quality review of patient care.

Plan

The Department will continue to participate in the independent review of patient care records, as

mandated and conducted by the SNHD. It will continue to use department personnel to perform

internal reviews of patient care records to ensure protocol compliance, enhance the quality of

continuing medical education, and maintain customer service levels. LVFR will continue to

request authorization to hire a full-time quality improvement officer for the medical services

program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5G-16

References

Southern Nevada Health District EMS Regulation 1100.050 Quality Assurance Director, page 42

Performance Improvement Committee minutes

Example SNHD quality assurance record review

Quality improvement officer position request

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5G-17

5G.9 The agency’s information system allows for documentation and analysis of the EMS

program.

Description

Las Vegas Fire & Rescue collects EMS program data through use of a computer aided dispatch

(CAD) system, a pen-based electronic patient care report (ePCR) tool to manage medical

incident records. The CAD gathers all incident information beginning with the receipt of an

emergency call. When complete, CAD transfers data to the ePCR (HealthEMS) where

department personnel complete reports per Southern Nevada Health District (SNHD) EMS

Regulations, Section 1300 EMS Administration, 1300.410 Records, Reports: Pre-hospital care

records. The HealthEMS reporting system allows for in-depth data analysis and quality review

to include employee performance in collecting required patient care data. LVFR’s Medical

Director reviews patient care charts, training reports, and incident reports and analyzes the

quality and effectiveness of the Emergency Medical Services program in the City of Las Vegas.

Appraisal

These fully automated systems have provided for robust data collection system and quick and

easy performance auditing. The reporting system used previously did not allow for detailed

patient care report analysis. CAD data related to EMS program performance (elements of total

response time) has been gathered monthly and reported quarterly to City Management.

Plan

The Department will continue to use information systems that allow for documentation and

analysis of the EMS program.

References

Southern Nevada Health District EMS Regulation 1300.410 Records, reports: Prehospital care

records, page 48

Sample HealthEMS QA report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5G-18

CC 5G.10 An appraisal is conducted, at least annually, to determine the effectiveness of

the EMS program.

Description

Las Vegas Fire & Rescue conducts monthly, quarterly, and annually performance appraisals of

its EMS operations program via the City’s performance plus strategic planning initiative and the

Commission on Fire Accreditation International (CFAI) standard of cover process. With regards

to the strategic business plan, the Fire Operations program is part of the Emergency Services

Line of Business. The program identifies key result measures similar to those found in LVFR’s

Standards of Cover (SOC) manual, states annual performance goals (results), and then evaluates

performance based on a standard stop-light scale: target met (green); 0-15% off target (yellow);

more than 15% off target (red). The department’s SOC manual is much more in-depth as a tool

for appraising the effectiveness of the EMS operations program in that LVFR includes

performance expectations for all service levels (low, moderate, high risk medical incidents) and

effectiveness is determined by comparing performance against baseline standards. Both

appraisal systems use a 90th percentile (fractile) performance expectation.

Appraisal

Since Performance Plus was implemented in 2007, LVFR has reported program data to City

Management quarterly. The stop-light appraisal system provided simple, easily understood

methods that measured achievement of or progress toward annual goals. LVFR has focused on

its Utstein cardiac arrest survival rates (survival to hospital discharge for witnessed, ventricular

fibrillation/tachycardic arrests) as measure of effectiveness. As of August 2008, Utstein survival

was 5% and at the end of fiscal year 2011, Utstein survival was 23.1%. LVFR conducted

research that measured the prevalence of dispatch-aided CPR instructions for cardiac arrest

victims and found that dispatch-aided CPR rates were approximately 40%. LVFR identified

reasons why dispatchers missed signs of cardiac arrest. This work was presented at the National

Association of EMS Physicians annual meeting in January 2011 and published in Prehospital

Emergency Care.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5G-19

Plan

The Medical Services Division will continue monthly, quarterly, and annual appraisal of the

EMS program, as related to system performance. When necessary, it will modify strategic

measures and/or targets to encourage innovation and creativity in meeting Department goals.

The department will continue to develop its standards of cover using CFAI direction and assess

effectiveness within published guidelines. Before the end of calendar year 2011, the department

will implement a novel dispatch protocol to increase dispatcher recognition of agonal

respirations that requires communication specialists to interrogate all calls in which victims are

unconscious but breathing using the agonal respiration tool.

References

Strategic business plan – Fire operations program, FY2012, page 10

LVFR standards of cover manual, 2011 edition, Section C: Community expectations and

performance goals, pages C10-C13

Performance Plus presentations: EMS operations, FY2010 and FY2011

Utstein survival data, FY2011

Prehospital Emergency Care poster and abstract

Agonal tool screenshot

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-2

Criterion 5H: Domestic Preparedness Planning and Response

The agency operates an all-hazards preparedness program that includes a coordinated multi-

agency response plan, designed to protect the community from terrorist threats or attacks, major

disasters, and other large-scale emergencies occurring at or in the immediate area.

Summary:

The City’s Office of Emergency Management (OEM) coordinates preparedness for any major

emergency or disaster affecting the City of Las Vegas. More specifically, the OEM:

• Develops, revises, and exercises Las Vegas' emergency plan and related plans in

coordination with other city departments and allied agencies.

• Manages the city's emergency operations center (EOC) to provide a coordinated response

to disasters and other emergencies.

• Plans, conducts, and coordinates disaster preparedness exercises for city personnel and

allied agencies.

• Develops and maintains mutual aid agreements with other municipalities and other

governmental entities in the state.

• Serves as the City's liaison to other agencies relative to emergency preparedness matters,

including the Federal Emergency Management Agency (FEMA), Nevada Division of

Emergency Management, and the countywide multi-jurisdictional local emergency

planning committee.

References

City of Las Vegas All-Hazard Emergency Operations Plan

LVFR Emergency Support Function Plan

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-3

CC 5H.1 The agency publishes an all-hazards plan that defines roles and

responsibilities of all participating departments and/or external agencies. An appropriate

multi-agency organizational structure is identified and authorized to carry out the all-

hazards plan predetermined functions and duties.

Description

The City of Las Vegas all-hazards emergency operations plan (EOP) describes the organization

and arrangement by which the city addresses emergencies across the emergency management

spectrum of mitigation, preparedness, response, and recovery. The City of Las Vegas Office of

Emergency Management reviews, updates, and publishes the EOP on a continuous basis, but not

less than bi-annually. The City’s management committee for emergency operations reviews and

approves the EOP and the Mayor and City Manager sign a “Letter of Promulgation.”

The emergency operational plan (EOP) organizational structure is consistent with the National

Incident Management System (NIMS). The NIMS is the basic tenant of the EOP organizational

model and includes complete integration of the incident command system (ICS) to structure the

emergency operations center’s (EOC’s) coordination support role.

Appraisal

Las Vegas Fire & Rescue’s role and responsibilities have been articulated in the EOP. The EOP

was modified and updated in 2010, which included refined primary and secondary tasks for

LVFR. Personnel and resources were assigned to specific emergency support functions (ESF’s)

that met the City Manager’s requirement for all departments to update and ensure relevancy of

the program. The State of Nevada Division of Emergency Management (NDEM) has reviewed

the EOP annually and it has complied with Nevada Revised Statutes (NRS) 239C Homeland

security and 414.090 Local organization for emergency management. LVFR has complied with

Homeland Security Presidential Directive (HSPD)-5 by adhering to the NIMS and ICS models.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-4

Plan

The Department will continue to carry out its roles and responsibilities as defined in the EOP in

support of all City emergency operations. The Department will continue to manage emergency

functions and duties by using the NIMS.

References

City of Las Vegas All-Hazard Emergency Operations Plan

Emergency operations center organizational chart (CLV All-Hazard EOP .pdf page 39)

Incident command system organizational chart (CLV All-Hazard EOP .pdf page 32)

NRS 239C.050 Homeland security general utility

NRS 414.090 Local organization for emergency management

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-5

5H.2 The agency is compliant with the National Incident Management System 1

(NIMS) and its

operational methods are compatible with all external response agencies.

Description

Las Vegas Fire & Rescue trains and operates using the NIMS guidelines. The Department

requires each firefighter complete ICS 100 and 700, each Fire Captain complete ICS 100, 200,

700, and 800, and each Battalion Chief and above complete ICS 100, 200, 300, 400, 700, and

800. In addition many staff officers participate with other agency staff officers and personnel as

an incident management team.

Appraisal

Over several years, LVFR placed a focused effort on meeting minimum requirements for NIMS

ICS training and is pleased with the level of training and compliance. Incident response has

shown that concepts and terminology are consistent throughout the Department and other Valley

fire departments. Joint training has been conducted with external agencies and an officer

development program has been initiated to train all future leaders.

Plan

LVFR training center personnel will be responsible for tracking completed NIMS training and

verifying compliance. Training center personnel will also be responsible to notify newly

promoted personnel of their responsibilities. The Department will continue to participate in joint

training.

References

NIMS certification report

1 Federal Emergency Management Agency, Retrieved May 26, 2009 from About the National Incident

Management System (NIMS) Web Site: http://www.fema.gov/emergency/nims/AboutNIMS.shtm

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-6

5H.3 The necessary outside agency support is identified and documented

.

Description

The Emergency Support Function section of the Las Vegas All-Hazard Emergency Operation

Plan (EOP) provides readily accessible information on outside agency support for specific

emergencies. The Recovery section provides information relative to recovery operations

following emergencies and the programs of assistance that can be made available through

outside agency support. External agency agreements such as the interlocal between LVFR and

the Las Vegas Metropolitan Police Department (Metro) for the purpose of developing a multi-

agency all-hazard and terrorism prevention task force (ARMOR) and the Nevada Emergency

Management Assistance Compact (NEMAC) ensure that outside resources needed to respond

and mitigate disasters are available on short notice. These documents also identify resources

needed from Las Vegas Fire & Rescue.

Appraisal

Las Vegas Fire & Rescue has maintained external agency agreements with outside agencies that

have ensured that during large-scale disasters, potential resources are available. Agreements

have also detailed what LVFR has been obligated to provide to outside agencies in need.

Agencies that have entered into agreements with the City of Las Vegas through Las Vegas Fire

& Rescue have complied with NRS 414.100 Emergency Management – Agreements for

reciprocal aid.

Plan

The Department will continue to monitor the effectiveness of all agreements with outside

agencies to ensure resources are available in a timely manner.

References

External agency agreements: ARMOR and NEMAC

NRS 414.100 Emergency management – agreements for reciprocal aid

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-7

CC 5H.4 Current standard operating procedures or general guidelines are in place

to

direct domestic preparedness planning and response activities.

Description

Weapons of mass destruction (chemical warfare agents, biological agents and radioactive

materials), and explosives (bombs) have been a major concern for Las Vegas Fire & Rescue.

Management of an incident involving these types of hazards can be conducted in a manner

similar to managing a conventional hazardous materials incident. Unique challenges may be

present such as a lack of information, mass casualties, multiple sites, large-scale crime scene, or

a direct attack on public safety facilities or personnel.

Standard Operating Procedure 205.00 Hazardous Materials Emergency Response Plan details the

three (3) levels of escalating response. The Department trains personnel to recognize incident

level, personnel requirements, and additional equipment or personnel needed when an incident

escalates. The Clark County Local Emergency Planning Committee (LEPC) Hazardous

Materials Emergency Response Plan outlines these three levels. In addition, the regional

Terrorism Incident Response annex identifies standard operating procedures and methods for

these types of incidents.

Appraisal

All fire department personnel have been trained using SOP 205.00 and the Clark County LEPC

Hazardous Materials Emergency Response Plan.

Plan

The Department will continue to monitor and revise standard operating procedures and methods

as needed.

References

Standard operating procedure 205.00 Hazardous materials emergency response plan

Clark County LEPC HazMat emergency response plan

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-8

CC 5H.5 Processes are in place to provide for interoperability with other public safety

agencies in the field including

portable, mobile, and fixed communications systems, tools,

and equipment.

Description

Most public safety agencies in the Las Vegas area, including Las Vegas Fire & Rescue, use the

Southern Nevada Area Communication Council (SNACC) radio system as a standardized

communication platform. SNACC operates an 800-megahertz public safety truncated

communication system. For the purpose of interoperability, SNACC has the ability to

communicate with other agencies not on the 800-megahertz system via fixed-based repeaters.

LVFR’s combined communication center (fire alarm office) operates two (2) ACU-1000

interoperability units that enable pre-determined and “on-the-fly” patching of diverse radio

frequencies. One unit is housed permanently at Fire Station 2. The other is mounted in the

Department’s mobile command unit allowing mobilization of this interoperability utility

anywhere in the City’s jurisdiction, or as needed during automatic/mutual aid responses.

Appraisal

The system has provided adequate communication for public safety agencies operating on the

regional SNACC system. Las Vegas Metropolitan Police Department (Metro) upgraded its

system, but it did not enhance interoperable capabilities. Tactical channels (8 call and 8 tac)

have been available in Southern Nevada for communications between police and fire, but not

used successfully.

Plan

The Department will continue to use the various communication systems and upgrade as needed.

The Department continues to work with the Metro to implement a Command Net frequency for

law enforcement, fire service, and public works agencies so command-level personnel can

communicate. LVFR will continue to pursue training among agencies to use available resources.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-9

References

Southern Nevada Area Communication Council brochure (available on site)

Fleet map

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-10

5H.6 A process is in place to record information and provide data on needed resources

, scope,

nature of the event, and field resources deployment.

Description

The Basic and Emergency Support Function (Emergency Management) sections of the Las

Vegas All-Hazard Emergency Operations Plan describe the information collection and

distribution system. They outline the responsibility for the collection, evaluation, and display of

incident situation information, preparing situation status reports, maintaining status of resources,

and developing incident action plans as needed. Initial response officers manually fill out

tactical worksheets that meet the ICS requirements for accountability and resource allocation.

As an incident escalates assignments are made that include a planning section that will

coordinate completion and accuracy of ICS forms while initiating the planning cycle. Combined

Communications Center personnel track all units on scene, as well as benchmarks for the

incident and any emergency radio traffic issues.

The Communication Center’s web-based computer aided dispatch (CAD) system (TriTech)

selects and tracks resources assigned to emergency incidents. Web-based utilities assess the

status of incidents and resources available to personnel in the City’s emergency operations center

(EOC) or from any computer with Internet access.

Appraisal

Initial tactical worksheets have been used by Las Vegas Fire & Rescue to manually record data

and display information regarding resources and assignments. The web-based CAD utility used

by the FAO has tracked resources and recorded incident information.

Plan

The Department will continue to use FAO capabilities, as well as manual tracking via tactical

worksheets and ICS forms, to monitor resources as the incident progresses.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-11

References

Southern Nevada Fire Operations incident command worksheet

ICS forms (LVFR Emergency Support Functions pages 42-55)

City of Las Vegas All-Hazard Emergency Operations Plan – Basic and emergency support

functions sections (CLV All-Hazard EOP .pdf pages 6-113)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-12

5H.7 The agency periodically conducts operational tests of and evaluates the all-hazards plan

and the domestic preparedness program

.

Description

The All-hazards Emergency Operations Plan is the primary responsibility of the City of Las

Vegas Emergency Manager. City of Las Vegas Emergency Management conducts periodic

operational tests and/or training activities throughout the year to maintain operational readiness

and to validate the currency and accuracy of emergency plans. The frequency of training

activities varies by City department based on the levels of involvement in emergency operations.

Typical training exercises include seminars, workshops, drills, tabletop exercises, functional

exercises, and full-scale exercises.

Appraisal

LVFR along with other City departments and local entities have participated in small-scale live

events that have included floods and wild-land fires along with multiple tabletop exercises and

special events that have tested to some degree many emergency support functions throughout the

city and the county. Despite budget constraints and limitations, LVFR has networked with

multiple valley wide agencies to meet plan requirements and has ensured validity of the process.

Plan

The Fire Department will continue to work with the City emergency manager and other local

entities to ensure the all hazards plan and response to domestic incidents are safe and effective.

References

City of Las Vegas All-Hazards Emergency Operations Plan

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5H-13

5H.8 The agency conducts and documents a vulnerability assessment and has operational plans

to protect and secure the agency’s specific critical infrastructure

, including but not limited to

materials and supplies, apparatus and facilities security, fuel, and information systems.

Description

LVFR participates in a valley wide program called Silver Shield. Silver Shield representatives

provide training and resources to the Department, the City and entities throughout the valley to

ensure awareness of critical infrastructure and vulnerabilities. A valley-wide grant process funds

Silver Shield and is available to each entity to aid in identifying critical infrastructure. Silver

Shield provides a program that will take a Department through a complete vulnerability

assessment and keep vital information on hand and available in case of an emergency.

Appraisal

The vulnerability assessment has been helpful to the organizations but not necessarily to the first

responder. The concept of focusing on critical infrastructure and completing assessments on

those areas helped entities commit resources to high threat areas and reduced the potential effects

of a terrorist type attack. A vulnerability assessment has been completed on LVFR headquarters

and other city properties.

Plan

The Department will continue its relationship with Silver Shield and Valley-wide entities to

enhance safety and security of critical infrastructure.

References

Silver Shield explanation and brochure

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5I-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5I-2

Criterion 5I: Aviation Rescue and Fire Fighting Services

The agency operates an adequate, effective, and efficient program directed toward an aviation

accident or incident occurring at, or in the immediate area. This criterion report should be

completed by agencies that have direct responsibility for operating programs that provide

aircraft crash/rescue protection on airfields, or that have identified an aircraft emergency in the

immediate area as a highly probable hazard in Category II, “Assessment and Planning.” Simply

because aircraft fly over the jurisdiction is not reason enough to require this criterion be

completed. If the agency determines this criterion is not applicable, the agency should still

provide a brief explanation of why it does not provide this program.

Summary:

Las Vegas Fire & Rescue does not have direct responsibility to provide aircraft crash and rescue

protection on any airfield in the Las Vegas Valley, but can respond to an incident within the

parameters of automatic aid. LVFR does not have aviation rescue or firefighting equipment, but

participates in aircraft rescue fire fighting familiarization provided by the North Las Vegas

airport and Clark County Fire Department (for McCarran international airport).

References

Clark County Fire Department ARFF familiarization

North Las Vegas ARFF familiarization

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5J-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5J-2

Criterion 5J: Marine and Shipboard Rescue and Fire Fighting Services

The agency operates an adequate, effective, and efficient program directed toward a marine or

shipboard fire or incident occurring at or in the immediate area.

This criterion report applies to agencies that have direct responsibility for operating programs

that provide marine or shipboard fire fighting and/or rescue services, or that have identified a

marine emergency in the immediate area as a highly probable hazard in Category II -

Assessment and Planning.

If the agency determines this criterion is not applicable, the agency should still provide a brief

explanation of why it does not provide this program.

Summary:

Las Vegas Fire & Rescue does not have direct responsibility to provide marine or shipboard fire

fighting and/or rescue services nor is there demand for these services within its primary response

jurisdiction.

References

N/A

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-1

Category V: Programs This category is defined as the services, activities and responses provided by the agency for the

community or facility that are designed, organized, and operated in compliance with the

agency’s mission, goals, and objectives. Category VIII – Training and Competency, however,

appraises the level of proficiency with which personnel actually perform within these programs.

The key elements used to evaluate these services are: adequacy, deficiency, effectiveness,

methods, and results of programs. For purposes of accreditation, these terms are defined within

the glossary.

The agency’s mission, goals, and objectives should determine the applicability of all the listed

programs. The agency should decide the relevancy of each criterion in their self-assessment

report. For criterion in Category V, “Programs,” that are not applicable to the agency; the

agency should briefly explain why it does not provide this program.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-2

Criterion 5K: Bomb Squad Services

The agency operates an adequate, effective, and efficient program directed toward an explosive

device incident occurring at or in the immediate area.

This criterion report applies to agencies that have direct responsibility for operating programs

that provide explosive device or related response services, or that have identified an explosive

device or related emergency in the immediate area as a highly probable hazard in Category II -

Assessment and Planning.

Summary:

Las Vegas Fire & Rescue provides Bomb Squad Services as the accredited bomb squad.

Accreditation is sponsored by the Federal Bureau of Investigation, Hazardous Device Operations

Center, Hazardous Devices School, located on the U.S. Army’s Redstone Arsenal, in Huntsville,

Alabama. The bomb squad is responsible for rendering safe improvised explosive devices,

deteriorated explosives, and conducting post blast bombing investigations.

The Bomb Squad services Clark, Nye, and Lincoln counties in southern Nevada to include the

municipal jurisdictions in those counties as well. The Bomb Squad also services portions of

southern California and western Utah and Arizona, when requested.

Las Vegas Fire & Rescue has maintained and supported a bomb squad since 1973. Las Vegas

Fire & Rescue was one of ten (10) original agencies that in 1987 developed national standards

for the bomb squad community in a document that would become known as 87-4. This

document has progressed over the years to what is now known collectively as The National

Guidelines for Bomb Technicians. Las Vegas Fire & Rescue Bomb Squad operates under The

National Guidelines for Bomb Technicians in its response to explosive devices.

Reference

Accreditation certificate

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-3

CC 5K.1 Given the agency’s standards of response coverage and emergency

deployment objectives, the agency meets its staffing, response time, apparatus and

equipment deployment objectives for each type and magnitude of Bomb Squad emergency

incidents

.

Description

Las Vegas Fire & Rescue provides a full time fire investigations – bomb squad unit for

community response in all of southern Nevada (Clark, Lincoln, and Nye counties) and parts of

Arizona and California, by request. The bomb squad consists of thirteen members. One

battalion chief, four senior bomb technicians, and eight bomb technicians staff the unit. The

bomb squad deploys equipment and staffing based on the requirements put forth in the National

Guidelines for Bomb Technicians and National Strategic Plan for U.S. Bomb Squads. Las Vegas

Fire & Rescue bomb squad is a tiered response group that uses individual equipment and

vehicles, robots, and heavy equipment to address the current threats that improvised explosive

devices pose. In accordance of standard operating procedure 202.60 Tactical guidelines for

explosive-related responses, Section III.C, when the bomb squad operates at the scene of a

suspect item, one engine company and one advanced life support, transport-capable rescue stages

on the perimeter to provide for the immediate rescue of bomb squad personnel in the event of an

emergency.

LVFR assesses total response time using the 90th

percentile (fractile) performance expectation

for all explosive-related response. Baseline performance presented in the 2011 edition of the

standards of cover represents overall performance between fiscal year (July 1 – June 30) 2007

through 2011. Total response time performance for the first emergency response vehicle, staffed

with either four firefighters or one bomb technician, arrives on scene to explosive ordinance /

bomb-related incidents in populated areas within 63:34.

Appraisal

Based on established deployment to explosive-related risks, has achieved an effective response

force and responded a minimum of one bomb technician to incidents for which the services of

the bomb squad were requested. Between fiscal year 2007 and fiscal year 2011, LVFR was

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-4

assigned to 346 explosive-related incidents in the City of Las Vegas (Standards of Cover, Table

51).

Plan

Las Vegas Fire & Rescue will continue to follow the National Guidelines for Bomb Technicians

and the National Strategic Plan for U.S. Bomb Squads as guidelines for strategic led initiatives

that keep the bomb squad aligned with national protocols. Considering the factors involved in

the variety of calls for service and response area for which the bomb squad is responsible, the

first emergency response vehicle, staffed with either four firefighters or one bomb technician,

will arrive on scene to any explosive ordinance / bomb-related incident in populated areas of the

City of Las Vegas within a reasonable total response time.

References

National Guidelines for Bomb Technicians (available on site - Law Enforcement Sensitive

[LES])

National Strategic Plan for U.S. Bomb Squads (available on site - Law Enforcement Sensitive

[LES])

Standard operating procedure 202.60 Tactical guidelines for explosive-related responses section

III.C.)

Standards of cover manual, 2011 edition, Section C: Community expectations and performance

goals, pages C24; Section D: Risk assessment, pages D44-D48; Section F: Performance

objectives and performance measures, pages F13; and Section E: Historic perspective and

system performance, Table 51

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-5

5K.2 The agency defines and provides appropriate and adequate equipment

to accomplish the

stated level of response for bomb squad incidents and to be compliant with local, state/provincial

and national standards.

Description

The Bureau of Fire Investigations – Bomb Squad has offices, vehicles, and fire/explosion scene

equipment necessary to accomplish the tasks of its mission. Unit personnel have desktop and

mobile laptop computers, cellular phones, pagers, digital cameras, response vehicles, and safety

equipment to include Nomex jumpsuits, fire boots, helmets, gloves, Air Purifying Respirators

(APR’s), evidence collection kits, and Bureau forms. Specifically, the bomb squad operates

under the National Guidelines for Bomb Technicians and supersedes the recommended

equipment standards according to the national guidelines.

Appraisal

The Bureau of Fire Investigations – Bomb Squad Unit has been well equipped. All bomb

technicians have been issued individual equipment. In the years 2005 through 2010, the Unit

obtained grant funding and purchased individual response vehicles for personnel to

accommodate explosive device responses.

Plan

The Unit will continue to provide personnel with supplies and equipment necessary to achieve

program and Department goals. The Unit will continue to budget for a major fire scene response

vehicle capable of being equipped with evidence supplies, shovels, rakes, heavy equipment such

as Amkus cutting tools, generators, and lighting systems.

References

National Guidelines for Bomb Technicians (available on site only - Law Enforcement Sensitive

[LES])

Fire investigations / Bomb Squad weekly apparatus maintenance schedule

Fire investigations – Bomb Squad equipment inventory list (available on site only – Operational

Security [OPSEC])

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-6

5K.3 Supplies and materials allocation is based on established objectives, is appropriate to

meet bomb squad operational needs

, and is compliant with local, state/provincial and national

standards.

Description

The Bomb Squad Unit, through budgets supplies and materials by considering historic criteria

such as budget analysis, calls for service, and general needs of the unit.

Appraisal

The Fire Investigations – Bomb squad supervisor has established an annual budget for the Unit

that detailed funding for supplies and materials and ensured the allocation, purchase, and

delivery of consumables necessary to run the Unit.

Plan

The Fire Investigations – Bomb squad supervisor will continue to budget annually and make

objective findings about necessary supplies and materials to meet the needs of the Unit.

References

Fire investigations – Bomb squad budget request (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-7

CC 5K.4 Current standard operating procedure or general guidelines are in place

to

direct bomb squad activities.

Description

The Bureau of Fire Investigations – Bomb Squad operates within the parameters outlined in

Standard Operating Procedures 600.00 - 630.10 inclusively and 630.00-630.10 specifically for

the Bomb Squad. The Unit also operates under Las Vegas Fire & Rescue Rules and Regulations

and related Manuals of Operations. The Unit uses a Field Training Program (FTP) that entails a

two-tier probationary period wherein candidates promoted into the Unit must demonstrate

knowledge and complete graded practical examinations for a period of sixty shifts. The FTP

consists of assertive and concentrated training in fire and explosion Origin and Cause

Investigations, Principles of Law Enforcement, and Bomb Squad Operations.

Appraisal

The Bomb Squad has implemented standard operating procedures to direct Unit activities. The

Field Training Program was developed in 1995 and revised in 1999 under the guidelines of

NFPA 921 Guide for Fire and Explosion Investigations and NFPA 1033, Professional

Qualification for Fire Investigator. The FTP was last revised in 1999 and an update to 2009 and

2011 NFPA material, respectively, warranted.

Plan

The Bureau of Fire Investigation – Bomb Squad will continue to review its standard operating

procedures as needed to remain current with industry best practices or based on Department

goals. The bomb squad commander will be responsible to update its training program by the end

of fiscal year 2012.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-8

References

Standard operating procedures 600 Series – Fire investigations (630 series available on site

[access limited])

Field training program (available on site [access limited])

NFPA 921 Guide for fire and explosion investigations, 2011 edition

NFPA 1033 Standard for professional qualifications for fire investigator, 2009 edition

Standard operating procedures 630 Series – Bomb squad (available on site [access to 630 series

is limited])

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-9

5K.5 The agency’s information system allows for documentation and analysis

of the bomb

squad services program.

Description

The Bureau of Fire Investigations – Bomb Squad uses electronic media to host its working

forms, incident reports, and photographs. Reports and photographs are available instantly for

reporting information, data collection, and analysis. Monthly Statistics and Uniform Crime

Reporting is sent directly to the Nevada state repository for criminal data information. This

system is on City of Las Vegas servers and is only accessible to authorized personnel.

Appraisal

In 2002, the Unit started storing all Bureau information including forms, reports, and

photographs electronically. Paper reports and photographs from 2002 and earlier have been

stored at Station 102 in locked file cabinets. In 2008, the unit implemented FireFiles, a reporting

software engineered and delivered specifically for tracking fire investigation and bomb squad

responses, which provided the unit a more modern electronic method with which to document

program activities.

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to use electronic storage and

retrieval for its documentation of fire and explosive scenes.

References

FireFiles software manual (available on site [access limited])

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-10

CC 5K.6 An appraisal is conducted

, at least annually, to determine the effectiveness of

the bomb squad program.

Description

Las Vegas Fire & Rescue conducts monthly and annual performance appraisals of its bomb

squad unit via the City’s performance plus strategic planning initiative and the Commission on

Fire Accreditation International (CFAI) standards of cover risk assessment process. With

regards to the strategic business plan, the bomb squad unit is part of the Special Operations

program in the Emergency Services Line of Business. Reports include calls for service,

significant accomplishments, interagency training and operations, and any other relevant

information for the fire chief and city management. Within LVFR’s standards of cover manual,

the unit reports 90th percentile (fractile) baseline performance.

Appraisal

The bomb squad commander has tracked, compiled, and reported bomb squad activities and

reported these as a measurement of effectiveness. They have included accomplishments related

to training and interagency cooperation, call volume statistics, training hours completed, and

arson cases cleared by arrest. Summaries have also included the number of fatalities and

Uniform Crime Reporting data. In 2010, all members of the Unit became credentialed federal

marshals through a Memorandum of Understanding between Las Vegas Fire & Rescue and the

Federal Bureau of Investigations (FBI) that increased the effectiveness of the unit in that it

provided deputized authority to the bomb squad when acting under the direction and authority of

the FBI (purpose and mission, page 1).

Plan

The Bureau of Fire Investigations – Bomb Squad will continue to review its accomplishments,

statistics for call volume, calls for service and percentage of arrest cases/Uniform Crime

Reporting data to determine its effectiveness in the community and efficiency as a Unit. The

Unit will use this appraisal to forecast needed personnel, equipment, and resources and

incorporate these assets into its strategic plan.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

5K-11

References

Bureau of Fire Investigations – Bomb Squad year-end summaries, 2006-2010

Memorandum of Understanding with FBI

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Category VI: Physical Resources Physical resources are defined as the fire stations, training facilities, fire apparatus and other

capital expenditures and outlays that make up the property assets of an agency. Special attention

is required to obtain and maintain appropriate quality physical resources.

Facilities that are leased and/or jointly operated may also be considered for agency use if this is

accomplished in accordance with properly adopted and clearly established policies.

If work is contracted outside the agency and/or to another department within the a parent agency,

it is incumbent on the agency to ensure that facilities, equipment, staff, record keeping, and

procedures are consistent with the performance indicators and core competencies listed herein.

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Criterion 6A: Physical Resources Plan

Development and use of physical resources is consistent with the agency’s established plans. A

systematic and planned approach to the future development of facilities is in place.

Summary:

Staff from several departments throughout the City evaluate resource needs, design facilities,

locate and acquire appropriate sites, and supervise the construction. Management oversight

consists of review of the strategic/long range plans for facilities and the approval of projects

through the budgetary process. Service demands, deployment gaps, and the availability of

property are considered in site selection for emergency facilities. The Department does an

effective job of coordinating all aspects of planning and development of physical resources.

Historically, the planning and development of physical resources was an ongoing process, driven

by community growth and the need to replace aging facilities. The recent economic downturn

has challenged LVFR’s ability to plan for future facilities and has required innovative thinking

and community involvement.

References

City of Las Vegas capital improvement plan map

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6A.1 The development, construction, or purchase of physical resources is consistent with the

agency’s goals and the strategic plan.

Description

LVFR uses a strategic planning process and institutional knowledge to ensure physical resources

meet the agencies goals and ensures the Department provides the appropriate services to its

community. Planning for future fire station construction can be found in the City’s 5-year capital

improvement project (CIP) plan FY2012-2016 and the Section H: Overall evaluation of the

standards of cover, 2011 edition. The strategic business plan is customer-focused and contains

performance measures for the services LVFR provides the community; therefore, it does not

contain specifics regarding development, construction, or purchase of physical resources.

Appraisal

The economic slump that started in 2007 delayed the development, construction, and/or funding

of some physical resources (new fire stations, replacement apparatus) identified through LVFR’s

capital improvement project planning. Timelines were modified based on city revenues and

available bond monies. The Department managed to achieve a goal for a new fire station by

applying innovative thinking and community involvement to capital projects. In 2010, LVFR,

the City of Las Vegas, and the Community College of Southern Nevada completed a joint project

of a fire station with classrooms that acts as an education center while providing emergency

response. Construction costs were shared in return for LVFR providing instructors to the fire

sciences program.

Plan

The Department will continue to monitor growth, development and the impact on service

delivery and forecast the need for physical resources through planning of capital improvement

projects and its standards of cover manual. The Department will work through City management

to develop public safety sites by engaging builders/developers in the process to ensure that future

resources are in line with goals.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52)

Las Vegas Fire & Rescue strategic business plan FY2012

LVFR Standards of cover manual, 2011 edition, Section H: Overall evaluation

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6A.2 The governing body, administration, and staff are involved in the planning

for physical facilities

.

Description

The planning for physical facilities involves many personnel. City management approves the

acquisition of land. Fire department administration reviews the potential sites and selects those

that provide adequate access and meet the parameters for station location (primarily locations

that serve to fill deployment gaps). Plans for future physical facilities are kept in the 5-year

capital improvement project (CIP) plan FY2012-16, page 43, LVFR future fire station master

plan map, and standards of cover manual, Section H: Overall evaluation, page H-4.

GIS personnel map potential station sites to determine coverage including 4-minute demand zone

for each potential site. City management and the Council, through the budget process, have the

final say on building both emergency and non-emergency facilities.

The support services division oversees the planning process, with review by executive staff and

the fire chief. The City’s architectural services division designs and administers the building

projects along with the fire department’s construction project coordinator. The Department

solicits feedback from station personnel and incorporates it into routine re-designs of the

building plans.

Appraisal

The system for planning and construction of facilities has involved the governing body,

administration, and line staff. Since 2005, the following physical facilities have been planned

and executed due to the efforts of many levels of personnel: Fire Station 8 (Sep. 2005), Fire

Station 47 (Sep 2007), Temporary Fire Station 101 (May 2008), Fire Station 48 (2008). LVFR’s

Support Services has guided the planning process through the 5-Year Capital Fire Station

Schedule last updated December, 2008. New Fire Station 6 was completed early (August 2010)

and under budget. Three new two-bay fire stations (106,107, 108) were funded and two (106

and 107) broke ground in 2011. All three will be completed by FY2014. A partial renovation at

Fire Station 103 was funded and completed earlier than planned due to losing the City central

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6-6

stores function. Fire Station 49, 143, and 101, with projected completion dates of 2013 and

2014, have not been funded.

Plan

The Department will continue to coordinate with administration, staff, and the governing body in

facility planning and development, as funding is made available to complete Capital

Improvement Projects. This coordination will include, but will not be limited to, pre-design,

design, permitting, bidding, construction, closeout, and warranty.

References

5-year capital improvement project (CIP) plan FY2012-2016, page 43 (.pdf page 52)

LVFR Standards of cover manual, 2011 ed., Section H: Overall evaluation

LVFR fire station master plan map

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 6B: Fixed Facilities

Fixed facility resources are designed, maintained, managed, and adequate to meet the agency’s

goals and objectives.

Summary:

Fixed facility resources are designed, maintained, and managed to meet the Department’s

mission statement, goals, and objectives. New stations are designed and constructed to meet

current and future growth. Some of the fixed facilities are old but still allow the Department to

meet its goals and objectives. In the past five years, the Department constructed and opened four

new fire stations. Construction of two additional fire stations began in fiscal year 2012 and a

third will begin construction in fiscal year 2013. Fiscal constraints limit the agency’s ability to

meet all of its requested capital projects.

The Department will continue to design, construct, and maintain adequate facilities to meet the

Department’s mission and goals within fiscal constraints. The Department will continue to seek

funds to build new facilities.

References

Map of existing and proposed fire stations

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6B.1 Each facility has adequate space for agency functions

(e.g., operations, fire prevention,

training, support services, administration, etc.)

Description

Las Vegas Fire & Rescue has adequate space for all divisions and agency functions. This

includes fire stations, training center, fire equipment service center, and the central

administration building that houses fire administration, the combined communication center (fire

alarm office), and fire prevention.

Appraisal

Fire Department facilities have provided adequate space for agency functions. In 2007, the

Communication Center was remodeled, which increased the number of workstations from 10 to

14. Reduced staffing levels in administrative positions increased open space in the central

administration building.

Plan

The Department will monitor existing facility space and if necessary budget for expansions

and/or improvements.

References

Communication center layout

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6B.2 Buildings and outbuildings are clean and in good repair and the surrounding grounds are

well kept. Maintenance is conducted in a systematic and planned manner

.

Description

On duty fire personnel are responsible for the building cleaning and general upkeep of fire

stations as put forth in standard operating procedure 409.01 Station safety. Captains are

responsible for completing a workplace inspection form at a minimum of once monthly and

requesting needed repairs through the maintenance request form. A contract cleaning company

cleans the central fire administration building and support facilities. Private contractors provide

specialized equipment, building repair, and other services for which the City of Las Vegas

cannot supply. The Department uses the City’s facilities management section for larger projects

and repairs, as detailed in SOP 301.01 Maintenance facilities and communication devices.

Appraisal

In 2009, the City reduced grounds-keeping staff, which caused a change fire station grounds

maintenance. The ability of the captain to submit maintenance requests directly to support

services streamlined the process, but reduced staffing increased turn-around times for those

requests handled through the maintenance request process. The lack of grounds-keeping

provided by City employees has impacted landscaping maintenance negatively.

Plan

The Department will continue to ensure that the fire crews keep fire stations clean and report

issues needing repair using the maintenance request form and submittal process. It will continue

to seek solutions to ground maintenance issues caused by the reduction in City personnel.

References

Standard operating procedure 301.01 Maintenance facilities and communication devices

Standard operating procedure 409.01 Station safety

Maintenance request form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6B.3 Physical facilities are adequate

and properly distributed in accordance with

stated service level objectives and standards of response coverage.

Description

The Department constructs fire stations in the most appropriate locations in order to have a

positive impact on service level objectives, which are primarily to afford residents and visitors

with timely and adequate emergency response. Service demands, deployment gaps, and the

availability of property are the driving factors in site selection for emergency facilities. LVFR

deploys 19 engines, 6 trucks, and 20 transport-capable rescues out of 17 fire stations.

Historically, each fire station houses at a minimum one engine company and one transport

capable rescue unit. The department uses GIS technology to establish four-minute travel time

zones (response or demand zones) around each fire station to determine distribution of front-line

resources.

Appraisal

Using the deployment model of a four-minute travel time response/demand zone, LVFR has

achieved distribution coverage for front-line emergency response apparatus to 86.13 square miles

or 64.66% of its jurisdiction. When the unpopulated fire districts (34) are excluded, the

distribution coverage increased to 86.82%. Despite being rated by the ISO as behind in Item 513

– Credit for Engine Companies and Item 549 – Credit for Ladder Service, LVFR has provided

response coverage to the majority of its populated service area and achieved high customer

satisfaction, as noted in the Your City Your Way survey (Summary of major findings, page 9;

Appendix 2, page 41; Appendix 3, page 42).

Plan

The Department will continue the ongoing process of design, bid, build, and/or construction

management to place additional facilities in areas that increase overall distribution coverage in

the City of Las Vegas when monies are available. The three additional fire stations, in varying

stages of design construction in fiscal year 2012 will, when completed, add 20.07 square miles of

coverage to the distribution of existing resources/demand zones the City of Las Vegas

(Distribution measure comparison by demand zone).

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-11

References

Map of existing and proposed fire stations

ISO classification notification, page 17 and 20

Your City Your Way survey

Distribution measure comparison by demand zone

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-12

CC 6B.4 Facilities comply

with federal, state/provincial and local codes and

regulations.

Description

The City’s Building and Safety Department and the Fire Protection Engineering section review

all plans to ensure that adopted building and fire codes are met in the submitted plans. All fire

department facilities are then constructed to the standard of the building and fire code in place at

the time of design and construction. Company officers conduct periodic safety inspections of

fire facilities and are responsible to ensure concerns are self-corrected, submitted to Facilities

Management in the form of a work order, or taken to the Safety Committee for action. The Las

Vegas Fire & Rescue’s support services division coordinates fire facility maintenance, new fire

stations plans and construction schedules, remodel of fire facilities, and special equipment. The

City’s Facilities Management Division is responsible for the maintenance of all existing city

facilities. The City’s Safety/Loss Control officer coordinates annual facility safety inspection

using State of Nevada, Occupational Safety and Health Administration, General Industry

Standard 29, CFR 1910.134, 1910.1200, 1910.1020 standards and National Fire Protection

Association (NFPA) Standard on Fire Department Occupational Safety and Health Program,

which generates a hazard identification survey. Survey recommendations are assigned to the

appropriate City department for completion.

Appraisal

All fire department facilities have been approved and constructed based on the building and fire

codes adopted at the time of construction, as evidenced by received a Certificate of Occupancy.

The City’s safety/loss control officer has conducted facility inspections within the city’s adopted

guidelines and provided the department with safety survey results for mitigation of concerns.

Plan

The Department will continue to work within the regulations, policies, and procedures

established by Las Vegas Fire & Rescue Support Services Division and City Facilities

Management Division for the construction and maintenance standards of fire department

facilities.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-13

References

Occupational Safety and Health Administration, General Industry Standard 29 CFR 1910.134,

1910.1200, 1910.1020

NFPA 1500 Standard on fire department occupational safety and health program, 2007 ed.

Example safety survey results: Station 8

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-14

Criterion 6C: Apparatus and Vehicles

Apparatus resources are designed and purchased to be adequate to meet the agency’s goals and

objectives.

Summary:

When writing apparatus specifications, Las Vegas Fire & Rescue follows NFPA 1901, which is a

recognized industry standard and meets community needs. A Specification Committee reviews

and evaluates new technology and needs as described above. The Department has developed a

replacement schedule for emergency response and support vehicles. This schedule reflects the

service performed by the vehicle, accumulated mileage, and cost of maintenance and year of

manufacture. Recent budget constraints have caused the Department to reconsider the

replacement schedule. The Department has appropriate types of apparatus; including engines

companies, truck companies, tiller trucks, heavy rescue, HazMat, rescues, water tender, mobile

command post and support vehicles for prevention, investigations and other administrative staff.

References

Sample apparatus specifications

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

Vehicle replacement schedule

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-15

CC 6C.1 Apparatus are located strategically to accomplish the stated standards of

response coverage

and service level objectives.

Description

Las Vegas Fire & Rescue locates apparatus to maximize distribution and concentration of

resources across the City of Las Vegas to optimize response performance. The City’s maximum

risk area is located in Downtown Las Vegas, and concentration is correspondingly heavy in this

area. As described in the Standards of Cover manual, Section B: Services provided, Department

service area analysis, page B-3, Battalion 1, whose coverage area encompasses most of the

City’s maximum risk occupancies, comprises only 22 square miles (16.52%) of the jurisdiction,

yet has a concentration of 66 personnel staffing seven engines, two trucks, eight paramedic

rescues, the air resource unit, the Hazardous Materials Team (Haz3), and the chemical,

biological, radiological, nuclear, explosive unit (CBRN8). Historically, regardless of location,

each LVFR fire station houses an ALS engine company and ALS medical rescue unit, but in

Battalion 1, fire stations 1, 3, 4, and 8 have additional or specialty units, including the

department’s air resource unit. The fire investigators and bomb squad personnel are also located

in Battalion 1.

Appraisal

Resources have been located strategically to accomplish service level objectives. This is

evidenced by the relocation of a truck company from Battalion 1 to Battalion 4 that provided

ladder capabilities to a recently developed area of the city with several 3-story or greater

buildings. Also, LVFR located 37% of its engines, 40% of its rescues, and 67% of its specialty

units in Battalion 1 based on potential risk and workload in the Downtown corridor.

Plan

The Department will continue to monitor the location of resources to ensure appropriate

concentrations of resources to achieve benchmark performance expectations for all services

provided as put forth in Section Standards of Cover, Section F: Performance objectives and

performance measures.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

6-16

References

Apparatus location map

LVFR standards of cover manual, 2011 edition, Section B: Services provided; Section F:

Performance objectives and performance measures

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6C.2 Apparatus types are appropriate for the functions served, e.g., operations, staff support

services, specialized services, and administration.

Description

Las Vegas Fire & Rescue has appropriate types of apparatus for the functions served. These

include front line engines, ladder trucks, rescues, a heavy rescue unit, a hazardous materials

(HazMat) unit, a chemical, biological, radiological, nuclear, explosive (CBRNE) unit, water

tender, a mobile command post, and support vehicles for prevention, investigations, and

administrative staff positions.

Appraisal

The Department has adequate apparatus for all services provided. Daily emergency response

deployment has included nineteen engines, twenty transport rescues, six trucks, and three

specialty units and fire investigations units. All Fire Prevention and select administrative

personnel have been assigned a vehicle for use during the duty day.

Plan

LVFR will continue to evaluate community and departmental needs to ensure it has the

appropriate apparatus available to provide services.

References

LVFR vehicle list, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6C.3 A current replacement schedule exists for all apparatus

.

Description

Las Vegas Fire & Rescue has a vehicle replacement schedule in place through 2015. The useful

life of an apparatus is the basis for the schedule: 3 years for rescues; 7 years for engines; 10 years

for ladders, heavy rescue, HazMat, CBRNE, and air resource; and 12 years for the water tender.

The schedule includes support staff vehicles including prevention, investigations, and

administrative staff, but varies according to use. The Department also considers year of

manufacture, mileage accumulation, and type of service perform of the vehicle.

Appraisal

Budget constraints caused the Department scrutinize more closely what is considered the useful

life of a vehicle. The schedule was adjusted to reflect mileage accumulation, maintenance costs,

vehicle year of manufacture, and overall unit condition and finalized in fiscal year 2011. LVFR

ranked front-line apparatus, by apparatus type, and identified the first units to be replaced when

funded.

Plan

The Department will continue its replacement of apparatus in accordance with its replacement

schedule or as funding permits. In fiscal year 2012, the department will replace eight transport-

capable rescues and will order six replacement engines.

References

Vehicle replacement schedule

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6C.4 A process is in place for writing apparatus replacement specifications that allows for

employee input

.

Description

Las Vegas Fire & Rescue considers the guidelines in NFPA 1901 Standard for Automotive Fire

Apparatus, 2009 edition when writing specifications for emergency apparatus acquisition. The

Department consults with the fire apparatus manufacturers for design configuration and

conformance to good maintenance practices when writing apparatus replacement specifications.

An apparatus specification committee meets approximately six months before the apparatus

purchase is made, continue to track apparatus during the build process, participate in inspections,

and keep executive staff aware of progress or issues. The Committee includes members from

fire suppression, support services, fire communications, and the EMS divisions.

Appraisal

Las Vegas Fire & Rescue has sole-sourced apparatus acquisition for approximately ten years

through Pierce Manufacturing, which includes Medtec for transport-capable rescues. This has

resulted in boilerplate specifications that in-turn have been modified by the Apparatus

Committee based on the evolution of technology and safety when additional apparatus have been

purchased. This process has been effective in that it has provided the Department a standardized

fleet.

Plan

The Department will continue to use the Apparatus Committee process to write specifications.

The vehicle replacement schedule will be evaluated annually to assess proper Department needs.

References

Sample apparatus specifications

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 6D: Apparatus Maintenance

The inspection, testing, preventive maintenance, replacement schedule, and emergency repair of

all apparatus is well established and meets the emergency apparatus service and reliability

needs.

Summary:

Comprehensive programs are in place for the inspection, testing, preventive maintenance,

replacement, and emergency repair of all assigned fire apparatus. The Department has a

daily/weekly apparatus maintenance and inspection program that requires station

captains/engineers to perform daily/weekly inspections of assigned fire apparatus in accordance

with SOP 302.03 apparatus maintenance and inspection. Any shortages/maintenance problems

are referred to the appropriate division for necessary action. Annual testing of fire apparatus is

performed using National Fire Protection Agency standards and includes testing of the apparatus

fire pump system and ground/aerial ladders. Aerial/Ground ladder testing is out-sourced to a

qualified testing facility. The Department has a preventive maintenance program for assigned

fire apparatus. Fire apparatus are scheduled for quarterly, semi-annual, and annual preventive

maintenance. A system has been initiated to track the scheduling process. City of Las Vegas

Fleet Maintenance is responsible for preventive maintenance of support vehicles. Emergency

repair of all assigned units is performed by the Fire Equipment Service Center. The facility

meets current Department needs and performs scheduled and unscheduled maintenance on

assigned apparatus.

References

Daily weekly maintenance schedule

Standard operating procedure 302.03 Apparatus maintenance and inspection

Example preventative maintenance schedule

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6D.1 An apparatus maintenance program is established

. Apparatus maintenance

is conducted in accordance with the manufacturer’s recommendations and federal and/or

state/provincial regulations. Attention is given to the safety, health, and security aspects of

equipment operation and maintenance.

Description

The Las Vegas Fire & Rescue has a fleet management program in place that uses Hansen

Information Technologies. The automated fleet management module within Hansen

accommodates the initiation of repair/work orders. The program tracks maintenance history,

parts receipting and issuance history, maintenance personnel labor-hours history, and

lubricants/fluids history. It maintains associated costs applicable to the apparatus including

parts, labor, and sub-letting expenditures. The program can track recurring safety issues

associated with the maintenance of the apparatus. The Department uses calendar creator

program (Microsoft Outlook) to schedule fire apparatus maintenance. Rescues and engines

receive tri-annual maintenance and trucks receive semi-annual maintenance, one of which

consists of a bumper-to-bumper inspection. LVFR, as the authority having jurisdiction meets or

exceeds the recommendations for establishing an inspection and maintenance program for in

service fire apparatus as put forth in all applicable chapters of NFPA 1911 2007 edition (i.e.,

Chapter 4-General requirements, Chapter 6 – Out of service criteria). The Fire Equipment

Service Center follows applicable Occupational Health and Safety Administration (OSHA) 1910

guidelines with regards to safety, health, and security when performing maintenance on fire

apparatus (i.e., Subpart G Occupational health & environmental control; Subpart H Hazardous

materials; Subpart J General environmental controls).

Appraisal

All assigned fire apparatus have been maintained in accordance with prescribed and established

maintenance guidelines outlined by the manufacturer, as substantiated by an annual pump test,

ladder test, and hose test; resulting in annual recertification. Safety equipment such as belts,

lights, and breaks have been inspected at every inspection by a certified mechanic. The shop has

been inspected by the City Risk Management Division for work place safety and no violations

cited.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Plan

The Department will continue to monitor the apparatus maintenance program to ensure

emergency response vehicles are serviced properly.

References

Occupational Health and Safety Administration (OSHA) 1910 Guidelines, various sections, as

found via Intranet

Example Hansen maintenance work order

Example preventive maintenance schedule

Example tri-annual inspections form

Example annual inspection form

NFPA 1911 Standards for the inspection, maintenance, testing, and retirement of in-service

automotive fire apparatus, 2007, edition (Chapter 4-General requirements, Chapter 6 – Out of

service criteria)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.2 The maintenance and repair facility is provided with sufficient space

and equipped with

appropriate tools.

Description

The Department’s fire equipment service center is a modern facility with eight bays (seven for

maintenance and one for equipment and apparatus storage) and two inside cranes. Three bays

are drive-through. There are six office/work areas for the support staff and a large parts room.

There is a large lubricants/fluids room with a commercial air compressor. Outside storage sheds

hold miscellaneous equipment and hydrant parts. Outside covered parking protects reserve and

other apparatus from desert weather. Necessary tools and equipment are available for the

facility’s maintenance needs, as are in-ground and portable lifts.

Appraisal

The fire equipment service center has served LVFR’s as an adequate repair facility and met the

needs of the Department that have included adequate space for repairs, and equipment and tool

storage evidenced by an average of more than 1,200 scheduled and unscheduled work orders

having been completed on sight over the last three fiscal years (1,412; 1,328; and 1,109

respectively).

Plan

The Department will continue to monitor maintenance requirements to determine future needs of

the fire equipment service center.

References

Fire equipment service center floor plan

Completed front-line unit work orders – FY2011, 2010, and 2009

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.3 A system is in place to ensure the regular inspection, testing, fueling, preventive

maintenance, and emergency repair

for all fire apparatus and equipment.

Description

Las Vegas Fire & Rescue performs preventive maintenance, fire apparatus pump testing, air pack

maintenance, and aerial/ground ladder testing. The Hansen Information Technologies program

manages fleet maintenance requirements. The City of Las Vegas Fleet Services manages the

automated fueling system. The Fire Equipment Service Center personnel handle emergency

repair of front-line emergency response apparatus and are available on a 24/7 basis. Fire

personnel perform daily/weekly inspections on emergency response apparatus using guidelines

outlined in SOP 302.03 Apparatus maintenance and inspection. Apparatus pump systems

undergo annual inspections in accordance with prescribed National Fire Protection Association

(NFPA) 1901, 2009 edition. The fire shop’s support staff creates preventive maintenance

schedules using Microsoft Outlook to schedule annual, semi-annual, and tri-annual. The

Department’s Automotive Service Excellence (ASE) certified Fire Equipment Mechanics

conduct preventive, scheduled, and unscheduled maintenance on all emergency apparatus to

identify potential problems. The fire equipment service technician maintains the department’s

air packs and other related equipment. Computer programs track the equipment’s servicing.

Inspections and maintenance follow manufacturer recommendations and other standards.

Annual pump testing is performed using established criteria and guidelines and proper

documentation is maintained. Certified testing facilities provide annual aerial/ground ladder and

hose testing and provide necessary documentation after completion.

Appraisal

The department’s established maintenance system has ensured certified personnel have

completed proper testing, inspection, fueling, and emergency repair of designated emergency

response apparatus and related equipment, as scheduled based on Outlook reminders.

Plan

The Department will continue to use the system in place and modify it as necessary to meet

established procedures and guidelines.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

Standard operating procedure 302.03 Apparatus maintenance and inspection

NFPA 1901 Standard for automotive fire apparatus, 2009 ed.

Daily weekly maintenance schedule

Example preventative maintenance schedule

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.4 An adequate number of trained and certified maintenance personnel

are available to meet

the program needs.

Description

Las Vegas Fire & Rescue’s fire equipment service center includes four certified mechanics (Fire

Equipment Mechanic III) and a shop foreman. Mechanics also maintain Automotive Service

Excellence (ASE) certification. One of the Fire Equipment Mechanic III performs hydrant repair

and maintenance for the City’s over 20,000 fire hydrants. One of the mechanics provides minor

field maintenance on emergency response apparatus as part of the Department’s mobile

maintenance program. The fire equipment mechanic foreman is responsible for overall

operations of the fire equipment service center and its personnel.

Appraisal

Budget issues have caused the two positions vacated in 2009 due to retirement and promotion to

be left unfilled. Changes to the preventive maintenance decreased frequency of services and

made the workloads of remaining staff manageable. This included an oil analysis that resulted in

a change from regular motor oil to synthetic oil. Oil change times were reduced by fitting all

units with quick connect drains and fill ports. Battery life was increased by upgrading to four-

year maintenance free batteries that eliminated three battery change outs in a four year period.

Plan

The Department continues to monitor the workload and efficiencies of the maintenance shop. If

limited staff will be unable to complete repairs, more apparatus may need to be sent to local

shops for repair. As the economy recovers, an effort will be made to increase staffing. All

mechanics will attend the Pierce manufacturing training held at LVFR annually. During

FY2012, administrative personnel will meet to consider NFPA 1071 Standard for emergency

vehicle technician professional qualifications, 2011 edition and the feasibility of requiring

mechanics attain emergency vehicle technician (EVT) certification versus or in addition to ASE,

as recommended by its peer team during its 2010 site visit.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

LVFR organizational chart, 2011 – Logistics/Support Services division, page 2

ASE certifications

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6D.5 Current standard operating procedures or general guidelines are in place

to

direct the apparatus maintenance program.

Description

Las Vegas Fire & Rescue standard operating procedures 301.02 Work orders, 302.01 Apparatus

inventory control, and 302.03 Maintenance and inspection direct the apparatus maintenance

program.

Appraisal

The Departmental standard operating procedures have provided adequate guidelines for

apparatus maintenance, in that work orders have been created and tracked in the Hansen

database, which has also been used to track inventory control. The apparatus maintenance

program has ensured front-line apparatus were in-service 85.34% of fiscal year 2011, and when

not, were replaced by reserve units.

Plan

LVFR will continue its apparatus maintenance program as is and when necessary due to changes

in industry practices, staffing, or other needs will review and/or modify its SOPs. The program

will continue to be tracked by the fire equipment mechanic foreman through the Hansen program

with assistance from the mechanic shop office specialist.

References

LVFR standard operating procedures 301.02 Work orders, 302.01 Apparatus inventory control,

and 302.03 Maintenance and inspection

LVFR vehicle downtime report, FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.6 The level of supervision is adequate

to manage the program.

Description

A fire equipment mechanic foreman is a full-time employee who works directly with all

mechanics and service technicians to plan, direct, and supervise maintenance functions of the fire

equipment service center. An administrative battalion chief of support services provides

additional direction and guidance to the fire equipment mechanic foreman in day-to-day

operations and serves as a liaison to the deputy fire chief over support services.

Appraisal

The administrative battalion chief over support services and the fire equipment mechanic

foreman have provided adequate supervision and management of the Fire Equipment Service

Center and have consulted with the Deputy Fire Chief as needed. This has been evidenced by a

high work output that has averaged over 2,000 work orders completed over the last three fiscal

years (2,360; 2,194; and 1,797 respectively) to keep front-line units response ready when in

service.

Plan

The administrative battalion chief over support services and fire equipment mechanic foreman

will continue to manage, direct, and supervise the Department’s fire equipment service center.

Starting in FY2012, the administrative battalion chief and fire equipment mechanic foreman will

attend the City of Las Vegas Supervisory Development College and complete two classes per

year until they graduate from the program. If Supervisory courses are not offered, LVFR will

look for other similar opportunities.

References

LVFR organizational chart, 2011 – Logistics/Support Services division, page 2

City of Las Vegas Supervisory Development College curriculum

Completed front-line unit work orders – FY2011, 2010, and 2009

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.7 The agency’s information system allows for documentation and analysis

of the apparatus

maintenance program.

Description

The fleet management module within the Hansen information technologies program provides,

through Crystal Reports, the necessary reporting tools for the department’s management. These

reports provide an accurate snapshot on the maintenance expenditures associated with the repair

of assigned apparatus. The Hansen program tracks daily costs and provides a running history on

the maintenance needs of assigned fire apparatus that includes parts, labor, and associated sub-let

costs.

Appraisal

The management information system tracked in Hansen and accessed using Crystal Reports has

been adequate to document and assess the needs of the Fire Equipment Service Center and

management.

Plan

Hansen will continue to be used as the information system in which data is recorded. Crystal

Reports will continue to be used as a method for reporting Hansen data. Additional reports will

be developed if needed to meet the department’s management needs.

References

Example report: Monthly maintenance summary

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6D.8 The reserve vehicle fleet is adequate

or a documented contingency plan with another

agency is in place for the event that apparatus must be taken out of service.

Description

LVFR operates 19 engines with 6 reserves (four stocked and available immediately) and 6 truck

companies with 2 reserves. Additionally, the department operates 20 rescue/transport units with

6 reserves and 3 mass casualty incident (MCI) units that can be operated as rescues. The

department operates one heavy rescue (with one reserve), one hazardous materials unit, one

CBRNE unit, one water tender, and one air resource (with one reserve).

Appraisal

The Insurance Services Office (ISO) site visit completed in 2008 determined LVFR should have

an engine and truck fleet of one reserve apparatus for every eight front-line units. Based on these

findings, LVFR’s reserve fleet exceeded recommendations and has been considered adequate. In

addition, LVFR has provided apparatus to other departments successfully and has had the ability

to draw from surrounding departments.

Plan

The Department will continue to monitor reserve fleet status to ensure that community needs are

met.

References

LVFR vehicle list

ISO summary report (engine truck totals)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 6E: Tools and Small Equipment

Equipment resources are adequate and designed and maintained to meet the agencies goals and

objectives.

Summary:

Las Vegas Fire & Rescue uses standards from various agencies (i.e., NFPA, ISO, and Southern

Nevada Health District) to establish its standards lists of tools and equipment for its various

response services (fire, medical, technical and hazardous materials). The Support Services

Division oversees the Department’s repair and maintenance programs. The EMS Division, with

Support Services, coordinates the repair of its equipment, which is sent to the supplier or the

manufacturer’ authorized repair center. Qualified and/or certified personnel perform all repairs

and maintenance of fire department tools and equipment.

The Department provides and maintains the tools and equipment that are designed to meet the

agency’s goals and objectives.

References

Equipment inventories for apparatus

ISO apparatus & equipment form

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6E.1 Tools and equipment are distributed appropriately

in sufficient quantities.

Description

Las Vegas Fire & Rescue uses a standardized inventory on each apparatus that takes into account

Safety Committee recommendations, NFPA 1901 guidelines, and the Insurance Services Office

(ISO) apparatus and equipment form to ensure sufficient tools and equipment are available for

crews. Personnel on each apparatus inventory the unit’s tools and equipment weekly. The

Department maintains a storage area of tools, equipment, and related supplies to meet daily

operational needs and allow for resupply during catastrophic events.

Appraisal

All in-service apparatus have standardized equipment inventories that have met or exceeded

NFPA 1901 requirements. In fiscal year 2010, based on feedback from the 2008 ISO site visit,

LVFR purchased over $100,000 in equipment and services to ensure appropriate tools and

equipment were distributed on all engine and truck companies.

Plan

This Department will continue to use existing methods for maintaining sufficient quantities of

tools and equipment.

References

Safety committee notes

NFPA 1901 Standard for automotive fire apparatus, 2009 edition

ISO apparatus & equipment form

Equipment inventories for apparatus

ISO equipment and services purchases, FY2010

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6E.2 Tools and equipment replacement is scheduled, budgeted, and implemented, and is

adequate

to meet the agency’s needs.

Description

Las Vegas Fire & Rescue uses a standardized inventory on all apparatus and maintains a small

inventory of spare equipment to cover any unforeseen loss or damage. The Department replaces

tools, equipment, and supplies on an as needed basis. The Department uses historic expenditures

and current needs to budget annually for small tools and equipment (line item 670200 small tools

& equipment).

Appraisal

The Department has maintained adequate standardized inventories, but due to budget constraints,

has increased monitoring of tool and equipment needs. A replacement schedule for certain

equipment such as thermal imaging cameras and extrication equipment has been addressed in the

FY2012 budget.

Plan

The Department will continue to monitor replacement of tools and equipment as needed.

References

Equipment inventories for apparatus

Tools and equipment budget (account 670200)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6E.3 Equipment maintenance, testing, and inspections are conducted by qualified

personnel

and appropriate records are kept.

Description

Las Vegas Fire & Rescue employs mechanics and an equipment service technician who are

certified to perform scheduled preventive maintenance, testing, inspection, and repair of

emergency response apparatus, self-contained breathing apparatus (SCBA), and small motors

and tools. There personnel must maintain appropriate certification as a condition of employment

(i.e., Automotive Service Excellence (ASE) certification, Air Pack Maintenance specialist).

Apparatus and equipment repair outside of the scope of LVFR employees are sent to the

manufacturer or qualified third-party contract for repair. The EMS Division contracts with

qualified/certified personnel (typically the manufacturer) through vendor contracts for equipment

maintenance and repair. Scheduled preventive maintenance, testing, inspection, and repair of

apparatus, equipment, and/or tools are conducted to manufacturer specifications or

recommendations whether performed by LVFR personnel or others. The Fire Equipment

Service Center maintains paper records for equipment maintenance, testing, and inspection. The

city’s purchasing and contracts department maintains records of services obtained from outside

vendors.

Appraisal

The Department has required apparatus maintenance personnel to maintain ASE certification

which has ensured qualified personnel have maintained, tested, inspected, and repaired

equipment. When qualified LVFR personnel have not been available, equipment has been sent

to either the manufacturer or verified independent service provider (ISP), which has guaranteed

manufacturer repair procedures, parts lists, and recommendations have been followed.

Plan

The Department will continue to ensure that qualified/certified personnel maintain related

equipment and will continue to use manufacturers or verified ISP’s to perform needed

maintenance.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

Mechanic certifications

Maintenance records (Daily/Weekly and Work Order)

Example purchase order for annual maintenance

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6E.4 An inventory control and maintenance tracking system is in place

and is current.

Description

Las Vegas Fire & Rescue uses Oracle system to track inventory control. LVFR maintains a

warehouse for receipt and distribution of equipment and supplies out of station 103. All fire

stations have an automated bar-coding system to track the usage of all EMS supplies. The

department uses e-mail to submit facility maintenance requests to the City’s facilities

maintenance department. Support services personnel track maintenance requests manually and

provide daily progress reports to personnel via the Department’s Support Services SharePoint

site.

Appraisal

The City of Las Vegas closed its central stores warehouse in 2010. In 2011, LVFR established a

warehouse, procured supplies, and implemented an inventory control system through the Oracle

system. Cost savings incurred through the fire department’s inventory control system over fiscal

year 2012 justified the hiring of one full-time and two part-time employees. The facilities

maintenance tracking has decreased inquiry emails and phone calls received from crews, as they

have immediate access to current data via SharePoint.

Plan

LVFR will continue to manage its inventory control program through the Oracle system and will

continue to use SharePoint to track facilities maintenance requests.

References

Oracle / I-procurement system screenshot (access available on site)

Logistics/Support Services SharePoint site (access available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 6F: Safety Equipment

Safety equipment is adequate and designed to meet the agency goals and objectives. For the

purposes of this criterion, safety equipment includes personal protective equipment (PPE) and

related equipment (e.g., SCBA).

Summary:

Safety equipment is adequate and designed to meet industry standards to protect the employee

from hazards. All safety equipment meets or exceeds NFPA 1851 and 1852 standards. Standard

Operating Procedures and Rules and Regulations address the usage of safety equipment in each

functional area. In addition to personal protective clothing, each in-service apparatus is equipped

with the correct amount of Self-Contained Breathing Apparatus (SCBA).

The Department’s processes regarding safety equipment are adequate. Safety equipment is

evaluated by members of the Research and Development Committee. This committee is

comprised of management staff and members of IAFF Local 1285. Findings are presented to the

Health and Safety Committee, which is comprised of management staff and members of the

IAFF Local 1285 Health and Safety Committee.

The Department will continue to monitor its needs for safety equipment, evaluate the

effectiveness of current safety equipment, research new products and technologies, and provide

personnel the best available safety equipment.

References

NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained

breathing apparatus (SCBA), 2008 edition

Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 6F.1 Safety equipment is identified and distributed

to appropriate personnel.

Description

Las Vegas Fire & Rescue identifies and distributes safety equipment for structural firefighting,

hazardous material operations, emergency medical services, technical rescue services, building

inspections, fire investigations, and mechanical repairs. Each in-service apparatus is equipped

with the correct number of self-contained breathing apparatus (SCBAs) and appropriate

emergency medical services (EMS) equipment. All equipment meets or exceeds NFPA 1851

Standard on selection, care, and maintenance of protective ensembles for structural fire fighting

and proximity fire fighting and NFPA 1852 Standard on selection, care, and maintenance of

open-circuit self-contained breathing apparatus (SCBA). In addition, local negotiated labor

contracts may mandate additional safety equipment. A safety committee that includes IAFF

Local 1285 members, Support Services, and Training Division personnel meets monthly,

considers safety equipment, and report recommendations to executive staff for final approval.

Appraisal

The Department has identified and distributed safety equipment such as self-contained breathing

apparatus (SCBA) and personal protective ensembles (PPE) to appropriate personnel based on

existing standards. The safety committee has evaluated and made recommendations for purchase

and implementation of new equipment.

Plan

The Department will continue to identify and distribute safety equipment to appropriate

personnel in accordance with applicable policies and procedures.

References

NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained

breathing apparatus (SCBA), 2008 edition

Safety oversight committee recommendations

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6F.2 Distributed safety equipment is sufficient

for the functions performed.

Description

Las Vegas Fire & Rescue distributes safety equipment for structural firefighting, emergency

medical services, technical rescue services, hazardous materials response, and fire investigations

to appropriate personnel. All equipment meets or exceeds NFPA 1851 and 1852 standards, and

is sufficient for the functions performed.

Appraisal

At a minimum, the Department has distributed a complete ensemble of safety equipment that

includes turnouts, helmet, boots, gloves, hood, and SCBA mask to all suppression personnel.

The safety equipment has complied with national standards. Technical rescue, hazmat, and fire

investigators have received additional specialized equipment required to perform job duties.

Plan

The Department will continue to provide sufficient safety equipment to its employees for the

various functions performed.

References

NFPA 1851Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained

breathing apparatus (SCBA), 2008 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6F.3 Safety equipment replacement is scheduled, budgeted and implemented, and is adequate

to meet the agency’s needs.

Description

Las Vegas Fire & Rescue replaces safety equipment using manufacturer recommendations for

expiration in NFPA 1851 Standard on selection, care, and maintenance of protective ensembles

for structural fire fighting and proximity fire fighting and NFPA 1852 Standard on selection,

care, and maintenance of open-circuit self-contained breathing apparatus (SCBA), 2008 edition,

inspecting an item for wear and tear, or through a recommendation for retirement from a verified

independent service provider (ISP). The department includes safety equipment replacement in

its annual budget. LVFR maintains an inventory of all safety equipment to ensure all personnel

have minimum equipment needed to perform their duties.

Appraisal

The Department has scheduled, budgeted, and implemented the replacement of safety equipment

based on manufacturer recommendations. Damaged items have been replaced immediately from

the on-hand inventory. The annual budget has included a line item for replacement and expensed

as needed.

Plan

The Department will continue to budget for and replace safety equipment. It will continue to

maintain an inventory for immediate replacement of damaged items.

References

NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting, 2008 edition

NFPA 1852 Standard on selection, care, and maintenance of open-circuit self-contained

breathing apparatus (SCBA), 2008 edition

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6F.4 Safety equipment maintenance, testing, and inspections are conducted by trained

qualified personnel

and appropriate records are kept.

Description

Las Vegas Fire & Rescue, as the authority having jurisdiction ensures qualified personnel

maintain all safety equipment and keep service records as recommended in relevant chapters of

NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting, 2008, edition (i.e., Chapter 4 – Program, Chapter 6 –

Inspection, Chapter 7 – Cleaning and decontamination, Chapter 8 – Repair). Suppression

personnel perform daily and weekly operational checks on items such as gas monitors, hand

lights, Self Contained Breathing Apparatus (SCBA), and safety clothing. Personnel take

defective equipment out of service and send it to Support Services for repairs. Maintenance

records are kept in the fire stations and with the Fire Service Equipment Technician, as

appropriate. A manufacturer-approved and certified vendor inspects, cleans, and repairs safety

equipment. Per standard operating procedures, the employee to whom safety equipment is

assigned inspects it at the start of each shift and after each use (SOP 405.05, 406.02, 406.02A).

The Fire Equipment Service Technician is certified to perform SCBA maintenance.

Appraisal

LVFR has ensured qualified personnel have conducted maintenance on safety equipment and

appropriate records have been kept. Maintenance, inspection, and testing have been conducted

by both fire department personnel and certified vendors.

Plan

The Department will continue to inspect, test, and maintain safety equipment. Authorized,

qualified personnel will continue to perform repairs on all equipment and will continue to keep

appropriate records.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

SCBA maintenance record form

SCBA testing records

Standard operating procedures 405.05 SCBA’s, 406.02 PPE, 406.02A PPE inspection form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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6F.5 A safety equipment inventory control and maintenance tracking system is in place and

current.

Description

Las Vegas Fire and Rescue tracks and maintains safety equipment. Inventory control is

maintained weekly on each apparatus and is tracked through Oracle when new equipment is

ordered. Certified technicians within the Department, as well as private contractors maintain

equipment. Private contractors track, clean, and inspect protective ensembles twice annually per

NFPA 1851 standards. Support services cadets also complete cleaning as needed.

Appraisal

LVFR has maintained an adequate tracking system for the maintenance and inventory of safety

equipment. Engineers have completed inventory sheets weekly. Private contractors have

maintained and cleaned safety gear semi-annually per applicable standards maintained records.

Plan

The Department will continue to track the maintenance and inventory of all safety equipment

internally, as well as externally.

References

NFPA 1851 Standard on selection, care, and maintenance of protective ensembles for structural

fire fighting and proximity fire fighting

Equipment inventories for apparatus

ECMS PPE report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Category VII: Human Resources Human resources are defined as all aspects of personnel administration except those of training

and competency, which are addressed in Category VIII. The heart of any organization is its

people and this category is designed to appraise the importance and results of the human

resources program. It is recognized that the completion of this human resources section may

involve members from other governing entities or other elements of the community.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 7A: Human Resources Administration

General human resources administration practices are in place and are consistent with local,

state/provincial, and federal statutory and regulatory requirements.

Summary:

The City of Las Vegas, through the Department of Human Resources, ensures conformity of its

practices with local, state, and federal mandates. Management and labor rights are clearly

defined in Nevada Revised Statute (NRS) Chapter 288 Relations between governments and

public employees and further provided for through labor agreements the City has entered into

with the firefighters union Local 1285 and City Employees Association (CEA).

References

NRS 288 Relations between governments and public employees

Las Vegas City Employees Association labor contract

IAFF Local 1285 non-supervisory agreement

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7A.1 A human resources manager is designated.

Description

The City of Las Vegas Human Resources Department works directly with each department. The

Director of Human Resources, or designee, serves as the fire department’s personnel manager

and works closely with a deputy or assistant fire chief assigned to oversee administrative duties

that include, but are not limited to hiring, promotions, discipline, and equal employment

opportunity commission (EEOC) standards. Together, these two positions manage human

resource-related functions for the Department.

Appraisal

The centralized human resources management within the City’s Human Resources Department

worked effectively for the overall governing body. Established past practices related to

operations and employee situations helped the Department and City take action consistently. At

the end of FY2010, the Human Resources Department experienced a change in personnel who

had assisted the fire department with related activities (the Director, Deputy Director, and

analysts separated from the City). These changes resulted in differences in practices that were

customary between the departments. In 2011, LVFR’s assistant chief position that managed

administrative functions was vacated and not filled. Duties were reassigned to a deputy chief

position.

Plan

The Fire Department will continue to work closely with the available Human Resources

Department personnel to ensure processes are followed and respond to and pursue all human

resources related matters. The department will explore the possibility of service sharing of

human resources personnel between the Public Safety division of the city.

References

City of Las Vegas Department of Human Resources organizational chart, 2011

LVFR organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7A.2 The human resources program has adequate staffing to accomplish the human resources

administrative functions

.

Description

The human resources program has adequate staffing to accomplish critical administrative

functions for the Fire Department, but longer turn-around times for non-critical functions. Fire

department administrative staff continue to provide human resource service assistance for fire-

department related activities, while maintaining other responsibilities. Shrinking administrative

staff for both departments is making this more challenging.

Appraisal

Since 2008, Human Resources and Fire Department staff has been reduced. The Human

Resources Department lost personnel who assisted the fire department with related activities.

The reduced staffing resulted in increased turn-around time for processing documents (i.e.,

changing job descriptions). The Department estimated that processes completed previously in 30

days have now been completed in 90+ days, which affected the Department’s ability to review

and update documents needed for hiring/promoting. Since 2010, LVFR has assigned three

executive personnel to oversee human resources functions, due to retirement. This has resulted

in personnel having to become familiar with processes and procedures.

Plan

The Department will work with human resources staff to establish priorities and systems to

ensure critical matters are handled in a timely manner. LVFR will evaluate the potential of

sharing human resource personnel services with two other departments in the Public Safety

division of the City. This evaluation will take place during FY2012.

References

City of Las Vegas Department of Human Resources organizational chart, 2011

LVFR organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7A.3 Policies are established

to direct the human resources administrative practices in

accordance with local, state/provincial, and federal requirements.

Description

It is the responsibility of the City’s Human Resources Department to ensure policies relating to

human resources administrative practices align with local, state (Nevada Revised Statute 288), or

federal requirements. The Personnel Policies Manuals and the Civil Service Rules contain these

policies and are available in both paper and electronic format. Las Vegas Fire & Rescue follows

policies put forth by the City of Las Vegas.

Appraisal

The City of Las Vegas through its Human Resources Department has established and provided

electronic access to policies that have supported local, state, and federal guidelines. LVFR has

accessed and followed these policies.

Plan

The Department will continue to adhere to the City’s policies that direct the human resources

administrative practices.

References

City of Las Vegas personnel policies (available electronically on site)

City of Las Vegas civil service rules

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 7B: Recruitment, Selection, Retention and Promotion

“Systems are established to attract, select, retain, and promote qualified personnel in

accordance with applicable local, state/provincial, and federal statutory requirements.”

Summary:

Las Vegas Fire & Rescue partners with the Department of Human Resources to recruit, hire,

promote, and retain qualified personnel in accordance with applicable legal requirements

outlined in City of Las Vegas civil service rules. Recruitment can include advertising through

diverse media outlets, hosting informational seminars, and participating in regional job fairs.

Selection for qualified personnel may include extensive reviews of applications, background

investigations, drug tests, medical exams, and interviews. Retention of qualified personnel is

supported by good working conditions that include appealing work schedules, like four-day work

weeks for non-suppression personnel and attractive benefits package for all employees.

References

City of Las Vegas civil service rules

Sample F.I.R.E.S recruitment announcements

Benefits/insurance - inside CLV intranet portal (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.1 A mechanism is in place to identify and announce potential entry level, lateral, and

promotional

positions.

Description

To conduct a new recruitment for entry level, lateral, or promotional IAFF positions, the City

must post a job announcement for 45 days. CEA positions require a posting period of five

business days for entry level or open lateral examinations and ten business days for promotional

positions. LVFR monitors the eligibility list report in conjunction with human resources staff

who manage the lists. The Department can extend an eligibility list for up to 24 months for a

specific position that is nearing expiration. To renew an eligibility list, the chief over

administrative services and employee relations performs a job analysis to ensure that the job

specification describes the position accurately and requires appropriate minimum qualifications.

Appraisal

LVFR, with assistance from the Human Resources Department, has used the system in place to

announce potential positions for several years and it has been challenged infrequently. Since

2008, no applicant has successfully appealed a position posting.

Plan

The Administrative Division of Las Vegas Fire & Rescue will work with Human Resources to

prioritize and complete recruitments for critical positions. The department will continue through

fiscal year 2012 to renew expired eligibility lists.

References

City of Las Vegas civil service rules: chapter 4, sections 1 and 2, items a and b

Memorandum of Understanding for posting IAFF positions

Las Vegas city employee’s association labor contract, article 36

Eligibility list report, September 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.2 The agency and its members are part of the recruiting process.

Description

The Human Resources Department administers the recruiting process in conjunction with the

Vegas Fire & Rescue’s Administration and Training Divisions. The Human Resources senior

personnel analyst and LVFR’s chief over administration oversee the actual recruitment process.

The agency and its members are an integral part of the recruitment process, especially for the

entry-level firefighter position. Promotion of recruitments involves members who serve as

subject matter experts during outreach seminars, or as official union representatives.

Appraisal

Outreach conducted before each recruitment period provided potential applicants the opportunity

to meet and learn from member of Las Vegas Fire & Rescue, representatives from the

International Association of Fire Fighters Local 1285, and International Association of Black

Professional Firefighters – United Firefighters of Southern Nevada. In 2011, the department

recruited and hired 15 lateral firefighters from around the state of Nevada.

Plan

LVFR will continue to provide opportunities for members to be involved in future recruiting

efforts.

References

Sample F.I.R.E.S recruitment announcements

Job posting for lateral hires

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7B.3 Processes and screening/qualifying devices1 used for recruitment and

selection of initial, lateral, and promotional candidates are job related and comply with all

local, state/provincial, and federal requirements

including equal opportunity and

discriminations statutes.

Description

The Human Resources Department administers the recruitment, selection, and promotion process

for Las Vegas Fire & Rescue, in accordance with City of Las Vegas civil service rules and in

support of the City’s workforce diversity plan. Human Resources personnel review each

application to confirm they are complete and the applicant meets minimum qualifications.

LVFR ensures that processes such as written exams and oral board interviews are job related and

Human Resources personnel ensure they comply with pertinent laws and requirements and the

interests of the City of Las Vegas.

Appraisal

The process has been consistent and unchallenged since 2007. Fire department administrative

staff involved in the human resources processes have attended training opportunities regarding

equal opportunity and discrimination statutes through an Employment Law Course as part of the

supervisory development college. The candidates have been required to pass the CPAT as a

condition of employment.

Plan

The Fire Department will continue to work closely with the Human Resources Department to

review recruitment and selection to ensure that written exams and other tests required for

employment comply with applicable laws, regulations, and requirements and support the City’s

Diversity Initiative.

1Examples of screening/qualifying devices: Application forms, written exams, ability tests, physical exams,

psychological exams, background checks, etc.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

City of Las Vegas civil service rules

City of Las Vegas workforce diversity plan

Supervisory development college course catalog

Employment Law course notes

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.4 The agency’s workforce composition is reflective of the service area demographics or the

agency has a recruitment plan to achieve the desired workforce composition.

Description

The City of Las Vegas enjoys a diverse population. According to the 2010 U.S. census, 37.9%

of the city’s population considers themselves some race other than white with Hispanic/Latino of

any race making up the largest percentage (31.5%). The population is almost spilt in terms of

gender (50.4% male; 49.6% female). The City’s Human Resources Department maintains

demographic information regarding all Las Vegas Fire & Rescue employees, which indicates the

department’s demographic composition includes males and females who consider themselves

African American, American Indian, Asian/Pacific Islander, White, and Hispanic. The City and

the department emphasize recruit activities for under-represented populations in an effort to

achieve a diverse workforce composition.

Appraisal

As of 2011, the demographic composition of LVFR was 86.41% male, 13.59% female, 8.74%

African American (11.10% community), 1.46% American Indian (0.70% community), 3.24%

Asian/Pacific Islander (6.10% community), 74.60% White (62.10% community), and 11.97%

Hispanic (31.50% community).

Plan

LVFR will continue to organize outreach efforts to under-represented populations when it

performs recruitments in its effort to achieve the City’s vision to be “A world-class, vibrant,

affordable, economically and ethnically diverse, progressive city where citizens feel safe, enjoy

their neighborhoods and access their city government.”

References

Las Vegas Fire & Rescue EEO statistics (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.5 A new member orientation program

is in place.

Description

The City of Las Vegas’ Human Resources Department administers a new employee orientation

program. The orientation consists of several hours of lecture regarding the City’s organizational

structure, its policies and procedures, and introduction to various programs, employment

benefits, and conditions and responsibilities of employment. Las Vegas Fire & Rescue has a

separate orientation for new firefighter recruits. The recruit orientation is an intense introduction

to a career in a paramilitary organization. It covers a wide range of subjects from what is

expected of a new firefighter to employee benefits.

Appraisal

The new employee orientation programs have provided employees sufficient opportunity to learn

about pertinent policies, procedures, and other important information.

Plan

LVFR and the Human Resources Department will continue to use orientation programs for new

employees. Because of the large amount of information, consideration will be given to following

up with employees to ensure they have retained or are able to be refreshed about the content of

the orientation.

References

New employee orientation packet (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7B.6 A supervised probationary process is used to evaluate new and promoted

members

based on the candidates’ demonstrated knowledge, skills and abilities.

Description

There is a minimum probationary period of six months for new and promoted employees as

covered in the City of Las Vegas civil service rules, chapter V section 2, probationary

status/qualifying period. During this time, employees complete probationary requirements,

which include the demonstration of knowledge, skills, and abilities and completion of a

probationary packet.

Appraisal

The probationary system has evaluated new and promoted employees. However, some probation

packets for suppression-related positions have not been updated recently nor have probation

packets been created for some non-suppression positions. The entry level firefighter

probationary packet was updated in 2010.

Plan

In fiscal year 2012, Las Vegas Fire & Rescue training personnel will begin a review of existing

probation packets and discuss the creation of packets for positions where warranted.

References

City of Las Vegas civil service rules, chapter V, section 2, page 23-24 (.pdf pages 26-27)

Example firefighter probationary packet (full document available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.7 An employee/member recognition program is in place.

Description

The City of Las Vegas has employee of the month, employee of the year, and T.E.A.M. quarterly

recognition award programs in place. Regular, full-time employees are eligible for these awards

designed to recognize individual and team efforts, achievements, and contributions to the

organization. Las Vegas Fire & Rescue also has recognition programs in place such as LVFR

employee of the month, award for excellence, and commendations through the employee

discipline reporting system. The Las Vegas Firefighters Benefit Association also supports an

annual award program.

Appraisal

The City and LVFR have established employee recognition programs. The EMS division and

Combined Communication Center have been most active and have acknowledged employees for

high-profile achievements such as life saves.

Plan

Las Vegas Fire & Rescue will continue to use the programs available to recognize employee

achievement within all areas of the department.

References

CLV employee recognition program descriptions and nomination forms

LVFR employee of the month program description and nomination form

LVFR award for excellence description and nomination form

Annual awards program notification

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.8 The working conditions and environment are such that the agency attracts diverse and

qualified applicants and retains a tenured workforce.

Description

Las Vegas Fire & Rescue’s working conditions, environment, and benefits package offered by

the city and negotiated in the Local 1285 union contract attract a qualified applicant pool. City

Management supports a workforce diversity initiative with the goal of improving inclusion and

valuing of employees. These efforts help in the recruitment and retention of some employees.

Appraisal

Over the three most recent entry-level firefighter recruitments (2006, 2008, 2010), 5,536

qualified applications were received by the Department of Human Resources. Of those

applicants, 6.50% were female and 41.71% indicated a race other than white. Since 2007, budget

cuts, early buy-outs through the voluntary separation program (VSP), retirements, or external

opportunities have affected the ethnic and gender diversity of several City Departments,

including Las Vegas Fire & Rescue, especially at its Executive Staff level.

Plan

The Human Resources will continue to maintain a recruitment data report that reflects LVFR

employee demographics and review data regarding reasons employees separate from the City.

The Department will continue to support the City’s workforce diversity initiative.

References

Benefits/insurance - inside CLV intranet portal (available online on site)

IAFF Local 1285 supervisory agreement, article 17; IAFF Local 1285 non-supervisory

agreement, article 17

LVFR recruitment data

Voluntary separation incentive plan

Workforce diversity initiative

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.9 Exit interviews or periodic employee surveys, or other mechanisms are used

to acquire

feedback and improve agency policies and procedures.

Description

The Human Resources Department conducts surveys on behalf of City Management. It also

performs exit interviews as part of the employee out-processing procedure and maintains the

final Exit Interview Form in the employee’s personnel file. Las Vegas Fire & Rescue conducts

labor/management meetings wherein management receives feedback from IAFF labor

representatives regarding policies and procedures.

Appraisal

In 2010 and 2011, the City conducted an employee engagement survey. The 2010 results were

reviewed by city management and disseminated to individual department leadership for review

and consideration. Employee exit interviews have been maintained in the Human Resources

Department, but have not been disseminated to the fire department’s Executive Staff. The

labor/management meetings have allowed the Department to address some employee concerns

more quickly than in an exit interview.

Plan

LVFR will continue to receive the results of employee engagement surveys after they are

compiled and reviewed by the City Manager. Executive staff will then develop a plan to address

any issues identified. In fiscal year 2012, the fire department will solicit and review exit

interview information from Human Resources. Executive staff will continue to seek feedback

from active employees.

References

Employee engagement surveys: 2010 and 2011

City of Las Vegas exit interview form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7B.10 The agency conducts workforce assessments and has a plan to address projected

personnel resource needs including retention and attrition of tenured and experienced

employees/members.

Description

The Department of Human Resources (HR) conducts workforce assessment on behalf of City

Management via job analysis questionnaires (JAQs) and employee engagement surveys. The

City Manager conducts an employee engagement survey that measures employee perception

regarding the skill level of managers and supervisors, work environment (especially in light of

the last three years of reduced city revenues and reduction in force for all city departments),

demographic issues and how well the city handles them, availability of resources to complete job

tasks, satisfaction with communication within and across departments, and general perceptions

about the diversity initiative.

Appraisal

Since 2007, Departmental restructuring and reorganization have occurred frequently with

increased offering of Voluntary Separation Program (VSP) opportunities, citywide layoffs, and

retirements. In 2008, the City initiated a class and compensation study through the Segal Group

that started with a JAQ. In September 2011, pay grades for Las Vegas city employee association

(LVCEA) positions adjusted either up or down to better align class and compensation with the

private sector. Department succession planning has always been a priority; however, little

measureable progress has been made to identify current and projected personnel resource gaps,

specifically addressing deficiencies in departmental knowledge, skills, and abilities. The City

Manager, in her newsletter, announced modified “management and administrative functions [to]

better reflect an organization that has eliminated hundreds of positions,” which was implemented

in September 2011.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Plan

Once the Las Vegas economy stabilizes, the City and Las Vegas Fire & Rescue will be able to

assess workforce needs based on the modified enterprise structure.

References

Class and compensation study (complete document available on site through Human Resources

Department)

Class-comp titles and grades

City Manager newsletter (available online on site)

City Management organizational chart

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 7C: Personnel Policies and Procedures

Personnel policies and procedures are in place, documented, and guiding both administrative

and personnel behavior.

Summary:

A number of documents govern Las Vegas Fire & Rescue employees. In order of authority, they

include: Nevada Revised Statutes; City of Las Vegas Charter; Las Vegas Municipal Code;

Collective Bargaining Agreements between the City and recognized bargaining units; Las Vegas

Fire & Rescue Rules and Regulations; City of Las Vegas Civil Service Rules; City of Las Vegas

Personnel Policies Manual; Las Vegas Fire & Rescue Departmental Standard Operating

Procedures; City of Las Vegas Operations Manual; City of Las Vegas Safety Rules and

Procedures Manual; City of Las Vegas Risk Management Loss Prevention Manual; and City of

Las Vegas Policies and Procedures.

Fire department personnel are provided with a copy of or access to all policies and procedures

employees are expected to follow. The Nevada Revised Statues are available at

www.Nevada.gov, under Legislature, Nevada Law Library.

References

City of Las Vegas policies and procedures intranet site (available online on site)

Nevada Revised Statues, online access

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7C.1 Personnel policies, procedures and rules are current, written, and

communicated to all personnel.

Description

Department rules and regulations, standard operating procedures, and respective union contracts

contain personnel policies and procedures, as does the City’s Civil Service Rules. New

employees’ familiarize themselves with these written items during their probationary period.

Management and union representatives jointly agree upon revisions to these documents and/or

the creation of new policies and procedures. Once the SOP becomes effective (either new or

updated), notice is sent electronically to all employees.

Appraisal

The City and LVFR transitioned personnel policies electronic distribution sites (SharePoint and

City Intranet). In 2009, distribution of paper copies was eliminated. The new electronic process

communicated existing policies and procedures effectively and conserved resources, which

supported the City’s sustainability initiative.

Plan

Labor and management will continue to provide personnel policies via the electronic distribution

system. A fiscal year 2012 performance goal for the chief over administrative services will be to

screen 50 percent of the SOP’s related to that division.

References

Standard Operating Procedures SharePoint site (available electronically on site)

IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory agreement,

article 9

Las Vegas city employee’s association labor contract, article 17

City of Las Vegas civil service rules

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7C.2 A specific policy defines and prohibits sexual, racial, disability or other forms

of harassment, bias, and unlawful discrimination

of employees/members and describes the

related reporting procedures. The policy and organizational expectations specific to

employee behavior are communicated formally to all members/employees and are

enforced.

Description

The City of Las Vegas through human resource policies and procedures Violence workforce

defines and prohibits sexual, racial, disability, gender, or other related harassment of employees

and outlines federal violations. Employees attend mandatory training biannually provided by the

Human Resources department that covers workplace harassment and violence. City policies

outlining employee behavior expectations are in place. City policies are available electronically

through the Intranet site. Las Vegas Fire & Rescue’s positive discipline manual details

expectations and discipline procedures.

Appraisal

The City adopted non-discrimination (HR2.01.01) and workplace violence (HR9.05.01) policies.

As detailed in HR3.09.01 Adherence to Policies, City employees have been expected to follow

established directives. LVFR’s positive discipline manual has been used to communicate

expectations and procedures for its represented employees.

Plan

The Department will provide employees reminders about expectations, consequences, and

alternatives available if subject to adverse treatment related to these issues. The Employee

Disciplinary Reporting System (EDRS), which is based on the Positive Discipline Manual

administrator will continue to monitor disciplinary actions to ensure organizational expectations

are adhered to and policies enforced.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

Personnel Policies: HR2.01.01 Non-Discrimination; HR3.09.01 Adherence to Policies,

Directives, and Rules; and HR9.05.01Workplace Violence

Positive discipline manual

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7C.3 A disciplinary system is in place and enforced

.

Description

The City of Las Vegas has a disciplinary system based on positive discipline and is in place for

employees who are members of collective bargaining units (Article 9 Section J Positive

discipline of the IAFF contracts and Article 13 – Disciplinary action of the CEA contract). The

guidelines for this system are written and provided to employees in the Positive Discipline

Manual. The Employee Disciplinary Reporting System (EDRS) tracks commendations,

counseling sessions (informal discipline), and formal discipline. Under formal discipline, city

and union management negotiate and agree upon the appropriate disciplinary procedure for

represented employees. Supervisors initiate discipline per these agreements and it is subject to

approval by the next level supervisor. The fire chief over administrative services manages

EDRS for the department.

Appraisal

The positive discipline system has provided LVFR a method with which discipline has been

tracked and enforced. EDRS was upgraded in 2009, but some functions not automated, such as

the disciplinary action form. EDRS has been under-utilized by some managers and turn-over in

the position of chief of administrative services since 2010 has caused inconsistencies in

enforcement.

Plan

In fiscal year 2012, the fire department will research whether EDRS will support electronic

completion of forms and if so, will work with information technologies to enhance its

capabilities more conducive to electronic data submission.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

IAFF Local 1285 supervisory agreement, article 9; IAFF Local 1285 non-supervisory agreement,

article 9

Las Vegas City Employees Association Labor Contract, Article 13 – Disciplinary action

Positive discipline manual

Employee disciplinary review system screenshots (access available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7C.4 An internal ethics and conflict of interest policy is published and communicated to

employees/members.

Description

Fire Department Rule & Regulation 130.01 General Conduct serves as an internal ethics and

conflict of interest policy. It is available to all personnel through the Department’s Standard

Operating Procedures SharePoint site. The City of Las Vegas has several policies dealing with

ethics and conflicts of interest (HR3.06.02 Workplace relationships constituting conflicts policy

HR3.12.01 Outside employment policy). Policies also include elected officials (CM106

Campaigning for political office and/or serving as an elected official policy) and relationships

with outside vendors (CM000 Employee-vendor relationship policy). The City’s policies

reference Nevada Revised Statutes (NRS), specifically NRS281A-Ethics in government. City

policies are available for employee access through the City’s Intranet site.

Appraisal

General conduct expectations for Fire Department personnel have been established through

Rules & Regulation 130.01 and agreed to and adopted by Local 1285 union membership. City

policy has been established for CEA, appointive, and executive personnel. Policies for both the

Department and City have been communicated through the Fire Recruit Academy and new

employee orientation and provided electronically through intranet sites.

Plan

The Department, in conjunction with labor and/or City management will maintain internal policy

or abide by City policy relating to ethics and conflicts of interest. The department will continue

to provide employees access to its policies electronically through the use of Microsoft

SharePoint.

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References

Rule & Regulation 130.01 General conduct

HR3.06.02 Workplace relationships constituting conflicts policy

HR3.12.01 Outside employment policy

CM106 Campaigning for political office and/or serving as an elected official policy

CM403 Employee-vendor relationship policy

NRS 281A – Ethics in government

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7C.5 A grievance/complaint procedure

is published and communicated to

employees/members.

Description

The City of Las Vegas in partnership with the International Association of Fire Fighters (IAFF)

Local 1285 and the Las Vegas Classified Employees Association (LVCEA) publish the

negotiated collective bargaining agreements in which the grievance procedures between each

organization and the City of Las Vegas can be found (article 10 and article 12, respectively). Las

Vegas Fire & Rescue represented employees also participate in a positive discipline system that

is communicated in a positive discipline manual. Employees receive communication of these

procedures through available electronic outlets as well as supervisors, union officials, and

Human Resources personnel. New employees receive this information in either the fire recruit

academy and/or City’s new employee orientation.

Appraisal

The City has provided employees access through electronic posting to grievance/complaint

procedures that have been negotiated and ratified by represented employees through their

collective bargaining agreements. The Fire Department received no complaints from members

stating they were not aware of the proper procedures for submitting a grievance.

Plan

The Department will continue to ensure employees have access to information regarding the

grievance process. It will monitor whether members report lack of knowledge of the policies.

References

IAFF Local 1285 Supervisory Agreement, Article 10, page 15; IAFF Local 1285 Non-

Supervisory Agreement, Article 10, page 17

Las Vegas City Employees Association labor contract, Article 12, page 36 (.pdf page 39)

Positive discipline manual

City of Las Vegas Intranet site (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 7D: Use of Human Resources

Human resources development and utilization is consistent with the agency’s established

mission, goals, and objectives.

Summary:

The City of Las Vegas Department of Human Resources is responsible primarily for Human

Resource Management. Las Vegas Fire & Rescue department uses its employees appropriately

to support the overall mission and goals and fosters an environment consistent with its purpose.

LVFR employees are encouraged to seek further education through the City’s continuing

education program.

References

City of Las Vegas Department of Human Resources organizational chart

City of Las Vegas Educational Assistance Policy

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 7D.1 A position classification system and a process by which jobs are audited and

modified are in place.

Description

The City’s Human Resources Department administers the job classification system that provides

required specifications for all City job descriptions. It also performs job and salary surveys to

ensure the effectiveness of the system.

The Human Resources Department and LVFR Administrative personnel are responsible for

LVFR position audits. LVFR’s Administrative and Employee Services Division reviews

positions when necessary or as requested by City Management. The Civil Service Board

approves any change or update to a classified position.

Appraisal

Over the past two years, the Fire Department created, reviewed, and changed the position

classification of key positions. This included the creation of the Administrative Battalion Chief

classification and the update of the EMS Field Coordinator position. Although position

classifications required several months to complete, the final products were effective.

Plan

The Fire Department will complete a position classification for Administrative Fire Captain

(new) and other targeted classifications to help the Department provide more consistency and

administrative support of incident management systems.

References

City of Las Vegas Civil Service Rules

Job descriptions (all job descriptions available on City’s Website)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7D.2 Current written job descriptions exist

for all positions and incumbent personnel have

input into revisions.

Description

Approximately 47 job descriptions account for all Fire Department positions. Periodically, the

City conducts a job analysis. Employees complete a survey and describe primary and secondary

job functions. Each level of management reviews survey results and submits corroborating or

alternative feedback through the appropriate chain of command. Human Resources Department

personnel review all questionnaires and adjust job descriptions as needed.

Appraisal

At the end of 2008, the City conducted a Job Analysis Questionnaire (JAQ) and Fundamental

Service Review. Through this process, the City determined there were too many job

classifications (approximately 400) and recommended those that were repetitive or unnecessary

by merged. For example, there was not enough justification to sustain job descriptions for

positions such as a Mechanic I, Mechanic II, and Mechanic III. Also, the new Administrative

Battalion Chief job description was crafted using input from personnel.

Plan

The Department will continue to manage job descriptions, merge those that describe the same

overall function, and recommend for elimination job descriptions that are no longer needed.

References

City of Las Vegas job analysis questionnaire

City of Las Vegas Fundamental Service Review report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7D.3 A personnel appraisal system is in place.

Description

The City of Las Vegas has an employee performance evaluation system is in place for full-time

executive, appointive, and classified employees covered by the Las Vegas City Employee

Association (LVCEA) collective bargaining agreement. There are twenty-one such employees in

the Department as of the start of FY2012. Appointive and executive evaluations are due before

the end of each fiscal year (June 30) while evaluations for LVCEA employees are due before the

employee’s service (hire) date. The Fire Department does not have a formal appraisal system

beyond initial probationary performance evaluations in place for employees represented by the

International Association of Firefighters Local 1285 labor organization.

Appraisal

In FY2010, City Management implemented the completion of employee evaluations by due date

as a performance measure with a goal of 90%. In fiscal year 2011, LVFR supervisors completed

57.14% of the eligible employees evaluations before the due date and management and labor

leaders agreed to a mentorship program in lieu of a formal evaluation. At the end of fiscal year

2011, human resources launched new forms and an evaluation process for executives and

appointive employees tied to strategic planning and Performance Plus result measures.

Plan

In fiscal year 2012, the deputy fire chief over support services will develop a mentorship

program and run a test pilot on 10% of IAFF personnel. Appointive and executives will

complete their evaluations by June 20, 2012 using the new forms and process.

References

Performance evaluation forms and manuals: classified; appointive; and executive

Performance Plus presentations FY2011 – Administrative services line of business

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7D.4 The agency maintains a current list of the special knowledge, skills, and abilities of each

employee/member.

Description

The City of Las Vegas Human Resources Department maintains records of each employee’s

special knowledge, skill, and ability requirements. The Fire Training Center maintains written

and electronic records of suppression employee training via FireRMS and 9th Brain Suite. The

Department maintains lists of employee job-related specialty certifications in its Telestaff

application. This enables specialty call-outs and appropriate compensation to be made.

Appraisal

The process to maintain current information on special knowledge/skills of employees has

worked well, but has been cumbersome due to volume and several systems used. When

assignments changed, promotions occurred, or more certifications were added, several lists

(locations) needed updating. In 2011, a full-time position at the training center was assigned to

finalize the department’s transition from FireRMS to 9th Brain for all training records.

Plan

The Department will monitor training center personnel’s progress in transitioning out of one

record keeping system and will look for more efficient and inclusive ways to keep personnel

records current.

References

Sample employee in-house training records

Specialty certifications Telestaff report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7D.5 Methods for employee/member input or a suggestion program are in place.

Description

Las Vegas Fire & Rescue encourages employees to make suggestions to improve the

environment. On most Fridays, the fire chief visits fire stations to discuss performance measures

and progress with suppression crew and solicits ideas and comments from employees. The fire

chief encourages other executive staff to make station visits when possible. Employees may e-

mail supervisors at any time if they wish to address specific concerns/problems or pass on

suggestions. They also have the option of sending suggestions directly to the City Manager’s

Office through the Intranet. These opportunities allow employees to express concerns regarding

the Department’s practices and procedures. Executive staff and labor officers meet regularly at

Labor/Management meetings to exchange ideas and address issues.

Appraisal

Over the last two years, communications about the Department focused primarily on budget cuts

and IAFF contract negotiations. Feedback from station visits, Ask the Manager site, and City

Manager’s Office site visits have been funneled to the Fire Chief for appropriate action.

Plan

The Department will continue to solicit ideas and suggestions of employees, implement them as

applicable, or modify existing processes. Executive staff will seek new ideas to increase

employee participation and will present a progress report on performance and department goals

in January 2012 as part of the state of the department update.

References

Ask the Manager Intranet screenshot

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7D.6 Career development programs are made available

to all employees/members.

Description

Las Vegas Fire & Rescue and the City of Las Vegas provide career development opportunities

for all employees. The City provides educational assistance to those who meet the policy

standards. The City’s Human Resources Department operates an Organizational Development

and Training division that offers “leadership training opportunities, the division also has courses

in many other areas of employee and organizational development” (organizational development

and training Intranet site).

Appraisal

The full-time training officer who worked with LVFR employees on educational opportunities

retired early in 2011. The position was not filled. Despite severe budget issues, the City has

continued to fund the tuition reimbursement program and provided leadership training

opportunities organized by the Human Resources department.

Plan

The Department will continue to assist and support employees who wish to develop personally

and professionally. LVFR will continue to assist employees with professional growth and

encourage employees to acquire degrees using available resources. Tuition reimbursement will

continue to be instrumental in encouraging employees to acquire formal education that benefits

promotional opportunities.

References

City of Las Vegas educational assistance policy

Organizational development and training Intranet site (available on site)

Supervisory development college course catalog

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 7E: Personnel Compensation

A system and practices for providing employee/member compensation are in place.

Summary:

The City of Las Vegas has negotiated compensation programs with the International Association

of Fire Fighters Local 1285 and Las Vegas City Employees Association (LVCEA) for the

compensation and benefit packages of all covered employees. Compensation and benefit

packages are also available for appointed employees who work on an “at will basis” and serve at

the pleasure of the City. Information regarding compensation is available to all employees

through the City’s Intranet site.

References

IAFF Local 1285 Supervisory contract; IAFF Local 1285 Non-supervisory contract

Las Vegas City employees’ association labor contract

Salary ranges – Inside CLV Intranet portal (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-36

CC 7E.1 Rates of pay and compensation are published

and available to all

employees/members.

Description

The salary ranges for Appointives; Classified Employees (Nonsupervisory); Classified

Employees (Supervisory); Fire Classified (Early Retirement); Fire Classified (Regular

Retirement); Fire Supervisory (Early Retirement); Fire Supervisory (Regular Retirement); and

Hourly employees are available on the City’s Intranet Portal and are current. Labor unit

agreements between the City and IAFF Local 1285 and City of Las Vegas Employees

Association also detail member pay and compensation. Both agreements are available

electronically through the City’s Intranet site and hard copies are available in the Human

Resources Department or the respective union office. Employee members of each bargaining

unit receive a copy of the appropriate agreement. Both contracts list all job classifications, salary

schedules, salary ranges, and effective dates.

Appraisal

Rates of pay and compensation have been published and all employees have been provided

access whether through electronic access or hard copies. The system has met the Department’s

needs.

Plan

The City will continue to publish and distribute all pay schedules, compensation, and terms of

the union contracts.

References

IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract

Las Vegas city employees’ association labor contract

Salary ranges – Inside CLV Intranet portal (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-37

7E.2 Member benefits are defined, published and communicated to

all employees/members.

Description

The City’s Intranet portal provides all City employees a list of benefits for which they may be

eligible. Upon hire, all new employees receive benefit information during Employee

Orientation. The IAFF Local 1285 and LVCEA contract agreements also detail member

benefits. Every employee member receives a copy of the applicable contract. The definitions of

all benefit information are readily accessible to employee/members to ensure labor relations

remain optimum.

Appraisal

Member benefits have been defined, published, and communicated by the City and department

through negotiated labor agreements. Documentation has been distributed to all employees and

bargaining unit members through electronic Intranet sources.

Plan

The City will continue to publish and distribute definitions of employee benefits and provide

employees immediate access through electronic means.

References

IAFF Local 1285 supervisory contract; IAFF Local 1285 non-supervisory contract

Las Vegas city employees’ association labor contract

Benefits/Insurance - Inside CLV Intranet portal (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-38

Criterion 7F: Occupational Health and Safety and Risk Management

Occupational health and safety and risk management programs are established and designed to

protect the organization and personnel from unnecessary injuries or losses from accidents or

liability.

Summary:

The Fire Department references the City of Las Vegas’ Human Resources Department’s Risk

Management program that manages three key areas: safety and loss control, Worker’s

Compensation, and insurance services. The purpose of the program is to protect the rights and

benefits of the injured worker and the organization. The Insurance Division of the Human

Resources Department tracks the number and types of reportable injuries and occupational

illnesses sustained by personnel via the Occupational Safety and Health Administration (OSHA)

300 Log. The Safety/Loss Control Officer maintains a consultative relationship with Fire

Department personnel. The Fire Department has in place policies, procedures, and programs that

provide for safety in the workplace: standard operating procedures; rules and regulations; courses

in bloodborne pathogens, and personal protective equipment annual assessments.

The City’s risk management loss program provides resources adequate for the Department’s

requirements. The Department will continue to work within citywide Risk Management

Program guidelines. In addition, the Department’s Safety Committee meets monthly to review

safety-related issues and makes recommendations to the Fire Chief.

References

City of Las Vegas risk management program

City of Las Vegas Safety/Loss Control manual

OSHA 300 Log

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-39

7F.1 A specific person or persons are assigned responsibility

for implementing the

occupational health and safety and risk management programs.

Description

The City of Las Vegas, through its Human Resources Department, assigns the responsibility for

implementing occupational health and safety and risk management programs to the manager of

the Risk, Compensation & Benefits services section. The Risk, Compensation & Benefits

services manager designs and administers the budget for risk management and oversees a variety

of self-funded insurance programs for the City and multiple local public agencies, to include

safety and loss control, compensation and benefits services, and workers’ compensation

programs. The safety/loss control officer is responsible for the occupational health and safety

program for the City, provides oversight and resources to other city departments, and answers to

the Risk, Compensation & Benefits services manager.

Appraisal

The city has designated specific person(s) with assigned responsibilities of oversight for

occupational health and safety and risk management programs. The Risk, Compensation &

Benefits services section has provided Las Vegas Fire & Rescue occupational health and safety

and risk management guidance and services, as required by City management.

Plan

The City of Las Vegas will continue to administer its occupational health and safety and risk

management programs through the Risk, Compensation & Benefits services section of its Human

Resources Department. Las Vegas Fire & Rescue will participate in programs as required.

References

City of Las Vegas Department of Human Resources organizational chart, 2011, page 3

City of Las Vegas Risk Management, Compensation & Benefits Intranet site (access available on

site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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7F.2 Procedures are established for reporting, evaluating, addressing, and communicating

workplace hazards as well as

unsafe/unhealthy conditions and work practices.

Description

Per standard operating procedure (SOP) 401.01 Safety procedures, Las Vegas Fire & Rescue

employees who recognize a workplace hazard report the issue through their chain of command.

Personnel who identify hazards or unsafe/healthy conditions can make a phone call to support

personnel for corrective action in fire department facilities or can submit a maintenance request

form through support services for non-critical issues. The Department uses its Safety Committee

to address and recommend changes to correct unsafe or unhealthy conditions or procedures. The

Committee disseminates safety updates for issues that need immediate attention or changes to

existing practices. The Deputy Chief of Business and Planning attends the City’s monthly Safety

Oversight Committee meeting to review unsafe or unhealthy conditions.

Appraisal

Due to Citywide budget difficulties, the LVFR’s Health and Safety Officer position was

eliminated in 2008, which increased the responsibility of crews to identify and communicate

issues. The Safety Oversight Committee, with a fire department representative, has met

monthly, discussed issues, and planned to prevent the future development of unsafe workplace

conditions.

Plan

The Department will continue to use the system of phone calls or maintenance request forms

submitted to support personnel and the City’s Safety Oversight Committee in order to report,

evaluate, address, and communicate hazards, or unsafe conditions.

References

Standard operating procedure 401.01 Safety procedures

Maintenance request form

Safety loss form

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-41

7F.3 The agency documents steps taken to implement risk reduction

and address identified

workplace hazards.

Description

Las Vegas Fire & Rescue’s Safety Committee assists in the detection and elimination of unsafe

working conditions and work practices. It meets monthly to discuss issues identified, on-going

agenda items, industry trends in training and practices, and plans for new programs. The

Committee makes recommendations to the Fire Chief on safety issues involving the Department

and/or its policies. The 400 series of the standard operating procedures address potential risks,

appropriate safety measures, and risk-avoidance.

Appraisal

The Safety Committee was established through contract negotiations and has recorded minutes

from all meetings. The Insurances Services Division has tracked and maintained the OSHA 300

Log for all City Departments regarding occupational injuries and illnesses of employees. This

information has been provided to Departments upon request. The Department’s SOP’s have

provided guidance regarding risk reduction.

Plan

The Department will continue to use available information and resources for detection and

prevention of workplace hazards received by support services and the safety committee. The

Department and Safety Oversight Committee will emphasize safety throughout the department,

strive to develop any new system that ensures safe working conditions, and take actions

necessary to minimize workplace hazards.

References

Safety Oversight Committee recommendations and minutes

LVFR standard operating procedures 400 Series – Safety procedures (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-42

7F.4 Procedures are established and communicated specific to minimizing occupational

exposure to communicable diseases

or chemicals.

Description

The Department communicates with employees through classroom and/or online web-based

training, electronic mail, policy and procedures documents, safety committee minutes, and wide

distribution of periodicals and advisories issued by various governmental or private agencies.

LVFR encourages employees to assist in maintaining a safe work environment using the chain of

command as referenced in SOP 401.01 Safety Procedures.

Appraisal

Current communication procedures have met the Department’s needs. All suppression personnel

have completed Bloodborne Pathogens/Communicable Disease training annually. The

Department’s clinic has provided a preventive immunization program to all personnel, which has

included annual flu vaccines, the Hepatitis series, and a variety of other available shots.

Plan

The Department will continue to communicate occupational health and safety matters to

employees and continue to provide yearly training and immunizations.

References

9th Brain training courses

Standard operating procedure 401.01 Safety procedures

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-43

CC 7F.5 An occupational health and safety training program is established

and

designed to instruct the workforce in general safe work practices, from point of initial

employment through each job assignment and/or whenever new substances, new processes,

procedures, or equipment are introduced. It provides specific instructions on operations

and hazards specific to the agency.

Description

Safety training is an integral part of initial training for manipulative skills used during the

Recruit Academy. Incumbent personnel receive annual safety training through Ninth Brain Suite

courses and Training Center classroom offerings. Topics include basic skills, personal protective

equipment, fit testing and respirator use, confined space operations, hearing conservation, hazard

communications, infectious disease control, and training specific to the member’s duty. In

addition, when the Department implements new equipment or procedures, it conducts training

for appropriate personnel. The Department follows the same process if new hazards, such as

chemicals, are introduced to a workplace.

Appraisal

The Department has provided OSHA mandated courses annually to suppression and/or other

identified personnel and tracked participation through training records. Through training, the

Department has advised employees of associated risks and safety concerns of exposure to

hazardous chemicals.

Plan

The Department will continue to provide a safe and healthy work environment for its members.

Through communication and continuous training in workplace hazards, Department employees

and supervisors will continue to be informed of workplace dangers.

References

City of Las Vegas Safety, Loss Control, and Risk Management manual #87-2

LVFR OSHA mandated training report

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-44

7F.6 The agency uses near miss reporting to elevate the level of situational awareness in an

effort to teach and share lessons learned

from events that, except for a fortunate break in the

chain of events, could have resulted in a fatality, injury or property damage.

Description

Las Vegas Fire & Rescue’s Safety Committee reviews near miss incidents and makes

recommendations for corrective measures, policies and procedures, and training in the form of a

Greensheet (After Action Report).

Appraisal

The Department has conducted training using Greensheets from both LVFR and other agencies.

Greensheets have been published on the Department’s Training Center SharePoint site.

Plan

The Department will continue to use the current system of review and documentation for near

miss incidents. LVFR plans to incorporate lessons learned into the Officer Development

Program.

References

Greensheet – Decatur fire LVFR

Training Center greensheet library (available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-45

7F.7 A process is in place to investigate and document accidents, injuries, legal actions, etc.,

which is supported by the agency’s information management system.

Description

The Insurance Services Division of Human Resources, Workman’s Compensation Department

monitors accidents and lost time injuries. This is accomplished from the information filed by

various City departments, including LVFR, and maintained in the OSHA 300 logs.

Appraisal

The system for tracking accidents has been accomplished by the City’s Insurance Service

Division and has met the Department’s needs.

Plan

The Department will continue to use the City’s Insurance Service Division as a resource for

documenting accidents and injuries.

References

OSHA 300 Log

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-46

Criterion 7G: Wellness/Fitness Programs

The agency has a wellness/fitness program for recruit and incumbent personnel and provisions

for noncompliance by employees/members are written and communicated.

Summary:

Las Vegas Fire & Rescue hosts a progressive wellness/fitness program for recruits and

incumbent personnel. LVFR operates a medical clinic staffed with a full-time physician and

full-time medical assistant. The Department also employed a full-time Critical Incident Stress

Manager until her retirement early in 2011. Due to financial constraints this position has not been

filled. Presently Health and Wellness Clinic staff (Physician and medical assistant)

and administrative/supervisory LVFR personnel serve in this role

Each LVFR fire station has a dedicated workout area containing a complement of standardized

physical fitness equipment. Personnel are encouraged to possess local gym memberships and are

allowed to attend those gyms on-duty as long as the facility is in their first-in area and use of

these facilities would incur no delay in emergency response. Equipment, fitness programs, and

general wellness activities are planned and discussed at Health and Wellness Committee

meetings. This labor/management committee also manages a peer fitness program that provides

ready access to trained peer fitness instructors (PFTs) on every shift. The City of Las Vegas

contracts with a company that supplies a Professional Fitness Trainer who is dedicated to LVFR

and its personnel.

The medical examination new and incumbent personnel receive meets or exceeds NFPA 1582,

Evaluation of Members, 2007 edition guidelines and is the foundation of the Department’s

wellness and fitness program. Employees receive a physical fitness prescription (and guidance

on means to achieve prescribed goals) at the conclusion of their required annual clinic visit. The

required physical examination and associated testing (x-rays and lab work) is provided at no cost

to the employee. Standard operating procedure 100.04 Medical Standards details employee

responsibilities and implications for non-compliance with the annual physical examination

process.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-47

References

NFPA 1582 Standard on comprehensive occupational medical program for fire departments,

2007 edition; evaluation of members section

Standard operating procedure 100.04 Medical standards

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-48

CC 7G.1 The agency provides for initial, regular, and rehabilitative medical and

physical fitness evaluations

.

Description

Las Vegas Fire & Rescue maintains a medical clinic with a full-time medical assistant and full-

time medical physician. The medical clinic provides a pre-hire physical to all recruits,

mandatory annual physicals to all suppression personnel, and non-mandatory annual physicals

for fire prevention and fire dispatch employees, per the negotiated International Association of

Firefighters (IAFF) local 1285 non-supervisory contracts.

Appraisal

In fiscal year 2011, the medical clinic provided 465 annual medical/physical exams for LVFR

employees. The clinic’s previously employed registered nurse resigned unexpectedly in October

of 2010 so physicals were contracted out to a third party until a new medical assistant was

available to the clinic (February 2011). From late January through July 2011, 128 firefighters

were seen by a third party provider. This shift in procedure created difficulties with scheduling

and third-party provider availability that resulted in a number physicals that occurred outside the

30-day window plus or minus the employees’ birthdates, as proscribed in the labor agreements.

The re-opening of the clinic resolved this issue.

Plan

The Department will continue to provide medical examinations for its personnel through the

restaffed medical clinic.

References

IAFF Local 1285 Non-supervisory agreement

Health & Wellness program Performance Plus data for FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-49

7G.2 The agency provides personnel with access to fitness facilities and equipment as well as

exercise instruction.

Description

The Department maintains exercise equipment areas in all fire stations and allows suppression

personnel at least 1 hour of physical fitness training time per shift. If the daily schedule allows,

suppression personnel can participate in ball sports. The Department encourages suppression

personnel to attend fitness centers in their response area, as long as response times are not

affected negatively. The Department certifies peer fitness instructors who are available to

answer fitness questions or provide exercise instruction for any LVFR employee. The City of

Las Vegas, through a third-party contract (Wellness Coaches USA), employs professional fitness

trainers, one of whom works directly with LVFR and all its personnel.

Appraisal

LVFR has provided personnel access to fitness facilities and equipment, encouraged physical

fitness activities, and provided access to exercise instruction. Through its Health and Wellness

Committee, the department developed a standard list of equipment for every station that resolved

injury concerns related to certain exercises and the potential of poorly maintained equipment.

During the summer of 2011, the wellness coach assigned to the fire department moved into an

office space in central fire administration in order to be more accessible to department personnel.

Plan

The Department will continue to provide access to fitness facilities and equipment, but economic

pressures may affect its ability to maintain and replace equipment in the future. The Department

will also monitor costs related to on-duty exercise injuries, which may influence the fitness

opportunities it provides. It will continue to encourage personnel to be peer fitness trainers and

to use the services offered by Wellness Coaches USA.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-50

References

Peer fitness instructor list

Wellness Coaches USA (full access available on site)

Standard list of exercise equipment

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-51

7G.3 The agency provides wellness/fitness education to all employees/members.

Description

Part of the consultation with the Department physician during annual physicals includes wellness

and fitness education. The Department has certified peer fitness instructors available to the

members while on duty. In a prominent area of each fire station and central administration is a

health and wellness information board to display fitness initiatives or share general wellness

information. The City of Las Vegas through a third-party contract (Wellness Coaches USA)

employs professional fitness trainers, one of whom is available specifically for LVFR and all its

personnel.

Appraisal

The percent of suppression personnel at risk of heart attack while on duty has decreased from

22.57% at the end of FY2009 to 10.36% at the end of FY2011. The largest percentage increase

in overall fitness has been in VO2 maximum performance. This has been attributed to the

agency’s attention and emphasis through the medical clinic to aerobic conditioning and its

benefit(s) to firefighters on the fireground.

Plan

The LVFR medical clinic will continue to provide quality physical exams as the cornerstone of

the health and wellness program. Continued support by the administration of on-duty physical

fitness programs is essential to the Department’s overall health. The Medical Clinic and Health

and Wellness Committee will continue to provide educational information on maintenance and

improvement of physical and emotional wellness.

During FY2012, the Health and Wellness Committee will be designing a quarterly “Fitness”

newsletter to address and discuss various health and wellness issues including areas to improve

and means to achieve improvement(s).

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-52

References

Peer fitness instructor list

Health & Wellness program Performance Plus data for FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-53

7G.4 The agency provides an employee/member assistance program

with timely access to

critical incident stress debriefing and behavioral counseling resources.

Description

The City of Las Vegas contracts with an employee/member assistance program (Mines and

Associates) that provides behavioral counseling resources. This program offers 24-hour access

for employees. Informational resources are available to all city employees via the Intranet. Las

Vegas Fire & Rescues’ medical clinic and administrative/supervisory are available as counseling

resources since the retirement of the full-time critical incident stress manager (CISM) early in

2011. As of fiscal year 2012, the department is researching a professional services contract and

the possibility of sharing costs with other city departments.

Appraisal

The retirement of the full-time CISM has affected the mental and psychological health of LVFR,

as the person was respected and trusted by suppression personnel. CISM has been added to the

responsibilities of medical clinic staff who have provided referrals to contracted services based

on interaction with employees. The City and department increased access for personnel to Mines

and Associates counseling referral services and in early 2011 provided volunteers office space in

Central Fire Administration to help fill the void created by the CISM retirement.

Plan

The department will seek to fill the crisis intervention stress manager position when funding is

available. Until then medical clinic personnel will be involved in handling CISM issues. The

Department will continue to make information regarding the City’s employee/member assistance

program (Mines) available to personnel.

References

Minds & Associates brochure

Employee Assistance Program (found on Wellness Coaches Corner Intranet page full access

available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-54

CC 7G.5 Current policies and standard operating procedures or general guidelines

are in place

to direct the wellness/fitness programs.

Description

The Department uses NFPA 1582 Standard on comprehensive occupational medical program for

fire departments, 2007 edition, and 1583 Standard on health-related fitness programs for fire

department members, 2008 edition, as guidelines to direct its wellness/fitness program. These

standards provide guidance on roles and responsibilities (NFPA 1582 chapter 4), annual

occupational fitness (NFPA 1582 chapter 8), essential job tasks – specific evaluation of medical

conditions in members (NFPA 1582 chapter 9), health and fitness coordinators and peer fitness

trainers (NFPA 1583 chapter 5), fitness assessment (NFPA 1583 chapter 6), and exercise and

fitness training program (NFPA 1583 chapter 7). Standard Operating Procedure SOP 100.04

Medical Standards details compliance with the annual physical exam requirements and the

negotiated labor agreement with firefighter's union Local 1285 ensures the annual physical for

incumbents meets NFPA 1582 Standard on comprehensive occupational medical program for

fire departments, 2007 edition requirements.

Appraisal

Las Vegas Fire & Rescue implemented polices that have guided its health and wellness program.

National standards (NFPA 1582 and 1583) served as the foundation of policy, as well as

consultation with full-time medical clinic staff. SOP 100.04 has been negotiated with and

ratified by the firefighter’s union.

Plan

The Department will continue to monitor the wellness/fitness program and modify it if deemed

necessary.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-55

References

NFPA 1582 Standard on comprehensive occupational medical program for fire departments,

2007 edition; evaluation of members section

NFPA 1583 Standard on health-related fitness programs for fire department members, 2008

edition

Standard operating procedure100.04 Medical standards

IAFF Local 1285 non-supervisory agreement

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-56

7G.6 The agency’s information system allows for documentation and analysis of the

wellness/fitness programs

.

Description

Las Vegas Fire & Rescue’s Health & Wellness program, through its medical clinic, measures

and tracks biometric data such as height, weight, age, blood pressure, overall fitness, cholesterol

level, triglyceride level, glucose, and body fat in order to identify adverse health trends and to

evaluate effectiveness of the program. Health & Wellness Program medical staff document and

maintain this data using Microsoft Excel and report statistics to the Deputy Chief of Medical

Services or the equivalent for evaluation.

Appraisal

Medical staff have used data maintained in computer programs and analyzed it to report

performance of the wellness program. Patient related data has been entered into the Performance

Plus application for reporting purposes.

Plan

Health & Wellness Program medical personnel will continue to evaluate the information it

compiles as part of the wellness/fitness program. Personnel will evaluate information systems

available to document wellness information. If deemed necessary, the Department will

implement changes.

References

Health & Wellness program Performance Plus data for FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

7-57

7G.7 An appraisal is conducted, at least annually, to determine the effectiveness of the

wellness/fitness programs.

Description

Health & Wellness Program personnel track data on the services they provide Department

personnel. They report this information to the Deputy Chief over medical services or the

equivalent at least quarterly as part of the Performance Plus strategic business planning process,

or upon request. The program is responsible for tracking two significant performance measures:

1) the percent of suppression employees at high-risk of heart attack while performing job duties;

and 2) the percent of those identified as high-risk in their last physical who improve their

condition.

Appraisal

Based on program performance measured and reported regularly, the Health & Wellness

program has been determined to be effective. In FY2011, the medical clinic physician and staff

administered 228 influenza vaccines to agency personnel. 465 personnel received annual

physicals through the clinic and 128 through a third party provider. For FY2011, 10.36% of

personnel seen were considered to be at high risk of cardiovascular disease compared to 15.26%

in FY 2010. Out of the 465 firefighters assessed in FY2011, 19.3% showed improvement.

Although lower than FY2011, fewer high-risk firefighters showed improvement in 2011.

Plan

The Department will continue to use the Performance Plus strategic business planning process to

appraise the performance of the Health & Wellness Program. Performance measures will be

modified as determined necessary to ensure the effectiveness of provided services.

References

Health & Wellness program Performance Plus data for FY2010 and FY2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-1

Category VIII: Training and Competency Training and educational resource programs express the philosophy of the organization they

serve and are central to its mission. Learning resources should include a library, other

collections of materials that support teaching and learning, instructional methodologies and

technologies, support services, distribution and maintenance systems for equipment and

materials, instructional information systems, such as computers and software,

telecommunications, other audio visual media, and the facilities to utilize such equipment and

services.

Central to success of the training and educational process is a learning resources organizational

structure and a technically proficient support staff. The training staff should provide services

that encourage and stimulate competency, innovation, and increased effectiveness. The agency

or system should provide those learning resources necessary to support quality training. The

agency should depict their approach to recognized state/provincial and national fire service

professional standards programs within their written responses to the performance indicators in

this section as adherence to those programs will be considered as prima facie compliance with

the intent of this section.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-2

Criterion 8A: Training and Education Program Requirements

A training and education program is established to support the agency’s needs.

Summary:

Training is based on Las Vegas Fire & Rescue’s organizational needs as identified through

published national, state, and local training standards, the Safety Committee, and personnel

recommendations. A standing Training Division develops the master training plan for the

Department. Training includes certification, recertification, new skills, and refresher classes,

provided both face-to-face and through online resources.

The Department’s training program meets all legal requirements and is consistent with the

LVFR’s mission. The Training Division provides two command-training paths, but no formal

staff development program.

References

NFPA 1001 Standard for fire fighter professional qualifications

NFPA 1002 Standard for fire apparatus driver/operator professional qualifications

NFPA 1451 Standard for a fire service vehicle operations training program

Southern Nevada Health District EMS regulations

Strategies and Tactics manual (ODP curriculum)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-3

CC 8A.1 The organization has a process in place to identify training needs

, which

identifies the tasks, activities, knowledge, skills, and abilities required to deal with

anticipated emergency conditions.

Description

Las Vegas Fire & Rescue references minimum training schedules using the competencies set

forth in National Fire Protection Association (NFPA) standards NFPA 1001 and 1002 for its core

competencies in its firefighter/trainee program (recruit academy). The Department identifies

engineer and fire apparatus operational training needs using NFPA 1002, 1041, and 1451. NFPA

Standards and NIMS-ICS Curriculum (ICS 100, 200, 300, 400, 700, and 800) are the basis for

the Officer Development Program. The Southern Nevada Health District mandates a two-year

Emergency Medical Service (EMS) re-certification process that evaluates skills and identifies

deficiencies. Beyond state and national standards, the Department considers training needs from

a variety of sources including Safety Committee recommendations, regional committees,

Insurance Services Office (ISO) guidelines, and direct feedback from suppression personnel.

Appraisal

Use of NFPA standards by training center personnel have provided LVFR an process to identify

training needs that have been accepted as industry practices. Based on ISO’s 2008 site visit,

LVFR received full credit (1.00 out of 1.00) for training drills administered to suppression

personnel.

Plan

The Department will continue to provide training based on state and local requirements and will

consider recommendations from personnel and or outside agencies. It will continue to reference

ISO drill training requirements to ensure full credit is received in future audits.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-4

References

NFPA 1001 Standard for Fire Fighter Professional Qualifications

NFPA 1002 Standard for Fire Apparatus Driver/Operator Professional Qualifications

NFPA 1451 Standard for a Fire Service Vehicle Operations Training Program

Southern Nevada Health District EMS regulations

ISO Notification final report, 2011, page 25 (.pdf page 27)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-5

8A.2 The training program is consistent with the agency’s mission

statement and published

goals and objectives, and meets the agency’s needs.

Description

Las Vegas Fire & Rescue’s training program is consistent with its mission “to provide fire,

medical, and other emergency response and prevention services to residents, businesses, and

visitors so they can benefit from a safer community,” which is published on page 1 of the

strategic business plan. The Department bases training on the organizational needs and

adherence to published national training standards (National Fire Protection Association) and

other state and local regulations such as the Southern Nevada Health District’s EMS Regulations.

The Department’s training program ensures employees have the skills necessary to support the

performance expectations outlined on page 16 of the FY2012 Strategic Business Plan.

Appraisal

Training has been based on the Department’s organizational priorities reflected in its mission

statement. Firefighting, emergency medical, special response, and prevention services training

has been provided to appropriate personnel. The Department has ensured its ability to meet

agency needs by adhering to national training standards, state and/or local regulations, and

implementation of staff recommendations.

Plan

The Department will continue to provide training that is consistent with its mission to provide

response and prevention services to the community. The Department will revise training

materials as needed to remain consistent with goals and objectives and/or accepted industry

standards.

References

National Fire Protection Association Standards Library (available on site in Fire Prevention)

Southern Nevada Health District EMS regulations

Las Vegas Fire & Rescue strategic business plan FY2012, page 16

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8A.3 The training program is consistent with legal requirements

for performing mandatory

training.

Description

Las Vegas Fire & Rescue’s Training Division complies with the following laws and regulations:

Superfund Amendments and Reauthorization Act of 1986, Title III (SARA Title III); Southern

Nevada Health District (SNHD) Emergency Medical Services; Nevada Revised Statute (NRS)

618 Occupational Safety and Health, Department of Motor Vehicle (DMV), and U.S.

Department of Labor Occupational Safety and Health Administration (OSHA) 1910.

Appraisal

The legal requirements for mandatory training have been met by the Department’s current

training program.

Plan

The Department will continue to adhere to legal requirements in providing training. It will

update, modify, and develop policies and procedures as needed to ensure compliance.

References

Southern Nevada Health District EMS regulations

Superfund Amendments and Reauthorization Act of 1986, Title III regulations, Sec. 11005a

NRS 618 Occupational safety and health

Nevada Department of Motor Vehicle regulations

U.S. Department of Labor, Occupational Safety, and Health Administration (OSHA) Regulation

1910

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8A.4 The agency has identified minimum levels of training

required for all positions in the

organization.

Description

City of Las Vegas job descriptions identify many of the minimum levels of training Department

personnel must obtain for employment and typically include national or state certifications. The

Department identifies minimum training levels for incumbent personnel using national, state, or

local requirements such as those from the National Fire Protection Association (NFPA)

standards, the Nevada fire service professional qualifications, and the regional health district to

sustain the certification levels and competencies of its employees. Fire training officers identify

other minimum training needs by considering industry best practices and jurisdictional demands.

Appraisal

LVFR established its continued education and recertification EMT Basic, Intermediate, and

Paramedic programs based on Southern Nevada Health District (SNHD) requirements 300.100 –

300.327. The cycle has been completed bi-annually, as required. After completion of the fire

recruit academy curriculum, fire suppression personnel have been certified by the State of

Nevada Fire Marshal’s Division as Firefighter II. Fire Prevention personnel have been provided

and maintained certification from the State of Nevada. In 2011, LVFR launched a two-year

training plan that defined the minimum levels of training required for each fire suppression job

classification based on the operational best practices outlined in the Strategies and Tactics

manual. Hazardous materials and technical rescue technicians have received training necessary

to obtain required certification. Communication personnel have been provided training and

maintained Emergency Medical Dispatch certification.

Plan

The Department will continue to develop its two-year training plan to ensure currency and

validity to the operational needs of the department. The Department will continue to provide

training that supports the required recertification process for all personnel.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

Southern Nevada Health District EMS Regulations 300.100 – 300.327

Two-year training plan SharePoint site (curriculum available on site)

Nevada fire service professional qualifications

State of NV firefighter II candidate manipulative skills manual

NFPA 1061 Standard for professional qualifications for public safety telecommunicator

NAED Emergency Medical Dispatch Course Curriculum (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8A.5 A command and staff development program is in place

.

Description

Las Vegas Fire & Rescue (LVFR) offers two command programs – Officer Development and

Incident Management Team training. The Department also provides personnel support to further

their individual formal educational goals and objectives through the Las Vegas Fire College.

The IMT training and formal education programs are open to all levels of personnel in all

divisions who wish to participate. The City of Las Vegas offers tuition reimbursement to all City

employees seeking formal educational.

Appraisal

The Department implemented its Officer Development Department training program in 2009

with the intent that all captains will have completed initial training by 2011. IMT training has

been offered since 2008 and attended by personnel from several divisions (operations,

communications, prevention, and administration).

Plan

The LVFR Training and Executive staff will continue to provide command and staff

development training as needed. The Department’s goal will be to expand training when and if

resources are available.

References

Strategies and Tactics manual (Officer Development Program)

NIMS-ICS: Type III incident management teams / FEMA

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 8B: Training and Education Program Performance

Training and education programs are provided to support the agency’s needs.

Summary:

Las Vegas Fire & Rescue’s recruit academy is a 20-week curriculum for firefighter trainees.

This academy prepares the employee for the Nevada State Fire Marshal’s Firefighter I and

Firefighter II tests. The academy prepares the students to pass Clark County’s certification and

protocol exams for Emergency Medical Technician I. Continuing education and training for

firefighting, EMS, and special operations is provided through multiple programs in the classroom

and online that provide practical drills, introduce new techniques, and review and reinforce skills

and information. The Las Vegas Fire & Rescue Training Division operates using a two-year

master training plan that provides training related to national, state, and/or local standards,

industry best practices, and specific Departmental requirements.

References

LVFR recruit academy evaluation forms (full curriculum and materials available on site)

Two-year training plan SharePoint site (curriculum available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8B.1 A process is in place to ensure that personnel are appropriately trained.

Description

The City of Las Vegas’ Human Resources Department identifies minimum job requirements to

be eligible for employment in each Fire Department position. The Training Center coordinates

the appropriate training for incumbent suppression personnel through the two year training plan,

which includes single-company, multi-company drills, and the Officer Development Program.

The Department maintains training records for each individual through an electronic web-based

tracking tool (Ninth Brain Suite [9th Brain]).

Appraisal

The City’s hiring process has ensured that new employees have met job-specific entry-level

training requirements. The public has been provided access to all job descriptions through the

City’s Intranet website. Las Vegas Fire & Rescue has required each suppression person attend

requisite training classes and drills. The Department transitioned from FireRMS to 9th Brain for

better tracking and delivery of training. The suppression captains and/or battalion chiefs have

conducted in-station or field training that has met Department training requirements.

Plan

The Department will continue to use the City job descriptions and hiring process to ensure

training levels of new employees. The Department will continue to evaluate job performance

and training needs of personnel. The Training Division will develop improvements for both

tracking and accountability issues, as they pertain to individual, company level training.

References

List of LVFR city job descriptions (all City job descriptions available online)

LVFR recruit academy evaluation forms

Two-year training plan SharePoint site (curriculum available on site)

Las Vegas Fire & Rescue master training center calendar

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8B.2 The agency provides both short and long-range training

schedules.

Description

The Assistant Chief of Training develops both short- and long-range department training

schedules. The one-year fire training calendar lists the training schedule for department

personnel. The calendar is electronic and open for view to all department members.

Appraisal

The Las Vegas Fire & Rescue has provided short- and long-term training schedule for monthly

EMS, fire update, hazardous material, and technical rescue classes and drills. In 2011, the

Department completed and launched its two-year training plan. The Department implemented

Ninth Brain Suite (9th Brain) and used it provide web-based training. Department personnel were

provided a training account on the 9th Brain platform.

Plan

The department will continue to develop short- and long-range training schedules. The

department will continue current planning schedules and examine opportunities for process and

component improvement.

References

Las Vegas Fire & Rescue master training center calendar

Two-year training plan SharePoint site (curriculum available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8B.3 The agency has a process for developing performance-based measurements.

Description

The Fire Training Division uses performance-based evaluation forms for each basic skill in the

Recruit Academy. These evaluation forms reflect relevant NFPA (1001; 1002; 1021; and 1041)

and Departmental standards and expectations. Incumbent training is quantitative only and does

not reflect a qualitative performance evaluation.

Appraisal

The Training Division has used performance-based training measurements established by the

State of Nevada Fire Marshall for Firefighter I and II to evaluate the knowledge and skills of new

recruits. Labor and Management have discussed the implementation of performance-based

evaluations for incumbent personnel, but have not reached consensus on an acceptable process.

Plan

The department’s Training Division will continue to provide ongoing training needs assessment

through the personnel feedback, lessons learned, and “after action reporting.” Focus will be on

improvement points for basic skills, driver training, and officer development. Both professional

and personal development plans, and documentation of those plans, are needed for each rank and

employee. The Department will continue its efforts to implement a performance-based

evaluation process.

References

NFPA Standards: 1001; 1002; 1021; and 1041

LVFR recruit academy evaluation forms

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 8B.4 The agency provides for evaluation of individual, company, or crew, and

multi-company or crew performance through performance-based measurements.

Description

As part of the two-year training plan, the battalion chiefs and captains conduct individual,

company, or crew evaluations during training sessions and single and multiple company drills.

The department conducts drills to ensure suppression personnel are up-to-date on expectations

put forth in the Department’s Strategies and Tactics manual that conform to Valley-wide

operational performance expectations and to ensure it can meet training expectations for the

Insurance Services Office (ISO) Public Protection Classification (PPC) program. Evaluation is

quantitative only and does not reflect a qualitative performance. Evaluations ensure that

personnel perform objectives for each type of training and/or drill.

Appraisal

In 2008, LVFR completed an ISO Public Protection Classification Program survey and

underwent a full site visit, which included the assessment of suppression personnel training

records for multi-, night-, and half-day drills. In 2010, the Department received notification that

it achieved a score of 8.19 out of 9.00 possible points (91% performance) for training (Public

Protection Summary Report pages 24-29). Majority of the credit lost in this area resulted from

the department’s inability personnel-wise to perform “pre-fire planning inspections of each

commercial, industrial, institutional, and other similar type building” twice per year (page 28).

Plan

The Department’s Training Division will continue to provide ongoing training needs assessment

through the personnel feedback, lessons learned, and after action reporting. Focus will be on

improvement points for basic skills, driver training, and officer development. Both professional

and personal development plans, and documentation of those plans, are needed for each rank and

employee. The Department will continue its efforts to implement a performance-based

evaluation process.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

Two-year training plan SharePoint site (curriculum available on site)

Strategies and Tactics manual

ISO Notification final report, 2011, page 25

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8B.5 The agency maintains individual/member training records

.

Description

Las Vegas Fire & Rescue Training Division maintains individual/member training records with

the Ninth Brain Suite (9th Brain) Records Management and web-based system. The FireRMS

system retains historic training records. Training Center staff and course instructors, enter

course data. The 9th Brain program can compile a report of total monthly training hours by each

Company Officer for review by his/her Battalion Chief and Training Division; to verify

expectations are being met. A report can be done based on any of the “filtered” fields to ensure

compliance and completion.

Appraisal

In 2009, the Department transitioned to the Ninth Brain Suite (9th Brain) application for

maintaining training records and away from FireRMS (Zoll). The new system allowed for more

detailed information such as categories, courses, duration of class, manipulative application,

instructor(s), companies, and individuals involved, location, and NFPA standards and EMS

credit to be recorded and maintained. The system has tracked needed information, but needs to

be furthered refined to indicate those not attending training.

Plan

The Training Division and IT will continue to maintain the records of Department

individuals/members. Both will work together to create the necessary tools to ensure proper and

adequate tracking and accountability at all times.

References

Example 9th Brain report / FireRMS training records

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 8C: Training and Education Resources

Training and education resources, printed and non-printed library materials, media equipment,

facilities, and staff are available in sufficient quantity, relevancy, diversity, and are current.

Summary:

The Training Division possesses and makes training materials (magazines, VHS, DVDs,

newsletters, training manuals, PowerPoint presentations, and web-based programs) available in a

variety of formats and platforms. The Department maintains training materials through

subscriptions, affiliations, and memberships to professional training organizations. Fire service

computers are configured to receive web-based instruction and training.

Las Vegas Fire & Rescue uses adjuncts and Department personnel to educate employees. LVFR

collaborates with governmental and private agencies as training resources. Fire-related training

equipment is sufficient for academy classes smaller than 20. The EMS Division has an EMS

educator who coordinates and provides medical training.

The training facility is located poorly and limited in size and layout to meet future and outdoor

training needs. Current training facilities have reached maximum capacity based on the number

of personnel and sizes of training groups. A larger, centrally located facility would decrease

travel time and supplement classroom space. Hybrid types of training must be developed so that

training can be de-centralized to the field and other locations.

Since 2007, training staff decreased by approximately 67% due to budgetary constraints and

reductions in force throughout the City. LVFR developed a two-year training plan that uses

alternative methods of delivering training, such as online or via company officers in the fire

stations and off-site from the training center to support departmental training needs.

References

Training center floor plan and aerial map

Eliminated and vacant training center positions

Two-year training plan SharePoint site (curriculum available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 8C.1 Available training facilities and apparatus are provided to support the

training needs of the agency.

Description

The Fire Training Center is a 13,578 square foot administrative and educational facility on 6.94

acres near the eastern boarder of Las Vegas. The facility has one 30-seat classroom and a 60-

seat auditorium that can be divided into two classrooms. Each has electronic media to assist the

instructor with delivering educational materials. The drill grounds consist of a 5-story burn

tower (Class A rated) with an attached 6-story enclosed stairwell, a single story smoke and burn

building, a flashover training container a confined space prop, two vertical ventilation roof props,

2-rail cars, and an auto extrication area. Due to limited storage space, the Emergency Medical

Division maintains dedicated training rooms and storage in the Fire Administration building as

well as the training center. Each specialty area coordinates training and drills with local utility

companies or private industry to accommodate needs. The Training Center has four dedicated

fire engines and has access to reserve rescues.

Appraisal

The training facility and dedicated apparatus have supported the training needs of the department

and allowed for completion of Firefighter Recruit Academies, monthly classroom, and fire

ground training. In 2009, the burn tower and single story live burn prop were refurbished and

remodeled. Required driver/operator and engineer training have been provided off-site.

Sometimes staff have been challenged to schedule training due to limited classrooms. Classes

have been adjusted accordingly or postponed. Technical Rescue and Hazardous Materials props

and aides have been improved, but need more improvement.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-19

Plan

The Department will seek to create and deliver more training on a web-based platform and off-

site locations from the training center that will allow for quicker and further development of

what is needed to reduce travel time to the training facility. Specialized training will continue to

coordinate training site needs with established facilities and community contacts.

References

Vehicle list, 2011

Training center floor plan and aerial map

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8C.2 Instructional personnel are available

to meet the needs of the agency.

Description

Las Vegas Fire & Rescue uses the following emergency and medical services personnel to

provide instruction and/or instructional oversight that meet the needs of the agency: one

assistant chief of training; three fire training officers; one EMS educator; nine battalion chiefs;

and ninety-three fire captains. The Training Division uses outside contract instructors and City

of Las Vegas personnel to supplement instructional needs. The general areas of training include

fire ground and overall incident management, basic skills, emergency responses,

WMD/terrorism, emergency medical services, technical rescue, hazardous materials, driver

training, company officer development, engineer training, 9th Brain on-line web based program;

for incumbent personnel, recruit academies, and mandated training.

Appraisal

The Training Division has been short-staffed since 2008 due to budgetary constraints, which led

to the development and implementation of the two-year training plan that increased the

participation of battalion chiefs and fire captains in the training process. In 2011, the

Department reassigned a person to assist in development and oversight of the web based training

program, 9th Brain. The EMS educator has met needs; however, management and coordination

has been challenging for one person to manage.

Plan

The Department will continue to monitor future needs for instructional personnel and continue to

strive for excellence in spite of budgetary constraints and reductions in forces.

References

LVFR organizational chart, 2011, pages 3 and 5

Two-year training plan SharePoint site (curriculum available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8C.3 Instructional materials are current, support the training program, and are easily accessible.

Description

Las Vegas Fire & Rescue’s Training Division uses nationally accepted/recognized training

manuals and curricula. The Training Division has industry VHS, DVD, and periodicals at the

Training Center for member checkout. Fire stations and the Training Center receive monthly

Fire and EMS publications. International Fire Service Training Association (IFSTA) and other

industry manuals are available at the Training Center. Training programs, classes, and monthly

training curricula use up-to-date instructional information and best practices. Special Operations

Manuals are available at fire station 44 for technical rescue personnel and fire station 3 for

HazMat personnel. The EMS Division has manuals and electronic media available from the

EMS Educator. Departmental SOPs and Southern Nevada Health District protocols and

regulations are available electronically for instruction regarding medical procedures and tasks.

Appraisal

Training materials have been adequate and have met the Department’s needs to date. The

Department has provided personnel access to electronic material through a SharePoint site and

hard copies have been available at the Training Center. An Advanced Driver Training

curriculum was developed and implemented in 2009.

Plan

The Training Division is planning to increase the electronic development and delivery of training

materials.

References

Advanced drivers training manual

Technical rescue training overview (full Manuals and Curriculum available on site)

Hazardous materials technician training plan (full Manuals and Curriculum available on site)

Emergency medical services training plan (full Manuals and Curriculum available on site)

Southern Nevada Health District Protocol Manual

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8C.4 Apparatus and equipment utilized for training are properly maintained

in accordance with

the agency’s operational procedures, and are readily accessible to trainers and employees.

Description

Training apparatus and equipment are housed both onsite and at the Support Services Building.

Support Services or contracted companies perform apparatus and equipment maintenance.

Apparatus and equipment are accessible to trainers and employees. Department personnel

maintain inventories and order Special Operations (technical rescue and hazardous material)

equipment. Equipment is available to trainers and employees through this process. The EMS

Division maintains emergency medical equipment. This equipment is accessible to trainers and

employees through division educators or field coordinators.

Appraisal

Training equipment and apparatus have been maintained appropriately by department personnel

or contracted vendors. Equipment has been made accessible to trainers and when needed, to

employees.

Plan

The Department will continue to maintain equipment and make it available for use by the

Training Center staff and employees.

References

Training center equipment work order

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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8C.5 The agency maintains a current inventory of all training equipment and resources.

Description

Las Vegas Fire & Rescue maintains a variety of fire and medical training equipment at its

Training Center and Administration building. Equipment includes, but is not limited to props,

hand tools, computer simulations (both fire and medical); web-based training courses, and

assorted periodicals. The Emergency Medical Division controls its inventory and resources with

a paper check-in/check-out system.

Appraisal

Between 2008 and 2009, the Training Center did not have dedicated administrative support staff

and many inventory procedures have not been maintained since. Those that were in place were

antiquated and less than reliable.

Plan

By the end of fiscal year 2012, Las Vegas Fire & Rescue will identify a more effective method

of inventory control for the entire training facility similar to the daily/weekly inventory used for

apparatus.

References

Training equipment inventory

EMS equipment checkout

Equipment inventories for apparatus

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-24

8C.6 A selection process is in place for training and educational resource materials

.

Description

Las Vegas Fire & Rescue operates a fire training center and employs fire training officers

(FTOs) who are responsible for curriculum development and/or updating for educational

resource materials within industry best practices and/or department operational directives. The

FTOs research and adopt educational resource materials from industry accepted sources such as

International Fire Service Training Association (IFSTA), National Fire Protection Association

(NFPA), and U.S. Fire Administration (USFA).

Appraisal

In 2011, LVFR implemented a two-year training plan that replaced the one-year master training

calendar for incumbent personnel. This ensured that resource materials would be consistent and

uniform across all suppression ranks for the established training plan cycle.

Plan

Las Vegas Fire & Rescue will continue to select training and educational resource materials for

each two-year training plan.

References

IFSTA website screenshot

Two-year training plan SharePoint site (curriculum available on site)

Las Vegas Fire & Rescue master training center calendar

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-25

CC 8C.7 Training materials are evaluated

on a continuing basis, and reflect current

practices.

Description

Las Vegas Fire & Rescue’s Training staff research and evaluate suppression-related National

Fire Protection Association (NFPA), National Incident Management System (NIMS) Incident

Command System (ICS), International Fire Service Training Association (IFSTA), and the US

Training Resources and Data Exchange (TRADE) curricula to find those that best suit the needs

of the Department and to ensure training materials reflect current industry best practices.

Appropriate personnel from other divisions (EMS, Special Operations, fire alarm office, fire

prevention, fire investigations, etc.) evaluate training materials from industry-accepted sources to

ensure current best practices are considered and when necessary implemented in the

department’s training curricula.

Appraisal

The Department has trained new firefighters in its recruit fire academies and advanced driver-

operator training programs to standards put for in current IFSTA curriculum and NFPA 1002

standards for driver/operators. In 2009, LVFR implemented the use of a Strategies and Tactics

manual developed based on NIMS-ICS and valley-wide operational directives. This material has

been used to train captains on incident command strategies. Training, EMS, and the Special

Operations and other division staff have monitored local, state, national, and emergency industry

standards such as NFPA 472 and 473 and Southern Nevada Health District protocols, which has

ensured practices and standards have been incorporated in training materials.

Plan

The Department will continue to monitor training materials to ensure materials reflect industry

standards and best practices. The fire chief over training, along with fire training officers, will

evaluate these materials to make recommendations and develop curriculum for delivery of

materials to personnel.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

8-26

References

Strategies and Tactics manual (Officer Development Program)

Example NFPA Standards: 472; 473; 1001; 1002; 1006; 1021; 1033; 1041; 1451; and 1670

Southern Nevada Health District protocol manual

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-1

Category IX: Essential Resources Essential resources are defined as those mandatory services or systems required for the agency’s

operational programs to function. They may be given the same value of importance as a primary

program. Appropriate adjustments may be necessary in the self-analysis to adapt the typical

components listed below to the local situation.

For example, when reviewing a water supply system, the evaluation may not be limited to

conventional resources such as water lines and hydrants, but may include alternative resources,

such as tankers, ponds, streams, lakes, etc.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-2

Criterion 9A: Water Supply

The water supply resources are reliable and capable of distributing adequate volumes of water

and pressures to all areas of agency responsibility. All areas meet fire flow requirements for

emergencies.

Summary:

The Las Vegas Valley Water District (LVVWD) provides services for the City of Las Vegas.

The district is a member of the American Water Works Association and complies with its

requirements. The water supply maintains a Class 1 rating (38.11 out of 40.00 points) received

from the Insurance Services Office (ISO) in 2010. Fire flow adequacy for all structures within

the City is established, reviewed, and verified by the Fire Prevention Division of Las Vegas Fire

& Rescue Department. The current adopted Fire Code (City of Las Vegas Ordinance 6124)

establishes fire flow based on capacity and duration for the type of construction while

maintaining minimum 20 pounds of residual pressure in the water supply delivery system.

The Fire Prevention Division of the City of Las Vegas strictly enforces fire flow requirements.

Both the Fire Prevention Division and Water District review all new development to ensure fire

protection is sufficient for all structures. Fire flow is determined and delivery is assured before

construction is allowed to commence. The current plan review system that coordinates efforts of

both the Fire Prevention Division and LVVWD is adequate to ensure the necessary water supply

is available for firefighting efforts.

References

City of Las Vegas fire code adoption ordinance 6124

ISO classification notification

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-3

CC 9A.1 The agency establishes minimum fire flow requirements and total water

supply needed for existing representative structures and other potential fire locations. This

information should also be included in the fire risk evaluation and pre-fire planning

process.

Description

The Fire Prevention Division establishes minimum fire flow and duration requirements for all

structures within the City of Las Vegas. The Fire Protection Engineering Section reviews the

minimum flow on the water plans of each structure based on of the International Fire Code, 2009

edition, as adopted and amended by the fire code of the City of Las Vegas Ordinance 6124. The

fire code bases minimum fire flow on total square footage, type of construction, and whether a

fire sprinkler system is present. In addition to structures, minimum fire flow is provided for

recreational vehicle parks, lumber yards, outdoor recycling operations and any other area the Fire

Protection Engineering Section determines during fire risk evaluation to establish required fire

flow. Before the approval of civil drawings, Civil or Fire Protection Engineers submit plans to

LVVWD to verify fire flow demand of a particular project or subdivision is available. The

Department’s Fire Protection Engineering Section verifies the LVVWD acceptance of civil

drawings before granting approval. Maps of all water supply mains are available in geographical

information system (GIS) map overlays showing size of pipe, hydrant location, and available

shutoff valves. The Fire Protection Engineering Section can verify the water distribution system

when plans are submitted for review. Water main size and anticipated available fire flow is

available to fire apparatus engineers for potential suppression preplan and firefighting

requirements.

Appraisal

LVFR has established minimum fire flow requirements through the provisions of the

International Fire Code, 2009 edition, as adopted and amended by the fire code of the City of Las

Vegas Ordinance 6124. The minimum requirements have proven adequate based on average

occurrence of approximately 545 structure fires in a City with over 20,000 commercial

occupancies and a resident population over 600,000 as detailed in Section D-Risk assessment;

Historic loss (D-4) of the Standards of Coverage, 2011 edition.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-4

Plan

The Department will continue to establish minimum fire flow requirements through the adoption

of a fire code. These requirements will continue to be considered in future updates to the

Standards of Cover manual.

References

City of Las Vegas fire code adoption ordinance 6124

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-5

CC 9A.2 An adequate and reliable fixed or portable water supply

is available for

firefighting purposes. The identified water supply sources are sufficient in volume and

pressure to control and extinguish fires.

Description

The Las Vegas Fire & Rescue Fire Prevention Division and Las Vegas Valley Water District

(LVVWD) verify the adequacy and arrangement of water supply for firefighting purposes for

every structure within the City of Las Vegas. The City’s water supply maintains a Class 1 rating

as assessed by the Insurance Services Office (ISO) in 2010. There are almost 21,000 fixed

public hydrants in LVFR’s response area and the department has a water tender with a 3,000-

gallon tank capacity available for additional support. All fire hydrants and on-site piping meet

American Water Works Association (AWWA) fire hydrant requirements. The Fire Prevention

Engineering Section identifies fire flows and durations the LVVWD engineering department

reviews them. LVVWD performs hydraulic analysis to verify the area grid’s ability to support

the necessary fire flow and duration. Fire Prevention verifies a structures available fire flow

during construction by actual flow analysis

Appraisal

The combined review by the fire and water departments has provided redundancy that has

ensured proper system design and delivery for the community served. Reliable and adequate

fixed and/or portable water supply has been achieved as evidenced by a total score of 38.11 out

of 40 achieved in the 2008/2010 ISO onsite visit.

Plan

The Department will continue to coordinate with the Las Vegas Valley Water District, other fire

departments, and local agencies to ensure adequate water delivery for firefighting purposes in the

valley. It will continue to participate in the ISO public protection classification system survey.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-6

References

AWWA standard fire hydrant requirements (section 4)

Example district hydrant map (all available electronically on site)

ISO classification notification, page 2

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-7

9A.3 The fire agency evaluates fire suppression water flow requirements for proposed projects

involving structures or complexes of structures within their jurisdiction. Significant reductions

in required fire flow granted by the installation of an approved sprinkler system in buildings are

documented.

Description

The fire protection engineering section of the fire prevention division evaluates all proposed

developments for adequate fire protection and life safety requirements, and calculates fire flow

requirements for all projects constructed within the City. Reviewing improvement plans

submitted by a licensed civil engineer is the initial stage of this process. The plans include

pertinent information as required by adopted codes and ordinances for determining fire flow and

other fire protection. Based on this information and using of the International Fire Code, 2009

edition, as adopted and amended by the fire code of the City of Las Vegas Ordinance 6124, a fire

flow is established. Reductions in fire flow for buildings with fire sprinkler systems are

documented on approved plans. The plans are filed and maintained by the fire prevention

division.

Appraisal

This procedure has been incorporated into the current City of Las Vegas planning and

development review process, which stated all developments included in the permit application

process be evaluated by the fire department. The process has worked efficiently; fire inspectors

have verified available water supply on site by conducting flow tests before combustible

construction begins.

Plan

The Department will continue to participate in the City of Las Vegas planning and development

process and review all projects for appropriate fire flow/fire protection.

References

City of Las Vegas fire code adoption ordinance 6124

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-8

9A.4 The agency maintains regular contact with the managers of public and private water

systems

to stay informed about all sources of water available for fighting fires.

Description

Las Vegas Fire & Rescue maintains contact with the Las Vegas Valley Water District (LVVWD)

as part of the building plan review and Insurance Services Office (ISO) site visit process. After

initial approval by the fire department, the engineer submits the civil drawings to the water

district for review and signature. Once signed, the plans come back to the fire engineering

section for final approval, which includes adequate hydrants for fire flow. The Department

serves as liaison between the LVVWD and ISO when an assessment of the water system within

Las Vegas Fire & Rescue’s response area is requested.

Appraisal

Las Vegas Fire & Rescue and the Las Vegas Valley Water District have established relationships

and procedures that have ensured regular contact about water sources available for firefighting,

as evidenced by a total score of 38.11 out of 40 achieved in the 2008/2010 ISO onsite visit.

Plan

The Department will continue to maintain contact with the Water District to ensure proper fire

protection for all structures within the City of Las Vegas.

References

Example signed civil plan

ISO classification notification, page 2

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-9

9A.5 The agency maintains copies of current water supply and hydrant maps

for its service

area.

Description

The Las Vegas Valley Water District (LVVWD) provides current water supply grid distribution

maps to the Fire Protection Engineering section. The Fire Protection Engineering Section

maintains a current copy of these maps. The water supply grid distribution maps indicate water

main sizes and outline water pressure zones. The LVVWD provides new hydrant data to

Combined Communication Center GIS personnel who assign district/phantom numbers to each

hydrant and return that information to the LVVWD. The Combined Communication Center

personnel develop and maintain fire district maps that indicate fire hydrant locations for the City

of Las Vegas, Clark County, and North Las Vegas.

Appraisal

The Las Vegas Valley Water District has provided the Department’s Fire Protection Engineering

Section updated water supply grid distribution maps that contain information on main locations

and pressures. The LVVWD has provided location information on new hydrants to LVFR and

GIS personnel have assigned district/phantom numbers to each. Hydrant maps with detailed

information by jurisdiction and district have been maintained by Combined Communication

Center personnel. Fire suppression personnel have been provided access to this information

through hard copy printed material and electronically on the Mobile Computer Terminals

(MCTs) installed in all emergency apparatus.

Plan

Fire Protection Engineering Section will continue to maintain current copies of the Las Vegas

Valley Water District’s water supply grid distribution maps. The Communication Center will

continue to develop and maintain current hydrant maps using data provided by the LVVWD.

References

Example district hydrant map (all available electronically on site)

Sample water distribution system image

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9A.6 Hydrant adequacy and placement reflects the locality’s known hazards

and the agency’s

needs for dealing with those hazards.

Description

The Department’s Fire Protection Engineering Section reviews plans submitted by the

construction site civil engineer. The plans are reviewed in accordance with City of Las Vegas

Ordinance 6124 and the Southern Nevada fire code amendments to the 2009 edition of the

International Fire Code Council. Site hazards and fire department needs are determined during

the review process. Las Vegas Fire & Rescue employs American Water Works Association

(AWWA) fire hydrant specifications in the planning process that determine types of fire hydrants

to be used. Fire Prevention field inspectors ensure adequate flow pressures with on-site

inspections.

Appraisal

Fire Protection Engineering Section and the Fire Prevention Division plans and procedures have

ensured proper hydrant adequacy and placement. Hazards have been identified during the

review process to assure proper response capabilities.

Plan

The Fire Prevention Division and Fire Protection Engineering Section will continue to use the

plans and procedures currently in place.

References

City of Las Vegas fire code adoption ordinance 6124

AWWA standard fire hydrant requirements (section 4)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-11

9A.7 Fire hydrants are located

so that each is visible and accessible at all times. Hydrant

locations are documented.

Description

Steps are taken during the planning and review process to ensure visibility and access to hydrants

for responding emergency apparatus. Hydrant location is visible by a blue hydrant marker in the

middle of the street in front of the hydrant.

Per Standard Operating Procedure 306.01-01, LVFR maintains information regarding hydrants in

the City of Las Vegas electronically using the Zoll FireRMS system. Data include location,

repairs, and annually flow test records, and the Station responsible for testing. The Department

also uses GIS mapping data for documenting hydrant location.

Appraisal

As of 2011, approximately 21,000 public hydrants were located in the City of Las Vegas and

mapped using GIS data. Repairs and annual flow data has been recorded in FireRMS. The fire

protection engineering section through the review process has ensured visibility and accessibility

of hydrants.

Plan

The Department will continue to use the programs in place for documenting hydrant location,

repair, and flow data. Fire Protection Engineering will continue to monitor hydrant placement to

ensure optimal visibility and accessibility.

References

LVFR standard operating procedure 306.01-02 hydrant maintenance servicing

FireRMS hydrant data entry screens

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9A.8 Fire hydrants are inspected, tested and maintained and the agency’s related processes are

evaluated periodically to ensure adequate and readily available public or private water for fire

protection.

Description

Las Vegas Fire & Rescue flows public hydrants annually per SOP 306.01 and SOP 301.02

hydrant maintenance servicing. Crews inspect public fire hydrants and forward requests for any

needed repairs to the fire maintenance personnel who perform and log repairs in the Zoll

FireRMS system. City ordinance requires property owners flow and maintain private hydrants

and keep records for fire department review.

Appraisal

In calendar year 2010, suppression personnel completed over 16,000 annual public fire hydrant

inspections. A record of each inspected and flowed fire hydrant was entered into the FireRMS

database by fire suppression personnel. Hydrants needing repairs have been noted in the

database, requests sent by inspecting crew to the hydrant division, and then repaired by the

personnel from the fire maintenance shop.

Plan

LVFR will continue to flow and inspect public fire hydrants annually. The Department will

continue to input hydrant data into the computer annually. Hydrants needing maintenance or

repairs will be reported to the hydrant division. With the continued threat of drought in Southern

Nevada, the goal is to continue current annual hydrant testing while being as conservation

conscientious as possible.

References

LVFR standard operating procedure 306.01-02 hydrant maintenance servicing

2010 hydrant flow test report

FireRMS hydrant data entry screens

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9A.9 The agency identifies and plans for alternate sources of water supply

for those areas

without hydrants, where hydrant flows are insufficient, or in the event of a major disruption in

public water supply capabilities.

Description

The adopted fire code requires all commercial, high-rise, and residential occupancies in areas

without adequate fire hydrant coverage have fire sprinkler systems in lieu of fire hydrants. All

installations must meet current requirements for sprinkler flow and duration. In areas where

hydrant flows are inadequate, fire pumps are required to boost water flow. Large properties are

required to have an emergency backup supply of water. The Las Vegas Valley Water District

has emergency measures in place in case of a major disruption. Las Vegas Fire & Rescue’s

water tender carries 3,000 gallons of water, 300 gallons of Class A foam, and 200 gallons of

Class B foam.

Appraisal

The City’s adopted fire code has ensured an available water supply in developed areas or that

under-protected structures have residential fire sprinklers installed. Las Vegas Fire & Rescue

has prepared alternate water supply sources by having a water tender in service. The Water

District has emergency measures planned in case of major disruption that included the ability to

divert available pressure across the water grid.

Plan

The Department will continue to enforce the Fire Code and coordinate with the LVVWD to

ensure an adequate water supply for fire protection. LVFR will monitor its alternative water

supply and provide recommendations for improvement if necessary.

References

City of Las Vegas fire code adoption ordinance 6124

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9A.10 The agency has operational procedures in place outlining available water supply

.

Description

International Fire Code, 2009 edition, as adopted and amended by the fire code of the City of Las

Vegas Ordinance 6124, provides requirements for water supply use (section 507.1 required water

supply). The Code requires all buildings over 55 feet in height have an automatic secondary on-

site water supply (section 903.3.5.2 secondary water supply). Procedures are in place to address

the particular needs of high-rise buildings in relation to pumping concerns should on-site fire

pumps fail. Pre-fire plans of commercial properties are available electronically so responders are

aware of water supply, hydrant location, access, and any other special considerations.

Appraisal

Adopted fire code has outlined procedures for having available water supply to buildings.

Proper water supply and distribution has been addressed in the plan review process before

construction and by fire inspectors during and after construction. Pre-fire plans have

documented available water sources and have been provided electronically to suppression

personnel via mobile computer terminals (MCTs) located in all emergency apparatus.

Plan

The plan review, inspection, and planning process will continue to be used. Structures that

present a significant fire flow challenge because of size or height will be preplanned with the

anticipation of possible failure of built-in fire suppression systems. Training of Fire Engineers

will include relay and tandem pumping operations to address anticipated needs for high-rise

structures. A water supply officer will be used at significant incidents to help coordinate supply

line placement, continuity of fire flow, and act as liaison to LVVWD. The Water District may be

asked to increase available water in a particular pressure zone.

References

City of Las Vegas fire code adoption ordinance 6124, section 507.1 required water supply;

section 903.3.5.2 secondary water supply

Example preplan (all preplans and supplements available online on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 9B: Communication Systems

The public and the agency have an adequate, effective, and efficient emergency communications

system. The system is reliable and able to meet the demands of major operations, including

command and control within fire/rescue services during emergency operations, and meets the

needs of other public safety agencies having the need for distribution of information.

Summary:

Las Vegas Fire & Rescue’s communication system consists of Enhanced 911, computer-aided

dispatching (CAD), and other communications systems that adequately, effectively, and

efficiently dispatch emergency apparatus and support staff. Established interoperability allows

the Combined Communication Center (fire alarm office or FAO) to disseminate pertinent

information to emergency personnel and various public safety agencies. The various

components are redundant. The Center has shown the ability to meet the demands of major

operations through coordinated training exercises and large-scale events like New Year’s Eve.

The FAO uses technology, personnel, and procedures to be as effective and efficient as possible

and is capable of handling call volume, as evidenced in the fact that it received full credit (3.00

points) for operators in the Department’s most recent Insurance Services Office (ISO) evaluation

conducted April 2008 and finalized March 2010. The FAO works to maintain compliance with

National Fire Protection Association (NFPA) 1061 Standard for professional qualifications for

public safety telecommunicator and NFPA 1221 Standard for the installation, maintenance, and

use of emergency services communications systems. Communications specialists are certified

by the National Academy of Emergency Medical Dispatch (NAEMD) of the United States of

America.

References

NFPA 1061 Standard for professional qualifications for public safety telecommunicator

NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 9B.1 A system is in place to ensure communications with portable, mobile, and

fixed communications systems in the field

.

Description

Las Vegas Fire & Rescue provides mobile computer terminals (MCT), radio communication, and

cellular phones in all emergency vehicles to ensure communications in the field. The

Department uses 800 MHz communication systems. Redundancies are in place and

communications personnel perform daily radio tests with mobile units and station radios, in

accordance with combined communication center (fire alarm office or FAO) SOPs C-18, R-2,

and R-3, and National Fire Protection Association (NFPA) 1221 Standard for the installation,

maintenance, and use of emergency services communications systems requirements. The

Southern Nevada Area Communications Council (SNACC) manager informs participating fire

departments of communication issues and is working to migrate the system to Associated Public-

Safety Communications Officials (APCO) Project 25 Phase I radio technology.

Appraisal

In 2007, the SNACC Board of Directors adopted a new policy that created a dedicated zone of

sixteen (16) interoperability channels programmed into all radios on the SNACC 800-megahertz

truncated communications system. This enhancement provided incident commanders a wide

spectrum of interoperability channels that can be assigned during an incident.

Plan

Las Vegas Fire & Rescue, through SNACC, will continue to expand and/or improve the 800

MHz communications system. By the end of fiscal year 2012, SNACC will have three

operational Project 25 Phase I sites that will be the next level of increased interoperability within

the system. The Department will continue to provide communication technicians to maintain

and repair communications equipment.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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References

NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapter 9 Dispatch systems and Chapter 11 Testing

Associated Public-Safety Communications Officials (APCO) Project 25 information

FAO standard operating procedure C-18 computer malfunction, city, and county computers,

2009

FAO standard operating procedure R-2 radio and vocal test, 2010

FAO standard operating procedure R-3 radios, radio problems & radio system failure, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-18

9B.2 The emergency communications system is capable of receiving automatic and manual

early warning and other emergency reporting signals

.

Description

The Combined Communication Center is capable of receiving emergency reporting signals

through the National Warning System (NAWAS) and a National Oceanic and Atmospheric

Administration (NOAA) weather monitor covering weather, attacks, and natural disasters. This

capability is listed in NFPA 1061, Annex A.4.2.2 – A.5.4.5 as special equipment and systems

that can be part of communication systems.

Appraisal

Though not required, a system that allowed the Combined Communication Center to receive

emergency signals from NAWAS and NOAA was implemented in 1988. The Center has

performed regular testing of the system daily and ensured proper notification was active.

Plan

The Combined Communications Center will continue to monitor effectiveness of the systems in

place to receive emergency reporting signals.

References

NFPA 1061 Standard for professional qualifications for public safety telecommunicator, 2007

ed.: Annex A.4.2.2 – A5.4.5

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9B.3 The agency’s communications center(s) is/are adequately equipped and designed

, e.g.,

telephones, radios, equipment status, alarm devices, computers, address files, dispatching

circuits, playback devices, recording systems, printers, consoles, desks, chairs, lighting and map

displays, etc.

Description

The Combined Communication Center (FAO) operates 24 hours a day 7 days a week. There are

fourteen console positions, each with telephone access, individual lighting, chairs, and computer

aided dispatch workstations that contain address files, map display, and dispatch criteria. Six of

the fourteen console positions provide radio communication. The FAO is equipped with

dispatch circuits, phone playback devices from a central digital Dictaphone recording device, and

overhead map display. The center maintains emergency equipment in preparation for

evacuation.

Appraisal

In 2007, the Communication Center was remodeled. Space was maximized and it was equipped

adequately. The modified layout increased the number of console workstations from 10 to 14.

In 2011, the FAO installed sixteen individual phone lines that provided back up to the primary

telephone system. Cellular phones, radios, and evacuation bags were prepared and stored in the

communication center in the event that dispatchers must evacuate the facility.

Plan

The Department will continue to monitor the Center’s equipment and design to ensure optimal

dispatching performance and emergency preparedness.

References

Combined communications center layout

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-20

9B.4 The uninterrupted electrical power supply

for the communications center is reliable and

has automatic backup capability.

Description

The Department considers NFPA 1221 Standard for the Installation, Maintenance, and Use of

Emergency Services Communications Systems, 2010 ed., Chapters 4.7.7 and 5.6 concerning the

electrical power supply for dispatch operations. The Combined Communication Center has an

uninterrupted power source (UPS) that keeps all equipment operational until the back-up diesel

generator starts and provides power. The UPS can supply enough power to run dispatch

operations for one hour. The diesel generator holds 1,000-gallons of fuel capable of providing a

minimum of 24 hours of power.

Appraisal

During 2007, the Combined Communication Center emergency generator was configured to test

automatically each week with a load transfer for approximately 15 to 20 minutes. These tests

have been performed as scheduled. Per the maintenance contract, the UPS and generator

systems have been maintained quarterly and proved reliable. Standard Operating Procedures P-7

and P-8 have provided personnel direction during power failures.

Plan

The Combined Communications Center will continue to use the present system to ensure an

uninterrupted power supply.

References

NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapter 4.7.7 and Chapter 5.6

FAO standard operating procedure P-7 Power failure, generator, 2010

FAO standard operating procedure P-8 Power failure, radio channel, 2009

Generator maintenance contract invoice

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-21

CC 9B.5 Standard operating procedures or general guidelines are in place

to direct all

types of dispatching services provided to the agency by the communications center(s).

Description

Call takers/dispatchers maintain at their consoles a Fire Alarm Office Manual of Operations

containing all current SOPs that cover all types of dispatching services provided. The Center

modifies or creates SOPs as needed and submits the changes through the proper chain of

command for approval. Personnel then update all SOP formats – electronic, hard copy, and

backup file.

Appraisal

Existing policies have been reviewed at bi-weekly Operations meetings and participants have

established details for modifications to the Center’s policies and procedures. Authorized

personnel have maintained the currency of SOP’s and ensured process or technology changes

have been reflected.

Plan

The Center will continue to use Operations meetings as the primary method to review and adopt

SOP’s and/or guidelines relevant to all dispatching services.

References

Fire alarm office manual of operations (available electronically on site)

Master SOP revision dates

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-22

9B.6 Adequate numbers of fire or emergency dispatchers

are on duty to handle the anticipated

call volume.

Description

The Combined Communication Center (fire alarm office or FAO) employs approximately fifty

full-time communication specialists (emergency dispatchers). The FAO uses variable shifts,

typically ten-hours, to ensure adequate available dispatching and supervisory personnel. By

analyzing 9-1-1 call volume and the number of dispatched incidents, management determines the

number of positions and personnel needed for proper operation. NFPA 1221 Standard for the

installation, maintenance, and use of emergency services communications systems, 2010 ed.:

Sections 7.3.1-7.3.3 specifies appropriate numbers of operators. The FAO also considers the

Insurance Services Office (ISO) formula that determines the appropriate number of dispatchers

using call volume.

Appraisal

Variable staffing used by the FAO has handled call volume effectively. In addition, the Center

received full credit (3.00 points) for operators in the Department’s most recent Insurance

Services Office (ISO) evaluation conducted April 2008 and finalized March 2010.

Plan

The Combined Communications Center will continue to evaluate fire and emergency dispatcher

duties and anticipated call volume to determine future personnel needs.

References

NFPA 1221 Standard for the installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Section 7.3.1-7.3.3

ISO classification notification, page 2

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9B.7 An adequate maintenance program

is in place with regularly scheduled system tests.

Description

The Combined Communication Center has adequate maintenance programs in place that system

tests that occur regularly in accordance to National Fire Protection Association (NFPA) 1221

Standard for the installation, maintenance, and use of emergency services communications

systems, 2010 ed.: Chapters 10 and 11. A tape backup of the computer aided dispatch (CAD)

system occurs daily. After changing recording tapes, the system tests run automatically to

identify any system problems. An automated system completes a test of the combined

communication center’s emergency backup generator every Monday morning. The Center

conducts radio tests daily. In-house support is available from both Las Vegas Fire & Rescue and

Clark County Fire Department personnel.

Appraisal

The scheduled maintenance program for the Combined Communications Center has proved

adequate with procedures detailed in SOP P-7 Power Failure – Generator and P-8 Power Failure

Radio Channel. Over the last five years, the Center experienced less than 10 minutes of non-

upgrade radio down time and the CAD system has had less than five hours of non-upgrade down

time.

Plan

The Department will continue to perform regular tests of the Communication Center’s power and

data collection systems in accordance with NFPA or manufacturer recommendations.

References

NFPA 1221 Standard for the Installation, maintenance, and use of emergency services

communications systems, 2010 ed.: Chapters 10 and 11

FAO standard operating procedure P-7 Power failure, generator, 2010

FAO standard operating procedure P-8 Power failure, radio channel, 2009

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-24

9B.8 The communications center(s) has/have adequate supervision and management

.

Description

A board of directors that includes fire chiefs from Las Vegas Fire & Rescue, Clark County Fire

Department, and North Las Vegas Fire Department serves as the policy-setting body for the

Combined Communication Center (fire alarm office or FAO). A deputy fire chief from each

agency and the Communications Superintendent function as the Operations Committee that

recommends policy, evaluates, and solves operational issues. LVFR’s Deputy Chief over the

Combined Communications Center and the Communications Superintendent supervise the day-

to-day operations of the alarm office. A senior communications specialist supervises each shift.

Appraisal

The Operations Committee has met bi-weekly and discussed operational changes and has

provided direction to the Center’s supervisory staff. The supervision and management provided

by LVFR personnel has proved adequate in meeting the Center’s needs.

Plan

The Board of Directors, with information from the Operations Committee, will determine

whether changes to the supervisory and managerial staff are necessary to maintain the

effectiveness of the Combined Communications Center.

References

Combined communications center hierarchy

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-25

9B.9 A communications training program

for emergency dispatchers is in place that ensures

adequate, timely, and reliable fire agency emergency response.

Description

The Combined Communications Center (fire alarm office or FAO) employs a full-time training

officer who is responsible for training new communications specialists and providing continuing

education to incumbent personnel. Each communications specialist receives and must maintain

cardiopulmonary resuscitation (CPR) and emergency medical dispatch (EMD) certification. The

FAO’s training program uses National Academy of Emergency Dispatch (NAED) and American

Heart Association (AHA) standards. Although not required, the training process references the

National Fire Prevention Association (NFPA) 1061 Standard for professional qualifications for

public safety telecommunicator, 2007 ed. guidelines (annex C guide for telecommunicator

training authority).

Appraisal

The Center’ training program has met successfully requirements outlined in SOP T-7 training –

communications, documentation/procedure and NFPA 1061 Annex C guide for

telecommunicator training authority. From FY2007-2011, twenty-six new employees completed

initial EMD training; 21 retained employment. Of the twenty-four hours of Continuing Dispatch

Education (CDE) required for communication specialists to be NAED EMD-recertified every

two years, Las Vegas Fire & Rescue provided a minimum of sixteen. At the end of 2010, fifty-

two communications personnel were CPR and EMD certified.

Plan

Combined Communication Center training personnel will continue to evaluate its training

program and make adjustments deemed necessary based on accepted standard operating

procedures, the NAED curriculum, NFPA standards, or other mandates governing

communications training programs.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-26

References

NFPA 1061 Standard for professional qualifications for public safety telecommunicator, 2007

ed., annex c guide for telecommunicator training authority

Employees completing EMD training

FAO standard operating procedure T-7 Training – communications, documentation/procedure,

2011

American Heart Association BLS for healthcare providers course description

NAED EMD Certification course curriculum (available on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-27

9B.10 The interoperability of the communications system is evaluated and documented.

Appropriate procedures are implemented

to provide for communications between the agency and

other emergency responders.

Description

The Combined Communication Center (fire alarm office or FAO) receives direction from the

Operations Committee regarding interoperability and incorporates it into its standard operating

procedures. It participates in the Southern Nevada Area Communications Council (SNACC) that

is a consortium of approximately forty agencies across Clark County, Nevada. It also

participates in interoperability opportunities with other community members outside the SNACC

system. The Center participates in internal and exercises with other emergency responders to

evaluate the system. In addition, local fire departments participate in interoperability exercises

to ensure communication between LVFR and other responders.

Appraisal

Interoperability procedures have been implemented and used daily by the Combined

Communication Center, as it dispatches for three jurisdictions (LVFR, North Las Vegas Fire, and

Clark County Fire). Interoperability procedures have been detailed in SOP’s such as R-6

Tactical Talk Groups, E-7 Emergency Operations Center, B-9 BLM-Las Vegas Interagency

Communications Center, and B-12 Boating Accidents. In 2011, an SOP was implemented that

created interoperability with the local university (UNLV) police and the SNACC system (U-001,

University of Nevada-Las Vegas [UNLV]).

Plan

The Center will continue to use existing available SNACC interoperability and look at additional

interoperability options within the community. The Combined Communication Center and Las

Vegas Fire & Rescue will continue to participate in local or regional exercises.

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

9-28

References

Southern Nevada Area Communication Council brochure (available on site)

FAO standard operating procedures B-9 BLM-Las Vegas interagency communications center,

2010; B-12 boating accidents, 2009; E-7 emergency operations center, 2010; R-6 tactical talk

groups, 2010; U-001, University of Nevada, Las Vegas (UNLV), 2011

Radio Rodeo after action reports, 2011 and 2011 (sensitive information; full-documents available

on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Criterion 9C: Administrative Support Services and Office Systems

Administrative support services and general office systems are in place with adequate staff to

efficiently and effectively conduct and manage the agency’s administrative functions, such as

organizational planning and assessment, resource coordination, data analysis/research, records

keeping, reporting, business communications, public interaction, and purchasing.

Summary:

The administrative and support components of Las Vegas Fire & Rescue are provided

predominately by staff assigned to the Department’s four lines of business, as detailed in its

strategic business plan and outlined in the department’s organizational chart. Administrative

Services provides services and support related to personnel and legal actions. Support Services

provides services related to vehicle purchasing, maintenance and repair, ordering and delivery of

equipment and supplies, facility acquisition and maintenance, and training and certification for

all areas of emergency operations. Fire Prevention Services provides fire code enforcement by

through fire engineering building plan reviews and inspections and fire and life safety public

education. LFVR personnel meet administrative support needs through prioritization and

overtime when necessary.

References

Las Vegas Fire & Rescue strategic business plan FY2012

Las Vegas Fire & Rescue organizational chart, 2011

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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CC 9C.1 The

administrative support services are appropriate for the agency’s size,

function, complexity, and mission, and are adequately staffed and managed.

Description

The Department has personnel who support the mission by providing records retention, public

information and education, employee services, vehicle and equipment maintenance, purchasing

and procurement, and budget management.

Appraisal

The City of Las Vegas has faced significant budget reductions that resulted in fewer support staff

positions being filled. Since 2007, 26 positions were eliminated from Las Vegas Fire & Rescue.

Remaining personnel have provided needed administrative support services by prioritizing

demand. Despite economic difficulties and budget reductions, the Department has maintained its

ISO Class 1 rating and has not eliminated any programs to date.

Plan

Las Vegas Fire & Rescue will continue to manage its remaining administrative support personnel

in order to ensure that the mission and needs of the Department are met.

References

Las Vegas Fire & Rescue organizational chart, 2011

Eliminated positions list

ISO classification notification

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9C.2 Sufficient general office equipment, supplies and resources are in place to

support

departmental needs.

Description

All divisions have accounts with which to purchase consumable and non-consumable office

supplies and equipment through an online (I-procurement) office supply system. The budget

analyst monitors program budgets to ensure funds are available. The Department maintains a

stock of various items to support its needs.

Appraisal

Reduced department budgets caused limited purchasing, but personnel have been provided

general office equipment, supplies, and resources required to perform job duties. All offices

have been supplied with a personal computer with Internet access, telephone, office furniture,

and general supplies. In 2009, as part of the City’s sustainability initiative, printing and faxing

services were consolidated, high-capacity printer/fax/scanning equipment was purchased, and

most desktop printers and fax machines eliminated.

Plan

The Department will continue to supply necessary office equipment, supplies, and resources to

its personnel while being fiscally conscious and responsible.

References

I-Procurement screenshots

LVFR office equipment inventory

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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9C.3 Technological resources (e.g., telecommunications equipment, computer systems, general

business software, etc.) and the information management system are appropriate to support the

needs of the agency. Access is available to technical support

personnel with expertise in the

systems deployed by the agency.

Description

Each individual workstation has at least one personal computer with Microsoft Office 2007 suite

that includes email and internet access. All fire department have a standard profile that includes

Zoll FireRMS (non-medical incident reporting system), Sansio HealthEMS (medical electronic

patient care reports), and Kronos Telestaff (electronic roster software), Microsoft SharePoint,

Adobe Acrobat, Employee Disciplinary Review System (EDRS), and Ninth Brain Suite (training

and certification courses and tracking system). City intranet is available, as well as public

internet. Other programs are available to personnel depending on need.

Fire Administration is linked to City Hall with a fiber optic network access. The fire apparatus

use cellular wireless technology (GPRS) and secured Wi-Fi to communicate with the mobile

computer aided dispatch (CAD). Each Station has CAD voice station alerting system. City IT

and the fire department provide regular and after-hours technical support.

Appraisal

In 2009, one Senior Technical Systems Analyst retired leaving one to manage Department

computer operations, servers, and workstations. This increased the department’s dependence on

assistance from City Information Technologies department. LVFR’s management analyst has

assumed minor liaison duties between LVFR personnel and IT when needed. Six

communication technicians have provided regular and after-hour support of field communication

devices.

Plan

The City and Department will continue to provide technological systems that meet the needs of

the agency. Both will continue to provide technical support using qualified personnel.

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References

Fire & Rescue computer profile

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9C.4 Public reception and public information components support the customer service needs

of the agency.

Description

Las Vegas Fire & Rescue has public reception and a Public Education and Information Office

that support Department and community customer service needs. The public reception area is in

the Fire Administration building. This area is open during regular business hours (Monday

through Thursday, 0800-1700) to accommodate work-related or public visitors. The Public

Education and Information Officer (PEIO) provides interviews and is often present at

fire/emergency scenes. The information and education section develops and provides public fire

and life safety programs and information that is available in the public reception area. Several

fire and life safety items are available in both English and Spanish.

Appraisal

In 2008, the Department’s full-time position at the public reception area was eliminated and an

automatic call distributer installed to answer phone calls from the public. Clerical personnel

have provided rotational coverage of the reception area. Without a primary person assigned to

that position, some continuity of services has been lost and delivery of service at the reception

desk has become less personal.

Fire and Life Safety Classes have been presented to the public on a variety of topics and have

often exceeded those offered by other local fire departments.

Plan

The Department will continue to provide public reception, information, and education with

available staff to ensure customer needs are met.

References

Public information handouts

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9C.5 Organizational documents, forms, and manuals are maintained and current

.

Description

According to the City’ records management policy, Las Vegas Fire & Rescue administrative

personnel maintain and update departmental documents, forms, and manuals. Once a document

has been approved by a Deputy City Attorney as to its legal form, no changes have been allowed

without written consent of the City Attorney or Deputy City Attorney. The Department updates

forms and documents periodically as needed and annotates them with revision dates.

Management approves all forms. There is a central storage area in the payroll office of the fire

administration building for paper copies of forms and documents. Payroll personnel supply each

station has a small inventory of necessary forms. Additionally, there is a shared fire department

forms folder where many forms can be printed from the computer. The Department follows the

established City policy on document management.

Appraisal

Departmental documents, forms, and manuals have been maintained adequately and kept current.

LVFR has been provided enterprise-wide forms through the City’s graphics department.

Plan

The Department will continue to review and update organizational documents as necessary.

References

Enterprise records management

City of Las Vegas policy and procedures manual – interoffice memorandum for legal documents

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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Category X: External Systems Relationships External systems relationships are defined as the relationships with agencies that act together as

an integrated system. The growth of multi-unit systems and the increase of interagency

agreements between various types of government necessitate increasing attention to these

relationships and the agreements between legally autonomous operating units.

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Criterion 10A: External Agency Relationships

The agency’s operations and planning efforts include relationships with external agencies and

operational systems that affect or may influence the agency’s mission, operations, or cost

effectiveness.

Summary:

Las Vegas Fire & Rescue participates in training, programs, and/or associations that prove

beneficial to the Department’s mission or that provides cost effectiveness by sharing resources or

incurred costs. The Department has used the City Attorney’s Office to ensure potential

agreements comply with Nevada Revised Statute (NRS) 277.080 and other legal requirements.

The City Manager’s Office will direct policy between coordinating agencies. The current

process is effective and enhances communications and capabilities Valley-wide as reported in

after action reports after multi-jurisdictional training and/or exercises.

References

NRS 277 Interlocal cooperation act

After action report – radio rodeo (full documents available on site)

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CC 10A.1 The agency develops and maintains outside relationships

that support its

mission, operations, or cost effectiveness.

Description

Las Vegas Fire & Rescue maintains outside relationships through written memorandums of

understanding (MoU’s) and interlocal agreements and/or verbal agreements with outside entities

that are necessary to support the Department’s mission and operations. Outside relationships

include area fire departments, Las Vegas Metropolitan Police Department, Federal Bureau of

Investigations, public education institutions, Department of Energy (DoE) (document available

on site), and Nellis Air Force Base. The Office of the City Clerk is the custodian of all City

agreements signed by the mayor and/or approved by the City Council. LVFR’s administrative

secretary maintains copies of agreements including those not filed with the City Clerk and also

manages an internal list of department agreements.

Appraisal

The Department has established beneficial relationships with a variety of outside entities. Many

of these relationships were evidenced in 2007 through regional high-rise training exercises in the

Allure Tower and Las Vegas City Hall. These exercises led to a joint high-rise response plan

and helped establish a Southern Nevada Fire Operations (SNFO) group represented by LVFR,

Clark County, North Las Vegas, and Henderson fire departments. The Department has also

established informal networking relationships with local and national educational institutions,

area fire departments, and public safety agencies. As noted by the peer team in 2010, the mutual

aid agreements with Boulder City and Henderson have expired and have not been revisited due

to minimal personnel and turnover in the administrative services area of LVFR.

Plan

Las Vegas Fire & Rescue will continue to develop, maintain, and update relationships that

support the Department’s mission and operations and will improve effectiveness of service

provision. Despite the lack of current written mutual aid agreements with near-by jurisdictions,

LVFR will continue to support mutual aid requests when and if received.

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References

Example external agency agreements

Allure drill overview

City hall exercise invite

SNFO high-rise plan

For INTERNAL use by LVFR only. Saved: 07-Dec-2011

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10A.2 The agency’s strategic plan identifies relationships with

external agencies/systems and

their anticipated impact or benefit to the mission or cost effectiveness of the agency.

Description

Through the strategic planning process, Las Vegas Fire & Rescue identifies relationships with

external agencies and systems. Through external agreements the Department leverages resources

and expertise to ensure mission success in a cost effective manner.

Appraisal

The Department has established adequate relationships with external agencies that enhance

success of the strategic plan. Automatic aid has confirmed the need to coordinate with external

agencies to enhance customer service.

Plan

The Department will continue to assess the effectiveness of systems in place with external

agencies and modify as necessary.

References

Example external agency agreements

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10A.3 A process is in place for developing

, implementing, and revising interagency policies and

agreements.

Description

Las Vegas Fire & Rescue adheres to Nevada Revised Statute (NRS) 277 Interlocal Cooperation

Act that allows the Department to establish interagency agreements. Typically a request for a

new or updated interagency policy and/or agreement is generated by either LVFR or the outside

agency. If considered beneficial to the department and its mission, the department will draft an

agreement; consult with the City Attorney’s Office to ensure potential agreements have complied

with NRS 277.080 and other legal requirements. The agreement is then sent to the other

involved agencies for approval and signature. If required, LVFR submits the agreement for

approval by City Council and the Mayor; other agreements can be approved via the fire chief’s

signature. The Office of the City Clerk is the custodian of all City agreements signed by the

mayor and/or approved by the City Council. LVFR’s administrative secretary maintains copies

of agreements including those not filed with the City Clerk and also manages an internal list of

department agreements.

Appraisal

In 2006, the department conducted a review of existing agreements and interagency policies with

the intent of conducting addition reviews every three years. Renewed agreements have included

language that made them valid until updates were requested by involved parties. Reduced

staffing in administrative services has limited the ability to or priority of reviewing existing

documents beyond those requested.

Plan

Las Vegas Fire & Rescue will continue to maintain and enhance interagency relationships within

the guidelines of NRS 277.080 and advice from the City Attorney. Agreements will be

established or revised as needed and the department will continue to track these via a master list

on its SharePoint site.

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References

NRS 277 Interlocal cooperation act

Example external agency agreements

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10A.4 A conflict resolution process

exists between the organization and external agencies with

whom it has a defined relationship.

Description

Las Vegas Fire & Rescue has a process in place to resolve conflict with external agencies

wherein issues are first addressed at the Department level with advice and oversight from the

City Attorney’s Office. For policy or procedure changes outside the scope of the Fire

Department, the City Manager’s Office, in coordination with the external agency, resolve the

issue.

Appraisal

The Department has used the established chain of command within the structure of the City of

Las Vegas and resolved conflicts with external agencies.

Plan

Las Vegas Fire & Rescue will continue to use the City Attorney’s Office for advice and guidance

on external conflict issues that will arise. Issues that cannot be resolved at the Department level

will continue to be channeled the City Manager’s Office through the Chief of Public Safety.

References

City Manager’s Office organizational chart, 2011

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Criterion 10B: External Agency Agreements

The fire service agency has well-developed and functioning external agency agreements. The

system is synergistic and is taking advantage of all operational and cost effective benefits that

may be derived from external agency agreements.

Summary:

Las Vegas Fire & Rescue operates under long-established automatic aid and cooperative

communication system agreements with external agencies such as areas fire departments and law

enforcement. The Department also maintains written and/or verbal mutual aid, operational, and

inter-agency agreements that are functional, operationally effective, and beneficial to the City of

Las Vegas and/or its customers.

The external agency agreements enhance service provision and provide for cost-effective

emergency response. Agreements are typically effective until an entity requests a review,

revision, or termination of the agreement.

References

Agreement master list

LVFR agreements SharePoint site (available electronically on site)

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CC 10B.1 External agency agreements are current and support organizational

objectives

.

Description

Las Vegas Fire & Rescue maintains verbal and written agreements with external agencies such

as other area fire departments that support organizational objectives for emergency response

within the City of Las Vegas and surrounding areas. Various agreements outline which unit

responds, response time performance, and agency responsibilities. One automatic and several

mutual aid agreements are incorporated into the operational practices of the computer aided

dispatch system and a computerized incident reporting system indicates aid received or given.

Appraisal

External agency agreements have remained effective and operational whether formalized in a

written document or not. The agreements have identified adequately policies and procedures to

be followed to need organizational objectives as evidenced by the combined communication

center dispatching emergency fire and medical resources for Clark County, North Las Vegas,

and Las Vegas fire departments. The ease with which the dispatch system administers the

guidelines of the various agreements has allowed for an effective response of emergency units

for a variety of incident types in and outside the City.

Plan

Existing agreements will be reviewed per agreement terms, when an individual agency deems it

necessary, or as agency objectives changes. Regardless of whether a written agreement is in

place, LVFR will continue to support requests from external agencies as resources allow.

References

Example external agency agreements

LVFR agreements SharePoint site (available electronically on site)

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10B.2 The agency researches, analyzes and gives consideration to all types of functional

agreements

that may aid in the achievement of the goals and objectives of the agency.

Description

Las Vegas Fire & Rescue regularly identifies ways to improve its ability to serve better the

citizens of Las Vegas and the surrounding areas through multi- or outside-agency agreements.

The Department considers any functional agreements that benefit the needs of the community

including franchise agreements, educational partnerships, and emergency services and homeland

security.

Appraisal

Las Vegas Fire & Rescue has established a franchise agreement with a local private ambulance

company (American Medical Response [AMR]) that enhanced provision of emergency medical

services to the citizens and visitors of Las Vegas. In 2010, LVFR opened a joint

education/functional fire station facility with the Community College of Southern Nevada.

LVFR has maintained agreements with public safety agencies, including the Federal Bureau of

Investigations.

Plan

The Department will continue to research opportunities for improvement or establishment of new

agreements to meet agency objectives and provide quality service to Las Vegas and the

surrounding communities.

References

Franchise agreement with AMR

Operational agreement with CSN

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10B.3 The agency has a process by which their agreements are managed, reviewed, and revised.

Description

The process for reviewing and revising agreements is on an as-needed basis, as most are

typically in effect until an involved agency requests a change that causes the agreement to be

reviewed and/or revised. Either LVFR or the involved party will request a new or updated

agreement. If beneficial to the department and its mission, the department drafts an agreement

(or reviews the existing), consults with the City Attorney’s Office to ensure compliance with

NRS 277.080 and other legal requirements, and sends the final agreement to the other involved

parties for approval and eventually signature. If required, LVFR submits the agreement for

approval by City Council and the Mayor; other agreements can be approved via the fire chief’s

signature. The Office of the City Clerk is the custodian of all City agreements signed by the

mayor and/or approved by the City Council. LVFR’s administrative secretary maintains copies

of agreements including those not filed with the City Clerk and also manages an internal list of

department agreements. The Department’s Administrative Secretary maintains the Department’s

agreements.

Appraisal

In 2006, the department reviewed existing automatic and mutual aid agreements with the intent

of doing so every three years. Reduced staffing and turnover in administrative services has

limited the ability to or priority to reviewing existing documents. When possible, renewed

agreements included language that valid them until involved parties requested updates or

termination.

Plan

The Department will continue to manage its agreements through the Administrative Secretary via

a master list on its SharePoint site. Review and revision will be completed as necessary, as

stipulated in individual agreements.

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References

Agreement master list

LVFR agreements SharePoint site (available electronically on site)

For INTERNAL use by LVFR only. Saved: 07-Dec-2011