Std Cover Cover

EAST FORK

2017 Standards of Cover

Serving the Fire and Life Safety Needs of Our Community EAST FORK

2017 Standards of Cover Table of Contents

Secon Title Page 1 Execuve Summary i 2 What is a Standard of Cover? 1 3 Community Risk Analysis 10 4 Response Times: Background and Current 32 5 Standards: Background and Incident Scene Staﬃng 37 6 East Fork 2016: An Overview 51 7 Trial Period 81 8 East Fork Fire 2017 86 9 Items That Would Require Re‐Evaluaon 101

Serving the Fire and Life Safety Needs of Our Community EAST FORK FIRE PROTECTION DISTRICT STANDARDS OF COVER EXECUTIVE SUMMARY Prepared By Tod F. Carlini, District Fire Chief

The East Fork Fire Protection District, in 2006, saw the first ever, governing body approved, Ten Year Strategic Plan. One of the more aggressive and challenging objectives within this plan was the development of a Standards of Cover for the district. Six years later, the District’s first Standard of Cover was developed internally and adopted by the District Board of Fire Commissioners. Now, four years later as part of an update to the Strategic Plan, the District has revised its Standard of Cover. This document describes our service area, the risks that must be protected and reduced within the jurisdiction, our capabilities, and our performance objectives and measures. This information will allow the District to identify risks in the jurisdiction, analyze and establish levels of response service to respond to those risks, and most importantly, evaluate the performance through benchmarked response times and staffing objectives. These response time goals, staffing objectives, and resource deployment will contribute to our commitment to continually improve how we deliver our services.

In revising the deployment plan, the methodology used requires the assumption that it is reasonable, realistic, fiscally sound, based on factual data, contract compliant, and safe in the allocation and deployment of personnel, both career and volunteer, and the physical resources of the district. The plan must also attempt to adhere to all related rules, regulations and requirements. Also taken into consideration are nationally adopted standards, such as those promulgated by the National Fire Protection Association (NFPA), the American Heart Association (AHA), the International Association of County Mangers (ICMA), and Insurance Services Offices (ISO), as examples. Using multiple standards to gauge performance can serve as an effective and well balanced “checks and balances” of the entire deployment model specific to the District. While NFPA 1710’s primary focus is on staffing, the American Heart Association tends to consider response time for emergency medical services. The International Association of County Manager’s standards attempt to relate services level in the form of a ratio between the population of the area served and the number of responders available. Lastly, ISO, serves as an overall “report card” solely on fire protection services, but includes water supply and dispatching. Equally important to the preceding is recognizing that the safety of our personnel must be a priority. A priority which can’t be ignored and one which should not be compromised for the sake of meeting response time objectives. As the financial status of the District improves, staffing must be a strong consideration. With annual call volume increasing at a rate 3 to 4 percent per year and given the current reality and modifications to our volunteer program, the need for additional career personnel is justified. Volunteer personnel will hopefully play a key role in the logistical needs of incidents and the District in general.

The East Fork Fire Protection District Standards of Cover has been developed to translate the general needs and objectives of the district as it relates to the allocation of resources to achieve the self‐imposed standards which are drawn from several recognized sources. This document is not intended to define in specific detail the finite changes that would support the standards; however, the Committee assigned to this task has taken great effort to identify concepts and ideas which in most cases will lead to a successful compliance with said standards. To that end and in recognition of that effort, an Implementation Guide to the Standards of Cover has been developed at the administrative level drawing from the recommendations of the work group. The guide will serve as a recommended body of ideas for the administration to consider and to guide future budget development and procedural considerations and implementation.

Inherent to the successful implementation of this deployment and standards model is the recognition of the need for an annual review of the plan and adjusting or “flexing” it to meet the needs of the District’s constituency. A plan such as this must be dynamic in nature in order for it to be a successful plan. In conclusion, I would like to thank the members of the committee who have work hard to produce this first revision to the original Standards of Cover. This Standards of Cover reflects the changing needs of the East Fork Fire Protection District and serves as a mechanism for constantly seeking opportunities for improvement. The plan also serves as a component document to the Douglas County Master Plan and the content duly transmitted to Douglas County for inclusion. The East Fork Fire Protection District is committed to providing the most effective services in a fiscally responsible manner and to continually evaluate our performance in the constant pursuit of improvement.

What is a Standard of Cover? The term Standard of Cover is somewhat confusing to those outside of the fire service. When we discuss a “Standard of Cover,” we are referring to the standards that a fire agency can adopt to define response coverage to their community. It can also be called an emergency services deployment analysis model. Many items are considered in the development of a Standard of Cover, including but not limited to data on calls, location of calls, response time history, community expectations, whether known or perceived, and the deployment of stations, personnel and apparatus. Recommendations from a Standard of Cover include how to get the right resource to the right call in the right amount of time. To accomplish this, recommendations run the gamut from which apparatus should be at which fire stations, to establishing response standards, to determining how many personnel are needed on incident scenes, and the communications and information technology needs to accomplish the recommendations. The Standard of Cover also established the metrics for which the organization can measure its effectiveness in achieving success with the standards it chooses to emulate.

East Fork applies these standards to analytically evaluate our service delivery model today and with proposed data driven modifications, our service delivery model for the future. Research shows that there is much diversity between published Standard of Covers as no two are alike, since no two communities and systems are alike. East Fork’s desire to prepare this document internally without the use of a consultant is based upon the fact that no one can understand the needs and desires of our community better than we do. We value this internal belief and vest this effort with truly talented, dedicated and intellectually qualified personnel working or associated with the district.

The Standard of Cover will present our performance goals that can be measured against our actual performance metric. These goals are used during the planning phase to determine which apparatus, which personnel, which station and which service is most effective for the given task. The standards are used during the life of the document to evaluate our ability to meet the goals we imposed upon ourselves. Not meeting a self‐imposed standard should not be considered a failure. The results, if used in an appropriate manner, can provide an opportunity to discuss future needs, support a change in course, or consider additional alternatives.

One other important aspect supported by the Standard of Cover is community and firefighter safety. This can be accomplished in several ways, including the identification of appropriate staffing levels, apparatus locations, and service provided. All in turn impact the level of community safety that is ultimately provided by the district.

Page 1 of 101

HISTORY OF THE STANDARD OF COVER AT EAST FORK

The district’s first ever adopted Strategic Plan, in 2006, established the strategic objective to develop a minimum level of community protection for the Districts using the International Association of Fire Chiefs’ “Standards of Cover” as a guide. In 2011, a group was selected by District Chief Tod F. Carlini, Volunteer Fire Chiefs Advisory Board Chair John Babcock, and East Fork Professional Firefighters’ Association President John Bellona, to develop the District’s first guide. This group started work in early 2011 and presented recommendations to the District Fire Chief. In October of 2011 the Board of Fire Commissioner aka, the Douglas County Commissioners, adopted the Standard of Cover document. The Board of County Commissioners also integrated the district’s Standard of Cover into the Douglas County Master Plan. A follow‐up report was issued in October of 2012 providing a one‐year report card on findings. An important aspect of a Standard of Cover is continuous process improvement which requires continuous system monitoring of data. Enhancements in technology have allowed for more data driven decision making and less reliance on anecdotal or emotional decision making

The District’s first strategic plan reached its ten‐year life in 2016. The need and effort for a revision of the entire document was established by the District Fire Chief, with priority work to include an update to the current Standard of Cover based upon a number of items that were listed in the 2011 document. These factors include a decline in volunteer participation, a decrease in revenues, and changes to neighboring fire district’s resource availability that were effecting existing mutual or automatic aid practices.

Once again, District Chief Tod F. Carlini, Volunteer Chair John Babcock, and Association President Paul Azevedo selected personnel to represent the various interests at play for the development of an updated Standards of Cover document. The group was pared down from the 2011 group to key members including:

 David Fogerson, Deputy Chief, representing management  Troy Valenzuela, Battalion Chief, representing labor: battalion chief bargaining unit  Ron Santos, Captain, representing labor: firefighters bargaining unit  Dave Thomas, Volunteer Chief, representing volunteers  Adam Wennhold, Firefighter/Paramedic, representing labor: firefighters bargaining unit  Bob Spellberg, Volunteer Firefighter, representing volunteers

The group was established in the fall of 2016. Additionally, subject matter experts were called upon to assist in the identification of needs or to answer questions on how best to proceed and develop. These subject matter experts include:

 Ron Sagen, Douglas County Emergency Communications Center Director  Eric Schmidt, Douglas County GIS Manager  Maggie Jensen, Douglas County Emergency Communications Center Supervisor  Gary Galasso, International Association of Emergency Dispatch

Page 2 of 101  Steve Eisele, Fire Marshal/Deputy Chief of Support Services  Scott Fraser, Battalion Chief  Larry Goss, Battalion Chief  Holly Morrow, Office Assistant  Pam Godwin, Office Assistant

Many other members of the organization participated as “sounding boards” for ideas. All members of the organization participated in the trial periods where trial recommendations were implemented in real time to allow for the collection of data. These test periods stressed some sectors of our organization due to the amount of change imposed all at one time. The recommendations and conclusion would not have been possible if the group was not allowed the latitude to conduct trial periods to collect data upon which to base the core recommendations of this effort.

CHANGES SINCE OUR LAST STANDARD OF COVER

Several factors have changed in the five years since our current Standards of Cover document was written and adopted. These changes include:  The appointment of our independently elected Board of Directors to oversee the Fire Protection District  Dissolution of the Paramedic District  Increase in wildland fire off‐district assignments for overhead and apparatus  Increase in the number, size and threat of wildland fires within our District. Past events include:  Drought conditions prior to 2017 flood events  Call volume increase of 13% over the last five years which is 778 calls or 2.14 per day  Proposed new multi‐story senior living facility which may impact both fire and EMS operations  Medicaid reimbursement strategy using certified public expense method  Projected opening of I‐580 in the summer of 2017 which will change traffic patterns  Projected development in Clear Creek and Genoa Lakes will impact responses  Reduction of an Executive Level Chief Officer/Divisional Manager  Reduction of a fire prevention inspector  Decision not to fill three firefighter positions from attrition to save revenue for one year  A younger aged firefighter/paramedic experienced a myocardial infraction on a mutual aid response  Re‐evaluation of how a neighboring community provides their EMS services  Participation in the Nevada Wildland Fire Protection Program (WFPP)  Decrease in number of volunteers that represents the national trend on all volunteers  Decrease in participation level of volunteers  Lack of a succession plan for volunteer fire department leadership

Page 3 of 101  Continued assumption of lead roles within the Northern Nevada region  Retirement of two battalion chiefs with the promotion of two captains to replace the battalion chiefs  Addition of the Engineer position  Second Walmart store built and opened  Expansion of Starbucks and North Sails  Change in the water delivery system with more hydrants being available in the Douglas County Water and Topaz Ranch Estates General Improvement District service areas that have provided more access to fire hydrants  Decrease in civilian fire fatalities  Change in state trauma criteria which increase ground transports to Renown instead of using an air ambulance  Continued loss of revenue from property tax reallocation to the County  Continued loss of revenue from the Redevelopment Authority  Entrance into community based paramedicine programs through the Mobile Outreach Safety Team with Douglas County Sheriff’s Office and the Department of Public and Behavioral Health  Addition of a task force to address the increasing number of super utilizers resulting from behavioral health, drugs and alcohol use (Behavioral Health Task Force)  Opening of the Mallory Crisis Care Center to accept those with a behavioral health, drug or alcohol issue from a 9‐1‐1 scene call  Expansion of services at Carson Valley Medical Center  Opening of a new veteran’s clinic  Opening of community health clinic  District’s internal assumption of all human resources and financial management obligations which were once provided under a cost allocated program by Douglas County.

The preceding changes were the more significant ones that were identified since the current Standard of Cover was developed. Taken individually, each one does not impact or justify significant deployment model changes. Taken as a group, they show the volume of tremendous change that has occurred, requiring a re‐evaluation of how East Fork Fire Protection District provides the services that we do.

ASSUMPTIONS

Every plan makes certain assumptions upon which to base decisions. The following list represents the assumptions made during development, trial and implementation of the 2017 Standards of Cover:

 Revenues will begin to slowly increase as we exit the recession, which in turn should allow for some organizational growth, but at a slow pace.  Our community will increase in size due to the opening of I‐580

Page 4 of 101  Our population will continue to age with retirements of baby boomers to our community. This will cause an increase in the number of cardiac arrests, myocardial infarction, strokes , ground level falls and other geriatric related calls  A new senior living community will open  Starbucks roasting plant will expand its warehousing capacity  Bently Enterprises will continue to expand the re‐development of downtown Minden, including its multimillion dollar distillery project.  The national and regional shortage of healthcare providers, including paramedics, will continue to grow  A regional shortage of healthcare beds will continue except for behavioral health beds, which will increase with the opening of a new facility in Washoe County  Development will continue within existing receiving areas of the Douglas County Master Plan, but at a slower pace.  Hospitals will remain status quo except for a planned expansion of the Carson Valley Medical Center Emergency Department and the opening of the new Behavioral Health Hospital in Washoe County  Our Board, Administration, Association, Volunteers and Non‐Represented Employees will support the group’s decisions based upon the data to provide the appropriate number of personnel and the appropriate number of resources to the incident scene within the right amount of time for our community and within the financial means of the district.  Heavenly Ski Resort will continue their expansion into areas within the East Fork Fire Protection District in regards to both winter and non‐winter tourism related activities  The 2018 wildland season will see an increase of fire activity and growth given past Nevada history due to the 2016/17 winter.  Volunteer participation will continue to decline unless proposed modifications to the program are made and then embraced by the community.  Regional market competitiveness for employees will increase due to openings created by retirements and growth affected by a decrease in an adequately trained and equipped work force  The retirement of key personnel (chief officers, captains, firefighters and volunteers) will occur during the lifetime of this document  Healthcare delivery system and payment model may change during this document’s lifetime that affects our revenue streams due changes at the federal level  Growth of our community during this document’s lifetime may precipitate changes at Carson Valley Medical Center from their critical access hospital status  Federal grant opportunities will decline  Regional growth and retirements may change the face of Carson Tahoe Hospital  State and federal funding for wildland firefighting agencies will change that could impact our ability to go off‐district or affect resources to assist us in fighting our local fires  Our community will remain anti‐growth, anti‐government, and tax averse.

Page 5 of 101  The Federal Lands Bill will provide us a secondary means of access to a commercial area in District 12. It will also place more public lands in private hands, increasing our wildland fire cost share responsibilities should the Wildland Fire Protection Program (WFPP) with Nevada Division of Forestry end  Change in entitlement plan reimbursements for EMS care (Medicaid, Medicare, VA and Medicare Railroad)  The debt for the District Office/EOC will be retired in 2020, within the lifetime of this document, enabling the potential re‐allocation of those funds to staffing, equipment, stations or new debt to fund equipment and stations  Our housing shortage will impact our population base  Employees and prospective volunteers will not be able to afford to live within our community due to a lack of affordable housing

While this list may seem exhaustive, it is not. Each assumption is viewed individually for its specific impacts, and then globally for its effects on our system. Every assumption has a different “weight” when looked at individually rather than collectively

It is important for policy makers today, and in the future, to consider these assumptions in their decision‐making processes. Making assumptions, while risky, are necessary when considering future service delivery model modifications and planning.

SIGNIFICANT INCIDENTS

The workgroup felt it important to relate the major incidents that have occurred within East Fork’s jurisdiction since the last edition of the Standard of Cover. It is important to remember that major incidents do not occur in a vacuum: other calls occur at the same time that further stress the response system. Each of these incidents provided learning points for the organization to grow.  Bison Fire (July 2013)  TRE Fire (May 2012)  Ray May Fires (August 2011 and June 2012)  Carter Springs Fire (September 2012)  Major flash flood events in July 2014 and 2015  Major riverine flooding events in January and February 2017  Three alarm Nature’s Edge single family residential structure fire in Jobs Peak Ranch, resulting in a multi‐million‐dollar loss  Three alarm Madcap Way single family residential structure fire at the height of the January flood event, resulting in a multi‐million‐dollar loss.  Quadruple fatality motor vehicle collision on U.S. Highway 395 at Leviathan Mine Road  Angela Court hazardous materials incident  Two alarm Bishop’s Circle structure fire  Two alarm San Juan Circle structure fire  Three alarm Lampe Apartment complex fire in Summer of 2016

Page 6 of 101 Governance East Fork Fire Protection District is an NRS 474 Fire District identified in Douglas County Code 18.10. The District was created by ordinance by of the Douglas County Commission in 1981. The Douglas County Board of County Commissioners served as the Board of Fire Commissioners for the first 35 years of existence. In 2016, the Board of County Commissioners passed an ordinance which would recognize and reconstitute the district under the provisions of NRS 474.010 to 474.450, thus treating the district as if it were created by election and to allow for its own independent Board of Directors. The first Board was interviewed and appointed by the Douglas County Board of Commissioners. The Board, officially appointed January 4, 2017, is now an independently and publicly elected body. The first appointed Board of Directors consists of:

 Bernard Curtis, President. Representing District 3, term expires 2019.  Barbara Griffin, Secretary. Representing District 2, term expires 2019.  Ken Garber. Representing District 1, term expires 2021.  Jacques Etchegoyhen. Representing District 4, term expires 2021.  Steve Mihelic. Representing District 5, term expires 2021.

The Board provides policy and budget direction to the District Fire Chief, Tod F. Carlini. Chief Carlini receives advice and counsel from the district’s executive staff, Executive Board of the East Fork Professional Firefighters Association, the Volunteer Fire Chiefs Advisory Board, and contract legal counsel. The Executive Staff supports the District’s mission, vision and values. The Executive Staff is comprised of the District Fire Chief, District Accountant, Executive Office Manager, Deputy Chief/Fire Marshal/Support Services and Deputy Chief Operations/Training/ Safety.

As an NRS 474 Fire District, specific powers are provided to the Board and the District Chief under State Law. These activities include:

 Manage and conduct the business and affairs of the county fire protection district.  Adopt and enforce all rules and regulations necessary for the administration and government of the District and for the furnishing of fire protection thereto, which may include regulations relating to fire prevention. The regulations may include provisions that are designed to protect life and property from: (a) The hazards of fire and explosion resulting from the storage, handling and use of hazardous substances, materials and devices; and (b) Hazardous conditions relating to the use or occupancy of any premises. Any regulation concerning hazardous substances, materials or devices adopted pursuant to this section must be consistent with any plan or ordinance concerning those substances, materials or devices that is required by the Federal Government and has been adopted by the Board of County Commissioners.  Organize, regulate, establish and disband fire companies, departments or volunteer fire departments for the District.  Make and execute in the name of the District all necessary contracts.  Adopt a seal for the District to be used in the attestation of proper documents.

Page 7 of 101  Provide for the payment from the proper fund of the salaries of employees of the district, and all the debts and just claims against the district.  Employ agents and employees for the District sufficient to maintain and operate the property acquired for the purposes of the District.  Acquire real or personal property necessary for the purposes of the District and dispose of that property when no longer needed.  Construct any necessary structures.  Acquire, hold and possess, either by donation or purchase, in the name and on behalf of the District any land or other property necessary for the purpose of the District.  Eliminate and remove fire hazards within the District if practicable and possible, whether on private or public premises, and to that end the board may clear the public highways and private lands of dry grass, stubble, brush, rubbish or other inflammable material in its judgment constituting a fire hazard.  Perform all other acts necessary, proper and convenient to accomplish the purposes of NRS 474.010 to 474.450, inclusive.  Provide emergency medical services within the county fire protection district; and  Purchase, acquire by donation or otherwise, lease, operate and maintain ambulances whenever necessary, and may take out liability and other insurance therefor. The board of directors may employ trained personnel to operate those vehicles.

Additionally, Douglas County Code 18.15.020 designates an ambulance service district within the East Fork Fire Protection District boundaries. East Fork is the sole provider of any gurney required transport for either EMS or inter‐facility transfer for calls originating within the District boundaries, be they emergency or non‐emergency. The code also allows East Fork Fire District Board of Directors the ability to set any and all rates necessary for the services.

Page 8 of 101

Board of Director Districts

Our initial Appointed Fire Board ‐ 2017

Page 9 of 101 Community Risk Analysis East Fork Fire Protection District responds to a multitude of various types of emergencies within our community. The incident types which East Fork faces are similar to other fire districts, but each community is unique with their hazards. This section of the report identifies the various risks we face with background information to bring the reader to an understanding position for our proposed standards. Douglas County Emergency Management has an extensive Hazard Mitigation Plan that discusses the larger disaster types affecting our community. Some of these can be planned for within the scope of a Standard of Cover while other ones, such as earthquake, are beyond the scope of this document. The Standards of Cover is based upon the following types of risks:  Emergency Medical Services (EMS) o Special event stand by o Treat and release at scene (against medical advice) o Treat and refer or assess and refer o Treat and transport o Inter‐facility transfer

 Structure Fire o Residential structure fire o Commercial structure fire o Industrial structure fire o Medical/senior living facility fire o Hotel/Casino structure fire o High density residential structure fire o Educational occupancy fire o Mid‐rise style structure fire

 Hazardous Materials/Terrorism (Hazmat) o Hazmat occupancies within our manufacturing, commercial and industrial buildings o Over the road transportation

 Technical Rescue o High mechanism motor vehicle collisions o Lake water rescue, including ice rescue o Swift water rescue o High angle rescue o Low angle rescue o Confined space rescue o Trench rescue

 Wildland Firefighting o Non‐Interface Wildland Fire o Urban Interface Wildland Fire

Page 10 of 101

 Airport o Aircraft emergency on the air field o Aircraft emergency off the air field

Each of our response districts were evaluated in terms of which hazards exist. This data assisted us in making recommendations for staffing, resources and station locations. Key elements of these hazards are explained in the following section for the benefit of District policy makers.

EMERGENCY MEDICAL SERVICES (EMS)

While EMS calls account for most of East Fork Fire responses, not every one of them is time sensitive or needed to correct a life‐threatening condition. A subset of EMS calls is very time sensitive, either for our response to the scene and/or the patient’s arrival at a healthcare facility for definitive care. These time sensitive calls include:

 Cardiac arrest  Respiratory arrest  Stroke  Choking  Traumatic injuries requiring surgery  Major hemorrhage  Heart attack in progress

That said, every person that calls 9‐1‐1 for assistance expects help to arrive in a reasonable time frame. The fire protection district must continue to strive towards a system that meets the time frames needed for these time sensitive calls while still allowing capacity for additional calls.

East Fork has a proud tradition, starting with the now dissolved East Fork Paramedic District, of being the premier provider of emergency medical services within the Carson Valley, southern and northern Douglas County areas. While many career fire agencies assume the task of provide EMS, East Fork, via the paramedic district, was one which transitioned from an EMS agency into the all hazard agency it is today, thus providing a different dichotomy for our culture of how we conduct business. As a fire agency providing EMS, we do so under the following pillars of care:

 Patient advocacy  Clinical excellence  Customer satisfaction  Response time reliability  Responder safety  Public safety

Through the International Academy of Emergency Dispatch’s priority based dispatching system, our medical calls are broken into five priorities ranging from one to four with a subset of Priority 1 calls, called Echo’s. Echo calls are life threatening calls in which time is working against the patient and the provider. The priority dictates the response mode, response time

Page 11 of 101 goal, and ability to hold calls based upon current system status. In 2016, East Fork responded to the following number of priority calls (fire and EMS):

Priority 1 ECHO 111 Priority 1 1,458 Priority 2 1,194 Priority 3 1,530 Priority 4 994

The benefit of priority based dispatching is to enable us to take advantage of the fact that not every call is time sensitive. This allows us to evaluate response and risk and then provide a measured response for the patient’s complaint or the type of call. We must work to build a system that provides for an adequately staffed and timely response for the priority calls. The system must have sufficient depth to enable us to react to the lower priority calls, provide sufficient staffing on the more significant events, while providing ready reserve capacity for the next priority call that may occur at any time. This is a monumental objective and it is understood that it will take time to reach this level of response. Priority funding consideration is necessary

Cardiac Arrest and Respiratory Arrest

Cardiac arrest and respiratory arrest are specific call types for which paramedicine was developed to treat. Cardiac arrest is when the patient’s heart has stopped and they have stopped breathing. They are truly time sensitive calls as the body can only survive a limited amount of time without oxygen being transported to the cells while waste products are removed. According to the American Heart Association, heart attack and stroke are the first and third leading causes of death nationwide in adults and consequently pose the greatest threat to the quality of life to the citizens of our District. The American Heart Association has developed the Chain of Survival to increase the odds of patient survival to hospital discharge:

Patients who have care administered within a shorter time frame have a better chance of recovery. Lower survival rates are seen in patients who have delayed care. In fact, for each minute that passes the chances of survival decrease between 7% and 10%.

Page 12 of 101 East Fork Fire Protection District has adopted an aggressive treatment protocol for both heart attack and stroke, and through relationships with Northern Nevada hospitals, is determined to be on the cutting edge of evaluation, treatment, and transport to ensure the best possible outcome for our patients. We consider our approach to be “cutting edge” with our new 12‐ lead electro‐cardio graph, capnography and continuous positive pressure airway (CPAP) equipment managed through our aggressive protocols.

East Fork supports the Chain of Survival through our Heart Safe Community approach. We are one of five Heart Safe Communities within Nevada. We teach public CPR classes and maintain automated external defibrillators in public places as well as those with the Douglas County Sheriff’s Office. We partner with many members of our community to make this a very concerted effort.

Our contracted dispatch center, Douglas County Emergency Communications Center, is one of three Emergency Medical Dispatch (EMD) accredited centers of excellence in Nevada. They provide pre‐arrival instructions, including hands only CPR with location of the closest AED, to those calling 911. We do this to enhance the probability of survival in the cardiac arrest setting. We partner with the Douglas County Sheriff’s Office to assist us with CPR and AED placement prior to our arrival. We partner with the Carson Valley Medical Center to provide community CPR classes and physician led education to our providers. We partner with Carson Tahoe Healthcare for access to their catheterization lab for our patients. We partner with both Care Flight and CALSTAR for the closest air ambulance through a single point of contact. Maintenance of this program and of our community’s E‐911 system is imperative to reduce out‐ of‐hospital cardiac arrest deaths.

Type of Care for Sudden Cardiac Arrest Patient After Collapse Survival Chance No care after collapse 0% No CPR but delayed defibrillation (after 10 minutes) 0 ‐ 2% CPR from non‐medical personnel, begun within 2 minutes, but 2 – 8% delayed defibrillation CPR and defibrillation within 8 minutes 20% CPR and defibrillation within 4 minutes, paramedics within 8 43% minutes

Heart Attack in Progress

A heart attack in progress can easily progress to cardiac arrest. Even when it does not, a heart attack, or myocardial infarction, indicates that heart muscle is dying. Many of the same steps within the Chain of Survival also apply to these calls. The use of E‐911 with EMD pre‐arrival instructions to take baby aspirin, response of a firefighter/paramedic on an engine for faster response followed by an ambulance for transport, and use of the new Zoll 12‐lead cardiac monitors are key to our effective response. Certain heart attacks can be seen on our 12‐lead cardiac monitors. The EKG for these patients can be transmitted electronically via e‐mail to Carson Tahoe Health where interventionist cardiologists can interpret them. Those patients

Page 13 of 101 that will benefit from immediate cardiac catheterization can be taken directly to the cath lab, bypassing any time delays associated with the Emergency Department.

Stroke Strokes, also called brain attacks, occur in two forms: a bleed or a thrombus (clot) in the brain. The only way to tell which one is occurring is by a CT scan. Approximately 80 percent of neurons die within three hours of the time that oxygen is cut off; therefore, rapid action is critical to prevent irreversible brain damage. Healthcare professionals have developed a catchphrase ‐ “Time is brain”‐ recognizing that acute stroke recognition and treatment is of premier importance to preserve brain tissue, limit the amount of disability patients suffer in the long‐ term, and increase the stroke survival rate.

About 795,000 Americans each year suffer a new or recurrent stroke. That means, on average, a stroke occurs every 40 seconds. These strokes kill more than 137,000 people a year, or about one death every four minutes. That's about one of every 18 deaths. It's the No. 3 cause of death behind diseases of the heart attacks and cancer. Females have strokes 60% more frequently than males. It is a growing risk for our community based upon our aging population.

East Fork is actively working with both Carson Valley Medical Center and Carson Tahoe Health to speed the process for suspected stroke patients to get to the CT scanner. Once the type of stroke is determined, either a medication can be given to dissolve the clot, or surgery can be arranged to stop the bleed. The surgery option is only available at healthcare facilities within Washoe County: an hour drive or helicopter (when including patient hand off) transport time. East Fork’s goal is to stabilize and transport these patients to a healthcare facility as soon as possible to determine the type of stroke so they can be treated at the appropriate facility in the fastest amount of time.

Traumatic Injury Requiring Trauma Center Transport

Those patients from a traumatic incident, such as a high‐speed motor vehicle collision, long fall, gunshot or stab wound, that may need emergency surgery must be taken to a trauma center within 60 minutes from the time of the incident. This requires a quick response to the scene, a short scene time, partnering with medical helicopters and at times a priority transport by ground ambulance to Renown in Washoe County. Every minute we save off each phase of this event benefits the patient’s outcome.

Major Hemorrhage

Like a cardiac arrest, major hemorrhage, or bleeding, can lead to death quickly. Through our accredited center of excellence for dispatching, immediate instructions are provided to bystanders to stop the bleeding. Douglas County Sheriff’s Deputies respond to assist in stopping the bleeding prior to our arrival. We treat these calls as a community response as we do cardiac arrest calls. Once we arrive, transport to the closest most appropriate healthcare facility that can address the issue is required. Sometimes this is Carson Valley Medical Center or Carson Tahoe Hospital while other times it is to the trauma center at Renown, in Reno, Nevada.

Page 14 of 101

STRUCTURAL FIRE FIGHTING

Structure fires are why most communities have a fire department. While they occur infrequently within our community, we must be prepared for them no matter the time of day, day of week or season of year. Structure fires are staffing intensive, an especially pointed concern for East Fork, given the EMS call volume and geography between our built‐up communities.

The standard of cover will examine staffing for the various types of structure fires in a future chapter. In this section, we wish to acquaint the policy maker and public with the key aspects of structural firefighting that makes time of importance. Structures today are not built as they were just twenty years ago. The construction materials of today, including those materials used in furnishings, give off highly toxic smoke at very low temperatures and can support combustion more readily. In many cases, it is not the fire we are concerned with for life safety, rather it is the smoke produced when the newer materials are heated and begin the process of pyrolysis.

The National Institute of Science and Technology (NIST) is very active in fire research with these new materials. Research results are finding their way into our practices. By way of example, controlling ventilation and encouraging people to sleep with their doors closed are two factors that can limit the size and intensity of fires.

Fire Growth

In order to understand the scope and importance of this part of the Standard of Cover, it is essential that the reader and policy makers understand the dynamics of fire and in particular when a structure is subjected to the fire dynamic. The scene of a fire is a very dynamic and diverse environment. No two fires are alike. Duration of fire growth, the stage in which the initial suppression unit finds the fire, and the availability of adequate resources all play significant rolls in the saving of life and property. A major risk management objective is to rapidly provide adequately staffed resources to a fire scene to prevent the flashover stage of the fire, which is the stage of a fire that increases the risk to life and property exponentially.

Staffing and fire apparatus needs can be reasonably determined by risk level, water supply, type of occupancy, and square footage of structure potentially involved. Our goal is to strategically locate enough firefighters and apparatus so a minimum acceptable firefighting force is available to rapidly intervene and extinguish small fires prior to flashover potential, and also to prevent the further spread of larger fires to adjoining buildings, neighboring homes, or the wildland. Since flashover is such a significant fire event, the prevention of this stage of fire growth is imperative.

Page 15 of 101 The Stages of Fire Growth

All fires go through a very predictable process that includes four stages of development. The sooner a fire is found, the better the chances firefighters will have at limiting resulting death, injury and property damage. Modern building and fire codes include provisions to increase our ability to be notified while hardening the structure against fire growth. Firefighters must understand these four stages as different strategies are required to combat the fire, depending upon the current fire stage. Two stages also have life threatening events that firefighters are trained to recognize and equipped to address to prevent firefighter injury and/or death.

These four stages are represented in a time‐temperature curve. The change in building and content materials over the last forty‐years has significantly changed this time‐temperature curve. Wood is no longer the major component of household contents, rather composite materials that contain plastics are the norm. These products produce more heat and smoke as well as deadly gases (off‐gassing) including carbon monoxide, hydrogen cyanide and phosgene.

Modern structures are also made of more light‐weight construction features than in the past, including oriented strand board (OSB) instead of plywood, and trusses instead of cut and stacked roofs. This reduction in building materials densities accelerate the time to potential structure collapse, increasing risks to civilians and firefighters alike. Adequate fire prevention codes must be maintained to reduce this risk.

Incipient – This first stage begins when heat, oxygen and a fuel source combine and have a chemical reaction resulting in fire. This is also known as “ignition” and is usually represented by a very small fire which often (and hopefully) goes out on its own, before the following stages are reached. Recognizing a fire in this stage provides your best chance at suppression or escape. Heat and smoke production is very light at this stage.

Growth – The growth stage is where the structure’s fire load and oxygen are used as fuel for the fire. There are numerous factors affecting the growth stage including where the fire started, what combustibles are near it, ceiling height and the potential for “thermal layering”. It is during this shortest of the four stages when a deadly “flashover” can occur; potentially

Page 16 of 101 trapping, injuring or killing firefighters. Prior to a flashover occurring, the fire gives a warning of “roll‐over,” when the super‐heated gases at ceiling level ignite. Firefighters can reduce the chance of flashover by cooling these overhead gases when a rollover is visible. Flashover occurs when all the contents of the room reach their ignition point and ignite simultaneously. Firefighters have the best chance of surviving if within 10‐feet of a door as this is the distance they can crawl to escape if a flashover is recognized late.

Fully Developed – When the growth stage has reached its maximum level and all combustible materials have been ignited, a fire is considered fully developed. This is the hottest phase of a fire and the most dangerous for anybody trapped within.

Decay – Usually the longest stage of a fire, the decay stage is characterized by a significant decrease in oxygen or fuel, putting an end to the fire. Increased levels of carbon monoxide occur during this phase. Two common dangers during this stage are: the existence of non‐flaming combustibles, which can potentially start a new fire if not fully extinguished; and, the occurrence of a back draft situation when oxygen is reintroduced to a volatile, confined space

Occupant Survival Expectations The concept of an occupant survival profile rests on several different factors and not limited to the following:

 Adoption with enforcement of latest fire and building codes  Type of construction  Age of construction  Engineered safety systems (sprinklers, fire alarms, etc.)  Age of occupant  Functional and access needs of the occupant (wheelchair bound, dementia, etc.)  Distance from a fire station  Water supply (hydrants or water tenders)  Access concerns: road conditions, road access, weather concerns

The west coast generally fairs better than the east coast in terms of occupant survivability due to newer age of construction, smaller population density in the structure, and better compliance with the fire/building codes due to a lack for “grandfathering” need by age. The east coast therefore normally has a higher number of firefighters assigned to respond to the fire.

The East Fork Fire Protection District is challenged by the water supply issues, road network, distance from fire stations, and an advanced age demographic. Geographically we are challenged by our ability to quickly transverse our district. We lack an addressing convention, and street naming convention. There are a limited number of alternate roadways and quality of the roads affect apparatus speed. Our water supply issues have decreased from our last Standard of Cover but still exist in areas where large structures are built. These areas require

Page 17 of 101 the use of water tenders to provide the water which is further been impacted by our volunteer capacity to provide that type of response.

According to the most recent data obtained from the United States Fire Administration, adults ages 50 and older have a greater risk of dying in fires than the general population. The elderly, ages 85 and over, have the highest risk of fire death. The risk of fire injury is greatest in the 20 to 54 age ranges. Adults ages 30 to 34, have the highest risk of fire injury. We have included information on the estimated demographics of our community on page 28 to help in making some of these correlations.

HAZARDOUS MATERIALS AND TERRORISM

Hazardous materials are chemicals and materials that pose a danger to the public, property or the environment once they improperly exit their containers. While East Fork does not traditionally respond to many “hazmat” calls, we do have great potential given some of the occupancies and the interstate highway that travels through the heart of our communities. East Fork is a member of the Quad County Hazmat Response Team. This enables us to field a team to make entry into life threatening incidents involving hazardous materials without the cost of staffing and maintaining a stand‐alone team. The regionalization of this response need has severed very well for over 25 years now. District Chief Tod Carlini and District Board Member Steve Mihelic (retired Division Chief, Carson City Fire Department) were two of the founding members of the team over 25 years ago

The threat from acts of terrorism, more specifically domestic terrorism, continues to be a current threat throughout our country. The Tahoe Douglas Bomb Team comprised of Douglas County Sheriff’s Office and Tahoe Douglas Fire District personnel provide services to address this threat and when explosive or chemical products are involved. The team is a national asset and very well trained and equipped.

We also experience the threat, as do all jurisdictions, of active assailant type events, be they in public schools, work places, retail locations, or other similar site.

TECHNICAL RESCUE

Technical rescue is an all‐inclusive capability that covers almost all the other types of calls in which the fire district responds. The most predominant place we enter the technical rescue field is on motor vehicle collisions. Our community has many high‐speed routes and intersections. Many of these are known to be areas that have frequent high velocity motor vehicle collisions that require the use of tools and expertise to extricate the patient from the vehicle, thus creating a case for “technical rescue.”

East Fork is at the entry level phase for many of the other technical rescue disciplines except for static water rescue. East Fork has had a rescue boat at Topaz Lake for several years and personnel are trained and equipped for its use and application on the lake. The extent of our static water rescues exists year‐round due to a fishing season that runs from January to October

Page 18 of 101 and ice conditions that exist on smaller lakes and ponds normally in the months of November, December and January.

Truck 12, Engine 14, and Care Flight on the scene of a single vehicle roll over

Our threat for swift water rescue is seasonal based on the amount of water found within the Carson River. High angle rescues are another low threat for the district, yet a consideration. Low angle rescue, which is one that uses a rope to assist on a slope, even though the rescuer can stand up without it, is generally moderate given our mountain roads both within our District and that of our ambulance contract service in Alpine County. Confined space rescue is a threat at several of our industrial occupancies and for our general improvement districts working within manholes, lift stations and utility vaults Trench rescues, while possible, especially during periods with peak construction activity, all have occurred. We rely on the Carson City Fire Department for technical assistance and support in this regard.

Our risk of structural collapse is also very high from our earthquake threat. The risk of earthquake in our community is well documented within the Douglas Hazard Mitigation Plan. We have a number of larger structures that are built of unreinforced masonry which could suffer a collapse in an earthquake. Even some of our Type V wood frame construction is at risk of scissor collapse.

A goal for the future is to establish a Quad County Technical Rescue Team to mirror the regional hazardous materials team approach. This will enable each participating district to have resources to assist in these risks without the need to staff and maintain on an agency by agency basis, thus resulting in considerable cost savings.

WILDLAND FIRE

East Fork looks at two types of wildland fires: The non‐interface wildland fires that occur predominantly in the Pine Nut Mountain Range on the eastern side of the district and our wildland urban interface incidents that have the potential of occurring throughout our District.

Page 19 of 101

RECENT FIRE HISTORY Fire Date Started Acres Structures Cause Cost Name Burned Lost Ray May August 16, 2011 3,815 2 Human $1,231,574 Holbrook September 10, 2011 133 0 Undetermined $226,896 Burbank September 30, 2011 1,113 0 Lightning $1,515,000 TRE May 22, 2012 7,153 17 Illegal burning $3,411,412 Preacher June 1, 2012 1,076 0 Lightning $835,000 Springs June 22, 2012 1,191 0 Lightning $688,000 Carter September 21, 2012 3,400 0 Undetermined $1,310,000 Springs Bison July 4, 2013 24,000 0 Lightning $8.6 million Frontage October 9, 2016 100 2 Undetermined $3 million

Pinon trees burn on the Bison Fire in the Pine Nut Mountain Range

Non Interface Wildland Fire While 67.9% of our District encompasses federal lands, these lands are interspersed with privately owned land. Unlike some other Nevada fire districts, our enabling legislation did not carve out the federal land. These two items make East Fork a responder to wildland fires until ownership is determined and the responsible agency assumes control and responsibility for the incident. Due to intermix of ownership, most incidents are managed under unified command. East Fork has a significant history of wildland fires within the Pine Nut Range.

The threat of wildland fires within the district is great due to response distance, fuel conditions, and the presence of summer thunderstorms, traditionally, the most frequent cause.

Wildland Urban Interface Fire The wildland urban interface fire threat for many communities within East Fork is extremely high. These are wildland fires that burn in or towards residential neighborhoods that then involve the structures as well as the vegetation as fuel. East Fork experienced the 2012 TRE Fire

Page 20 of 101 which burned 17 homes/structures and 7,153 acres during a large wind event. The fire was started by illegal burning. This has been the largest interface fire in the district since the devastating Autumn Hills Fire in June of 1996.

In 2005, Nevada’s Fire Safe Council Chapters engaged Resource Concepts, Inc. to perform a systematic survey of our community and the wildland fire risk. The following table summarizes this research. This table is shown on the next page.

Interface Fuel Ignition Community Interface Hazard Risk Hazard Community Classification Conditions Rating Rating Alpine View Intermix High to Extreme High Moderate Bodie Flats Intermix High to Extreme High Extreme China Springs Intermix/Rural Low to Extreme High High Dresslerville*1 Classic Low to Moderate Low* Moderate* East Valley Intermix Moderate Moderate Low Fish Springs2 Intermix High High High Gardnerville Classic Low Low Low Gardnerville Classic Low Low Low Ranchos Genoa Intermix Low to Extreme High High Holbrook Intermix Moderate to High High Junction3 Extreme Jacks Valley/ Classic/Intermix Low to High High Moderate Indian Hills Jobs Peak Ranch2 Intermix Moderate to High High High* Johnson Lane Classic/Intermix Low to High Moderate Moderate Minden Classic Low Low Low North Foothill Intermix Low to Extreme High High Road Corridor Pine Nut Creek2 Intermix High High* High* Ruhenstroth Intermix Moderate to High Moderate Moderate Sheridan Acres Intermix Low to Extreme High High Spring Intermix Low to High High* High* Valley/Double Springs4 Topaz Lake Intermix Low to High High Moderate Topaz Ranch Intermix Low to Extreme High High Estates

* Ratings adapted from previously completed reports using similar community hazard assessment criteria:

1SWCA Environmental Consultants 2002 2Blackbull Wildfire Services 2004 3Resource Concepts, Inc. 2002 4WCA Environmental Consultants 2003

Page 21 of 101

It should be recognized that this data is now 15 years old. A considerable amount of fuels reduction work has taken place in several of the areas noted and, in fact, some of the areas may indeed have changed dramatically. The data is presented herein to provide some historical perspective of the wildland fire risk and not define the current level of hazard or risk. While not a responsibility of this work, a goal for the future must be to update the community risks assessment.

Resource Concepts’ work included two maps, one reflecting historical wildland fires and one reflecting the hodgepodge of land ownership through the county.

These maps are reflected on the next few pages. The fire history map prepared by Resource Concepts does omit recent fires. Douglas County GIS created a map that includes the more recent fires.

The smoke plume from the Ray May Fire

Page 22 of 101

Page 23 of 101

Page 24 of 101

Page 25 of 101

Page 26 of 101

FIRE HISTROY MAP FROM DOUGLAS COUNTY G.I.S.: FIRES IN 2011-2012

Page 27 of 101

AIRPORT FIRE RESCUE

Minden Tahoe Airport, an uncontrolled airport, is operated by a private contractor, representing Douglas County. Uncontrolled means our airport does not have a tower to control air traffic. The airport serves gliders, recreational pilots and commercial companies. The aircraft run the gamut from hot air balloons, high altitude gliders, prop planes and commercial jet aircraft, to what may now be the bi‐annual air show that includes the world famous U.S. Air Force Thunderbirds. The air field is used by federal contractors for wildland firefighting for both rotary and fixed wing aircraft. Small Engine Air Tanker (SEAT) mobile base support is provided as needed. At one time, the Minden Tahoe Airport served as an air base for large air tankers. Some experimental large, jet propelled air tankers are still based at the airport.

East Fork Fire must be prepared for each of these aircraft for an on the field emergency and an off the field emergency. Minden Tahoe Airport is also the secondary landing facility for the Reno Tahoe Airport should an aircraft not be able to make it to Reno, including large commercial passenger jets.

Page 28 of 101

DOUGLAS COUNTY DEMOGRAPHICS

The State Demographer, based upon the 2014 estimates, is predicting a relatively stable population until 2019. This data is important for us to consider; however the data is dated and from the beginning/middle of the recession we saw a loss of people in our community along with a decrease in building. Both seem to be trending upward at a very slow pace. The following facts are provided from the State Demographer, the County Master Plan and NV Energy. The numbers reflect all of Douglas County of which East Fork accounts for 96%.

Quick Facts  East Fork Fire Protection District square miles: 694  Douglas County square miles: 737.7  Median Age: 48.5 years of age  Population is estimated at 48,553  Population growth is estimated at < 1% per year until 2020  County has 24,533 total housing units  14,050 are owner occupied while 5,715 are renter occupied  67.9% of the land is federally owned  Poverty rate is 10.5%  Median family Income: $69,400  Increase in housing since 2010: 1.8%  Increase in population since 2010: 1.5%

Our Top Five Employers  Douglas County School District  Douglas County  Carson Valley Medical Center  Wal‐Mart  Carson Valley Inn Building Permits Issued (Entire County)

Structure Type 2011 2012 2013 2014 2015 2016

Single Family (Valley 29 44 107 151 128 155 Only)

Manufactured 2 0 1 2 2 4 Home

Duplex 2 0 0 0 1 0

Multi‐Family Home 0 0 2 0 0 0

Commercial 8 10 7 6 16 28

Total 41 54 117 159 147 187 Source: Douglas County

Page 29 of 101 2015 Distribution of Residence Types (Entire County)

Home Type Number %

Single Family Detached 18,145 74% Home

Single Family Attached 3,064 12.5% Home

Manufactured Home 1,827 7.4%

Multi-Family Home 1,497 6.1% Source: County Master Plan Update 2016 Draft

Page 30 of 101 RISK LEVEL EXPECTATIONS

The Standards of Cover Work Group has placed a strong emphasis on rapid, adequate service delivery for both Fire and EMS response as well as considering responder safety.

The goal is to provide adequate advanced life support and fire attack resources to allow those in need of aid the greatest chance of survival possible, thus making one of our highest priorities life safety, for both the public we serve, and our personnel. East Fork Fire Protection District’s mission statement embodies this philosophy by truly “Serving the fire and life safety needs of our community”.

Risk Level Expectations East Fork follows the following guiding principles: 1. We will respond to calls for service based on the assumption that we can protect the lives and property of the residents and visitors within the East Fork Fire District. 2. We will risk our lives to save a life. 3. We will risk our lives, in a calculated manner, to protect savable property. 4. We will not risk our lives to attempt to save lives or property that is already lost.

Motor vehicle collision: Highway 88 and Centerville in 2017

Page 31 of 101 Response Times: Background and Current RESPONSE TIME DEFINITIONS

Response time elements are a cascading combination of events. This cascade effect is used to describe events leading up to the initiation, mitigation, and ultimate outcome of an event. It should be kept in mind that certain intervals described can be directly influenced by the fire service performance and efficiency (i.e., turnout time interval and travel interval) and the 911 call center (i.e., call processing time), while others can be influenced indirectly through public education, engineering initiatives, and standards. Other factors by way of example can be geographic, weather related, and call activity levels.

Careful definition of terminology is essential to any conversation about response performance standards. It becomes even more critical when an organization attempts to benchmark its performance against other providers or internally against its own standards. The following definitions are standardized for discussion of response performance parameters within the District:

Event Initiation Point: The point at which factors occur that may ultimately result in an activation of the emergency response system. Precipitating factors can occur seconds, minutes, hours, or even days before a point of awareness is reached. An example is the patient who ignores chest discomfort for days until it reaches a critical point at which he/she makes the decision to seek assistance (point of awareness). It is rarely possible to quantify the point at which initiation occurs.

Event Discovery Alarm Alarm Alarm Alarm Alarm Initial Turn Out Travel Initial Total Termination Initiating of Event Answering Processing Handling Transfer Alarm Time Time Action Response Of Event Point Assignment Time

Discovery of Event: The point at which a human‐being or technologic "sentinel" (i.e., smoke detector) becomes aware of conditions that exist requiring an activation of the emergency response system. This is also considered the point of awareness.

Alarm: A signal or message from a person or device indicating the existence of an emergency or other situation that requires action by an emergency response agency.

Alarm Answering Time: The time interval that begins when an alarm is received at the communications center, and ends when the alarm is acknowledged at the communications center. Event Discovery Alarm Alarm Alarm Alarm Alarm Initial Turn Out Travel Initial Total Termination Initiating of Event Answering Processing Handling Transfer Alarm Time Time Action Response Of Event Point Assignment Time

Page 32 of 101 Alarm Processing Time: The time interval from when an alarm is acknowledged at the communications center until response information begins to be transmitted via voice or electronic means to emergency response units in the field. This can be broken down into two additional timeframes: "call taker interval" (the interval from the receipt of the alarm at the communications center to when the call taker transfers the alarm information to the dispatcher), and, "dispatcher interval" (the interval from the time the call taker transfers the alarm information to the dispatcher until the dispatcher activates emergency response units' alerting devices).

Alarm Handling Time: The time interval from the receipt of an alarm at the primary public safety answering point (PSAP) until the beginning of the transmittal of the response information to emergency response units in the field.

Alarm Transfer Time: The time interval from the receipt of an emergency alarm at a PSAP until the alarm is first received at the communications center.

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

Turnout Time: The time interval that begins when the emergency response units' notification process begins by either an audible alarm or visual annunciation or both, and ends at the beginning point of travel time. During the turnout time interval, crews cease other activities, don appropriate protective clothing, determine the location of the call, board, and start the appropriate apparatus for the incident. It is expected that a "responding" notification will be transmitted by the emergency response unit(s) when all responding personnel are aboard the apparatus, properly secured, wearing the appropriate safety gear, and the apparatus begins its response (en route time). Factors affecting turnout times include: time of day, type of call‐and thus, type of protective clothing that is required for the call, activities at time of call, among others.

Page 33 of 101 Travel Time: The time interval that begins when a unit is en route to the emergency incident and ends when the unit arrives at the scene. Factors affecting travel time include school zones, road construction, selection of correct route, accuracy of static maps, caller directions, apparatus equipment failure, and weather, among others.

Initiating Action/Intervention Time: The time interval from when a unit arrives on the scene to the initiation of emergency mitigation measures.

Total Response Time: The time interval from the receipt of the alarm at the PSAP to when the first emergency response unit is initiating action or intervening to control the incident. Event Discovery Alarm Alarm Alarm Alarm Alarm Initial Turn Out Travel Initial Total Termination Initiating of Event Answering Processing Handling Transfer Alarm Time Time Action Response Of Event Point Assignment Time

Termination of Incident Time: The point at which the responding unit(s) have completed the assignment and notify the communications center. Event Discovery Alarm Alarm Alarm Alarm Alarm Initial Turn Out Travel Initial Total Termination Initiating of Event Answering Processing Handling Transfer Alarm Time Time Action Response Of Event Point Assignment Time

In addition to the above, consideration should be given to critical emergency medical time elements, since, in jurisdictions like East Fork, the fire service is the principal provider of EMS first response. The Chain of Survival Standard developed by the American Heart Association is often used to provide guidance for response performance. The chain of survival suggests that basic life support (CPR and defibrillation) should be available to the victim of a cardiac arrest within 4 minutes of the event, and that advance life support (paramedic service) should be available within 8 minutes or less of the event.

Page 34 of 101

CURRENT RESPONSE TIME STANDARDS 1. Douglas County 911 Emergency Services will answer all 911 calls on the first ring 95% of the time.

2. Career station turnout time should be 60 seconds or less during the day, and 80 seconds or less the rest of the time 90% of the time.

3. All calls requiring an emergency response will be dispatched on a Priority Based Dispatching basis, as follows:

PRIORITY 1 and PRIORITY 1 ECHO All units responding priority (lights and siren). Examples: Structure Fire; Cardiac Arrest; River Rescue; Motor Vehicle Accident with injury or extrication required.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 60 seconds, 90% of the time.  Response: Fire: Arrival of first pumping and water carrying apparatus within 8 minutes (turnout time plus travel time), 90% of the time with the remainder of the alarm assignment arriving within 12 minutes (turnout time plus travel time), 90% of the time for deployment of initial full alarm assignment (i.e., commence fire attack). EMS: 8 minutes for Advanced Life Support (ALS) at the patient's side and 12 minutes for a transport ambulance on scene, 90% of the time.

PRIORITY 2 Closest, most appropriate units responding priority; all others, non‐priority (no lights or siren).

Examples: Activated Fire Alarm; Ground Level Fall; Vehicle Fire; Motor Vehicle Accident, unknown injury.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 60 seconds, 90% of the time.  Response: Fire: Arrival of first pumping and water carrying apparatus within 8 minutes (turnout time plus travel time), 90% of the time. EMS: 8 minutes for Advanced Life Support (ALS) at the patient's side and 12 minutes for a transport ambulance on scene, 90% of the time.

PRIORITY 3 All units responding non‐priority. Example: Illegal Burn, non‐emergency Public Assist.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 120 seconds, 90% of the time.  Response: Fire: 12 minutes (turnout time plus travel time), 90% of the time. EMS: 12 minutes for Advanced Life Support (ALS) at the patient's side and 15 minutes for a transport ambulance on scene, 90% of the time.

Page 35 of 101

PRIORITY 4 "Non‐emergency" Inter‐Facility Transfers: Transport Ambulance at the requesting facility for a "non‐emergency" inter‐facility transfer within 12 minutes, 90% of the time.

Peak Demand Facilities and Areas Peak demand zones are locations where crews frequently respond for a variety of reasons. Since we respond to these locations on a frequent basis, crews must be familiar with them and the standard should ensure an adequate response to mitigate common incidents. Peak demand zones include our assisted living facilities, high‐density housing, medical facilities and some higher risk intersections. Data indicates that the following list identifies those areas we consider to be peak demand facilities or areas. Our peak demand facilities and areas include:

 Carson Valley Medical Center  Carson Valley Senior Living  Brookdale Senior Living  Gardnerville Health and Rehab  Minden Emergent Center (stand‐alone emergency department and urgent care)  Douglas County Sheriff’s Office Valley Jail  Pine Nut Mountain Range  Highway 395 at Airport  Highway 88 at Centerville

Sign within the Carson Valley Museum and Cultural Center. It was originally within the Logan Building, Carson Valley’s original hospital

Page 36 of 101

Standards: Background and Incident Scene Staffing The knowledge of the hazards and risks faced within our community, coupled with a review of how response times are determined, leads us to a review of the standards for effective incident scene staffing.

INCIDENT SCENE STAFFING FOR EFFECTIVE OPERATIONS

The work group reviewed a large body of work in regards to incident scene staffing. Some of the items included the various and competing national standards. Some of the items included research from the National Institute of Science and Technology (NIST). These national standards provided a framework for the workgroup to establish our proposed East Fork standards. In this section, we will highlight the various standards so the reader will have an idea of where the work group made localized decisions for our standards. These standards include:  NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments  NFPA 1720: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments  Insurance Service Office/Commercial Risk Services, Inc. (ISO)  NFPA Fire Protection Handbook  International City/County Managers Association (ICMA)

The Insurance Service Office/Commercial Risk Services Inc. (ISO) provides, through their Fire Suppression Rating Schedule, a tool for the insurance industry to measure quantitatively the major elements of a community's fire suppression system. Measurements for these elements are then developed into a Public Protection Classification number on a relative scale of 1 to 10. A Public Protection Class is an important number used by the insurance industry to determine fire insurance premiums for both commercial and residential property. Generally, citizens can expect to pay lower property insurance premiums when their community achieves an improved Public Protection Classification. The East Fork Fire Protection District experienced this within the last ten years with a reduction in its Public Protection Classification to a Class 3 for the almost 85% of the District from a Class 6/10. The Pine Valley area is a Class 10 while a very small portion of the District is a Class 8.

The ISO Fire Suppression Rating Schedule states that, in addition to numerous other factors taken into consideration, "The built‐upon area of the community should have a first‐due engine company within 1.5 miles and a ladder‐service company within 2.5 miles." Travel distance is measured along travel routes as the fire apparatus responds to a fire site. Many conditions exist that can lead to conflicting objectives in locating fire stations, apparatus and personnel such as: construction and occupancy hazards, population density, disparities between the number and severity of incidents in different areas, and characteristic differences between commercial and residential properties, among others. For these reasons, many fire service leaders feel that response time to a fire incident is more important than mileage from a fire station to a fire site.

Page 37 of 101 With respect to personnel staffing measures, the ISO Fire Suppression Rating Schedule provides a complex rating format based on the average number of firefighters available on duty for career fire departments, and the average number of firefighters responding to building fires for volunteer fire departments. Actual average manning for volunteer fire departments is divided by 3 to account for a delayed response time from the fire station or for assembling at the fire scene. In other words, ISO considers that it requires three (3) volunteers to equal one (1) career employee. The 3 to 1 ratio has been included in the ISO grading for years.

ISO gives credit for the staffing levels and it is open ended: meaning that there is no maximum number. For career personnel, the total number of members on duty with companies is taken as the yearly average. ISO defines the need for 12 personnel for each engine and truck and 6 for each service company.

East Fork is able to count the volunteer engines for pumping credits and for locations, but since we don’t have 36 volunteers (3 to 1) at each station, we do not get credit for the staffing of the apparatus, however credit is provided for apparatus and stations.

Additionally, ISO looks at the first alarm only. So, if we send 3 engines, we need 12 people, including the company officers. We would also need 6 people if two rescues are dispatched and 3 if the squad is sent. So the number for career personnel would be 21, on a first alarm. We are sending 13 or 14.

The Calculation becomes complicated in as much as ISO not only considers staffing but also water supplies., fire flow, and building height to determine the number and type of apparatus. If an organization is unable to meet the requirements, ISO applies a “divergent” value to the capability, meaning a loss of points for a failure to meet their minimum standard.

For each occupancy or group of occupancy you can actually calculate the needed man power, but that is not feasible.

NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, establishes the following performance standards:

On‐Scene Operations, Risk Statement, Critical Tasks, and Establishing an Effective Response Force: On‐scene operations, critical tasking, and effective response force are the elements of a standards of cover study that determine staffing levels, number of units needed, and duties to be performed on the fire ground. A fire department must be able to determine what tasks need to be completed in order to have a positive influence on the outcome of the situation, and the number of personnel and apparatus required to complete those tasks

Critical Tasks: These are the most important and immediate tasks that must be completed in a timely manner by personnel on scene at any type of incident to prevent escalation of the incident to a catastrophic condition that threatens life loss and/or property destruction.

In this section, critical tasks are identified that must be performed at each type of incident. Each task is identified with the minimum number of personnel to be effective. Allocation of personnel assumes that crews are committed to those assigned tasks, and are not available for

Page 38 of 101 re‐assignment until the incident has been mitigated sufficiently to allow their release. The following charts show the minimum personnel needed to complete the critical tasks. Greater alarms will generally require resources from our mutual aid partners. The data presented below shows the variances between the differing documents and aided the work group in making decisions on personnel needs on our various incident scenes.

STRUCTURE FIRES NFPA Standard 1710 calls out for the following personnel on a 2,000 square foot residential structure fire:

Single Family Task First Alarm Incident Command 1 Operator 1 2 Hoselines 4 Support for Hoselines 2 Search and Rescue Team 2 Ground Ladders 2 Aerial (if used) Operator 1 Initial Rapid Intervention Crew 2 Total 15

NFPA Fire Protection Handbook, 20th edition (2008) recommends the following minimum number of firefighters/officers to do the job safely. If this sounds like a lot, keep in mind that firefighters will always work in pairs, if not more, to complete the several tasks to get the job done as safely as possible. This includes such tasks as water supply, search and rescue, ventilation, rapid intervention, and so on.

Between 19 and 23 personnel typically constitute the first‐alarm assignment to a confirmed single‐family dwelling fire, as observed by evaluation teams.

Not fewer than 24 firefighters and two chief officers, one or more safety officers, and a rapid intervention team(s) should respond to high‐hazard occupancies (schools, hospitals, nursing homes, explosive plants, refineries, high‐rise buildings, and other high‐life hazard or occupancies with large fire potential).

Not fewer than 16 firefighters, one chief officer, a safety officer, and a rapid intervention team should respond to medium‐hazard occupancies (apartments, offices, mercantile, and industrial occupancies not normally requiring extensive rescue or firefighting forces).

Not fewer than 14 firefighters, one chief officer, a safety officer, and a rapid intervention team should respond to low‐hazard occupancies (one, two, or three‐family dwellings, scattered small businesses and industrial occupancies).

At least 12 firefighters, one chief officer, a safety officer, and a rapid intervention team shall respond to rural alarms (scattered dwellings, small businesses, and a farm building).

Page 39 of 101 The International City Management Association (ICMA) states in “Managing Fire Services” that at least four and often eight or more firefighters, each under the supervision of an officer, “should respond to fire suppression operations.” Further, it says, “If about 16 trained firefighters are not operating at the scene of a working fire within the critical time period, then dollar loss and injuries are significantly increased, as is fire spread.” It has found five‐person companies 100‐percent effective, four‐person companies 65‐percent effective, and three‐person companies 38‐percent effective.

NFPA 1720 Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments provides for a different method of determining staffing and response times: tied to population density.

Demand Zone Demographics Minimum Staff Response Time Meets Objectives to Respond (minutes) (%)

Urban area >1,000 15 9 90 people/square mile

Suburban area 500 – 1000 10 10 80 people/square mile

Rural area < 500 6 14 80 people/square mile

Remote area Travel distance 4 Directly 90 over 8 minutes dependent upon travel time

Special risks Determined by Determined by Determined by 90 agency agency based agency upon risk

An additional legal standard that is underlying in our operations is known as Two In, Two Out. This federal law (29 CFR 1910.155©(26)) requires at least two firefighters ready to rescue two firefighters within a hazardous environment. This indicates that we cannot make entry into a hazardous environment without four personnel on scene. An allowance is provided if a known civilian rescue is present: three personnel may make entry to perform the rescue only. Both District Chief Tod Carlini and former Deputy Chief Dave Drew (Ret.) served on the governor appointed statewide committee which was responsible for ushering in the OSHA two in and two out standard for Nevada that we follow today.

Page 40 of 101

Critical Tasks, Structure Fire Offensive Attack Minimum Personnel for an Effective Firefighting Force

Taking these points under advisement, the Work Group looked at the tasks that must be conducted on typical fire incidents within East Fork’s jurisdiction and developed the following:

Residential Structure Fire in Areas with Fire Hydrants

Single Family Single Family Task First Alarm Second Alarm (additional resources) Incident Command 1 1 Hose Lines 4 2 Incident Support 2 2 Engineer 1 1 Exposure 3 Third Line 2 Truck Operations 1 Safety 1 Search and Rescue 2 2 Ventilation 2 Initial Rapid Intervention Crew 2 Total 15 14 additional

Residential Structure Fire in Areas without Fire Hydrants

Single Family Single Family Task First Alarm Second Alarm (additional resources) Incident Command 1 1 Engineer 1 Hose Lines 4 Incident Support 2 4 Truck Operations 1 Safety Officer 1 Tender Operations 3 3 Water Supply Engine Operator 1 Water Supply Group Supervisor 1 Third Line 2 Exposure 3 Search and Rescue 2 2 Ventilation 2 Initial Rapid Intervention Crew 2 Total 21 15 additional

Page 41 of 101 Commercial Structure Fire in Areas with Fire Hydrants

Commercial Commercial Second Task First Alarm Alarm (additional resources) Incident Command 2 1 Incident Safety Officer 1 Engineer 2 1 Incident Support 4 3 Truck Operations 3 4 RIT 4 2 Search and Rescue 2 2 Ventilation 4 3 Lines 8 6 Total 30 19 additional

Commercial and multi‐family differ from single family dwellings in size, occupant load, fire load and complexity. They are more labor intensive operations, with a higher life hazard, both for firefighters and for occupants. Commercial occupancy fires are not common due to the fire prevention requirements for sprinklers, separations and alarm systems.

Offensive Attack is used when the first arriving Company Officer determines that they have sufficient resources to combat the fire and mitigate the incident. This strategy is a decision process based on size of the fire, material burning, safety of our personnel, and resources available. In this action, fire crews enter the building and combat the fire.

The Natures Edge Fire

Page 42 of 101

Defensive Attack is used when the first arriving Company Officer determines that the resources are not sufficient to combat the fire from inside the building, or the building is clearly lost, or safety factors that pose a threat from collapse of the structure, heat or products involved in the fire. In this action, fire crews fight the fire from outside the building with the idea that the building will be a total loss. The incident commander will direct efforts to reducing the hazard, protection of adjacent property, and protection of the environment.

Transitional Attack is a combination of defensive tactics to contain and hold the fire until enough resources arrive to be able to change tactics to offensive.

Incident Command System East Fork utilizes the Incident Command System (ICS) as required by Presidential Homeland Security Directive Number 5. ICS provides for management oversight on incidents to ensure an effective and efficient response.

Command/Incident Safety Officer/Accountability The first arriving officer is responsible for Incident Command. As the Incident Commander (IC), this person fulfills all command staff duties until he/she delegates them. This function includes:

 Sizing up the situation  Assessing available resources and identifying the problem  Setting the objectives of the operation  Deciding on and communicating a plan of action  Coordinating the activities of the crew for maximum effectiveness  Monitoring the safety of the operation (see ISO, below)  Monitor the location, position and condition of every person in the hazard zone  Keep the Passport system current  Call for a Personnel Accountability Roll; call at specified intervals

Incident Safety Officer The Incident Safety Officer (ISO), required at times by Occupational Safety and Health Administration, Environmental Protection Association regulations and our industry’s best management practices, monitors the safety of the operation and reports directly to the Incident Commander:

During the initial response, the IC is the ISO. This person must do the following:

 Continually observe the operation for potential hazards, watching for:  Potential collapse hazards  Power line hazards  Unsafe practices and conditions  Required safety equipment  Other hazardous concerns and issues  Alter, terminate or suspend any operation which jeopardizes the lives and/or safety of personnel

Page 43 of 101 Pump Operations/Water Supply The individual operating the apparatus on initial attack is responsible for:

 Functioning as the designated water supply officer  Maintaining a usable flow of water to the attack hose line  Assisting with making the appropriate equipment available to the attack crew  Monitor the scene for safety issues  Ensuring that a stable water supply is set up  In an area with hydrants: . Connect and charge the hydrant line  In a non‐hydrated (rural) area: . Assist with setting up portable reservoir . Coordinate water tender shuttle

Garage Fire in District 6

Page 44 of 101 Fire Attack The fire attack crew (minimum of 2 personnel) is responsible for the following tasks:

 Full personal protective equipment (PPE), including self‐contained breathing apparatus (SCBA)  Take the necessary equipment and charged hose line to the point of entry  Force entry to the building and advance the line to the fire  Apply enough water to take the main heat out of the fire  Retreat, if deemed necessary by the IC, until more resources arrive on scene. In certain situations, it will be necessary to remove the heat and products of combustion (smoke) by creating openings in the building before entering the building. This process is known as ventilation, and it can be crucial in changing the interior environment prior to entry by the fire attack crew. In most cases, however, by the time this crew makes entry, there will be additional resources on scene to provide fire ground support.  In the event that a structure is untenable and there are no life safety concerns, the Attack Crew will protect adjacent properties with hose streams and will extinguish the fire from the outside.

Fireground Support Truck /Squad Operations These duties are done by engine crews or the aerial apparatus as assigned to support the ability of the attack crew to locate and extinguish the fire. Their primary job is to make the interior environment safer for the attack crews and occupants while providing alternate means of escape as needed. Support functions include the following:

 Force open doors for attack crews to enter  Search for victims  Utility control (gas and electric)  Ventilation of smoke and hot gases  Ladder the building  Provide safe egress for attack crews  Check for fire extension into hidden void spaces  Aerial operations  Manage air resources  Monitor air use  Assist in changing air cylinders  Refill empty air cylinders

Water Supply When responding to a structure fire with no available hydrants, East Fork must utilize water tenders to supply firefighting water. This includes the driving of the water tender, establishment of either a nursing operation or a drop tank for tender shuttles and operation of the equipment to move water between tanks and apparatus.

Page 45 of 101 RIT (Rapid Intervention Team) This is a crew which is dedicated only to the safety of the firefighters inside the building. It is their responsibility to do the following:

 Assemble the tools and air resources needed for a potential rescue of a trapped firefighter  Provide egress by “softening” the building: . Cut bars on windows . Locate exits  Place ladders in windows where the firefighters are working  Remain immediately available to enter the building safely if a firefighter is reported trapped, down or not accounted for

Secondary (or Backup) Line Two firefighters are required to staff a backup attack line to accomplish the following tasks:

 Assist the attack crew  Keep the egress free of fire  Monitor safety of attack crew

The above personnel assignments/tasks are for the situation in which no life threat exists. In the case where the initial crew arrives to find a life threatening situation, the crew may make entry with less than 4 personnel on scene to save a life. This is permitted through OSHA’s 2 in 2 out clause of 29 CFR 1910.134. This condition is known as operating in a rescue mode. Secondary Support functions can be accomplished by initial response personnel after completion of initial assignments, or by units which are specifically called for these tasks.

EMS (Emergency Medical Services) Responsible for the following:

 Provide medical services for either victims of the fire or firefighters  Transport any patient to the hospital (another medic will be called to fill this assignment)

Rehabilitation (“Rehab”) Firefighting is an exceptionally strenuous and taxing job. The rehab task set is critical in extended operations, especially in adverse weather conditions such as extreme heat or cold.

 Provide a place for firefighters to rest, rehydrate, warm up or cool down as necessary, and eat.  Monitor vital signs to ensure that a firefighter is not medically unstable due to exertion.

PIO (Public Information Officer) The PIO is a vital position, which the IC will fill as soon as practical. The PIO will:

 Gather incident information for dissemination to the news media  Set up a media area in a safe location  Offer appropriate information to the media in a timely manner

Page 46 of 101  Protect sensitive information in a responsible manner  Assist occupants with information and resources

Extended Operations This term includes, but is not limited to, the following tasks:

 Augment the capability of the RIT (see above)  Salvage valuable property or protecting it in place with the use of tarps  Remove water from the building  Open up hidden spaces to check for hot spots  Fill SCBA bottles  Restore apparatus and equipment to serviceable condition  Determine area and point of fire origin, investigate cause of fire  Tend to the immediate needs of occupants  Drain, pick up, roll and reload hose  Cleaning and restoring of equipment and supplies  Relief for fatigued crews

CRITICAL TASKS FOR SINGLE RESOURCE RESPONSES Task Minimum Personnel Incident Command 1 Engineer 1 Firefighter 2 Total 4

Single resource responses include lower risk incidents such as dumpster fires, vehicle fires, chimney fires, low risk wildland fires, smoke investigations, and automatic alarms. These incidents are typically responded to by a single ambulance and engine resource.

If conditions are found that warrant additional resources, the Incident Commander can request additional units. For example, if smoke is found in the attic at a reported chimney fire, the IC will request a full residential structure fire response.

ON-SCENE OPERATIONS - WILDLAND

CRITICAL TASKS FOR WILDLAND FIRE INITIAL ATTACK: (High Risk Response) First Alarm Minimum Second Alarm Minimum Task Personnel Personnel (additional) Incident Command 2 1 Engineer 5 5 Firefighters 3 3 Incident Safety Officer 1 0 Captains 3 3 Effective Firefighting 14 12 Force

Page 47 of 101

Our Threat from Wildland Fires is Tremendous! Firefighting activities on a wildland fire range from attacking the fire directly to providing for structure protection. The cost of a wildland fire is high, given assets such as firefighter helicopters and air tankers that can cost upwards of $2,000 per drop of fire retardant. The cost of structure protection is borne by local government solely, while the costs of fighting a wildland fire might be shared with other government organizations that share in ownership of the land.

Wildland Fire – Direct Attack Operations When firefighters are engaged in direct attack operations, many options exist for the incident commander including:

 Using firefighters with hand tools such as shovels and chain saws to remove the fuel in advance of the fire;  Using firefighters with hose lines contained in backpacks to climb hills and fight the fire with water;  Using firefighters on brush engines, known as Type 3 engines, to fight the fire as a firefighter and walk alongside the driving engine;  Working in conjunction with these options are aircraft that work to try and slow the spread of fire or reduce the height of the flames so firefighters on the ground can extinguish the fire.

Each of these options has a specific time and place for use. It is important to provide sufficient personnel in a short amount of time to keep the fire small.

Water tenders are especially crucial for wildland fires as many areas with the wildland fire risk are not located in areas served by a water purveyor, but rather in areas where homes rely upon privately owned wells that may stop functioning when electricity to the area fails.

Minnehaha Canyon Fire

Page 48 of 101 Structure Protection Operations Resource needs multiply quickly when structures are threatened by wildland fires. In areas of low density and widely scattered homes, one engine company (2 person minimum) is needed to protect each home. In high density areas, one engine company can protect 3‐5 homes. Structure protection resource needs should be in addition to the resource needs for perimeter control of the wildland fire. Moving resources needed for perimeter control to protect structures defeats the opportunity to mitigate the fire threat, and puts the entire operation in a defensive posture.

Secondary Support for Wildland Fire Responses Secondary support needs for extended operations vary by the size of the fire and the fuels involved. Mopping up a wildland fire can take from several hours to several days and require a large number of people and equipment. Logistical support such as water, food and fuel become critical. Relief crews are usually needed to relieve the fatigued initial attack resources.

ON-SCENE OPERATIONS - EMS

Critical Tasking For EMS Responses Treatment and care duties may include: starting an IV, c‐spine immobilization/backboard immobilization, giving medications, CPR, hemorrhage management, heart monitoring, airway management and other skills as needed.

If the rescue crew needs any additional manpower for assistance in providing care or lifting/carrying patients, they can request additional resources as needed on a case by case basis.

If the number of patients begins to exceed the initial assignment in terms of patient care, the IC can request additional resources and implement the multi‐casualty incident response plan.

Critical Tasking Motor Vehicle Accident Unknown Injury Motor Vehicle Collision (MVC) Task Minimum Personnel Incident Commander 1 Scene Control/ Hazard Mitigation/ Safety 1 Patient Triage, Treatment and Transportation 2 Total 4

Injury MVC Task Minimum Personnel Incident Commander 1 Scene Control/ Hazard Mitigation 1 Patient Triage, Treatment and Transportation 3 Captain (Supervisor of patient care or extrication) 1 Safety 1 Total 7

Page 49 of 101 Extrication is defined as patient removal either by means of manual or mechanical methods. Treatment and care duties may include; IV starts, c‐spine immobilization/LBB immobilization, giving medications, CPR, hemorrhage management, heart monitoring, airway management, and other skills as needed.

Motor Vehicle Collision with Ejection – Highway 88

Page 50 of 101 East Fork 2016: An Overview

Staffing Levels Summer of 2016 saw a decrease in our staffing levels from 19 to 18 with the temporary closure of a position that staffed Squad 1. That position has since been re‐established and its deployment is represented in the trial period. The table below represents our winter 2016 staffing levels prior to our trial period:

Daily Career Staffing Battalion Station Captain Engineer Firefighter/Medics Primary Apparatus Chief Battalion 10 1 1 1 Training 10 ALS Engine 4 4 1 1 2 ALS Rescue 4 ALS Engine 7 7 1 1 2 ALS Rescue 7 ALS Engine 12 12 1 1 2 ALS Recue 12 ALS Engine 14 14 1 1 2 ALS Rescue 14

Volunteer Station Staffing Station Attack Support Wildland Response Total 2 7 4 1 11 3 1 4 2 5 5 5 2 3 7 6 11 0 1 11 7 5 3 2 8 8 1 3 3 4 9 6 1 2 7 10 0 2 2 2 Total 35 20 16 55

Currently, wildland volunteers may either be support or attack and are denoted in its own column to reflect a daily possibility of volunteer response to wildland incidents.

A review of staff and support positions compared with suppression/responding personnel, East Fork has 12% of staff serving in non‐line positions such as EMS billing, human resources, mechanic, and support services. Emergency Services Consulting International, the premier consultant for Standards of Cover Plan Development and consulting report a range of 10 – 15% for this breakdown as the norm.

Comparing the ratio of our on‐duty firefighters to our jurisdictional population, East Fork has 0.53 personnel per 1,000 residents of our community. This is for the 19 daily staff, 1 executive chief

Page 51 of 101 officer on call and 1 volunteer to represent 3 available per day for a total daily level of 21 personnel. The Insurance Services Organization utilizes the equation that 3 volunteers count as 1 responder to account for availability. Administration has opted to include the availability of 1 volunteer being available daily. The National median is 1.34 and the western states regional median is 0.85 firefighters per 1,000 residents.

District Call Volume

6294 CHANGE IN CALLS: 6033 5887 CY2013: -62

CY2014: +433 5516 5456 CY2015: +146

CY2016: +261

2012 2013 2014 2015 2016

The histogram represents East Fork’s call volume increases over the last five years. A 12% increase in call volume has been realized during the five years since the last Standard of Cover was developed. The accompanying chart shows the total change in calls per year. We have seen an increase in 778 calls since 2012 or an average of 2.14 daily. As of July 19, 2017, East Fork has responded to 3559 incidents. This provides us with an estimate of 6464 calls for 2017 which is an additional 170 calls from 2016 or an increase in daily calls by 2.6.

Fire Responses

Response Priority Number Priority 1 Echo 51 Priority 1 230 Priority 2 308 Priority 3 418

Medical Responses

Response Priority Number Priority 1 Echo 60 Priority 1 1,177 Priority 1 IFT 51 Priority 2 886 Priority 3 1,112 Priority 4 994

Page 52 of 101 East Fork has a high number of responses when compared with other similar communities. We have 160 incidents per 1,000 population members. Per data reported by Emergency Services Consulting International in other Standards of Cover, the rural range for calls per 1,000 members of the population is 56 to 105.8 calls. Our count includes the 994 inter‐facility transfers that we perform due to our rural nature with a critical access hospital which may account for the difference. Even excluding these IFT’s from the incident count provides for 140 calls per 1,000 populations: higher than the reported range. Since the range is so robust, it leads to some thought about its applicability.

1000

980

960

940

920

900

880

860

2016 Calls by day of the week

450

400

350

300

250

200

150

100

2016 Calls by time of day

Districts The District is sub‐divided into smaller response districts, providing for the closest unit to respond to requests for assistance. Each of these districts represents a different level of hazard and response needs. Each district is designated by its community fire station’s number.

Page 53 of 101

CALL HISTORY BY DISPATCHED CALL TYPE

2012 2013 2014 2015 2016 EMS 3599 3634 3759 3754 3930 increase/decrease 65 125 ‐5 176 IFT/Evaluations 787 769 983 1074 1259 increase/decrease ‐18 214 91 185 Vegetation 250 254 228 181 219 increase/decrease 4 ‐26 ‐47 38 Vehicle 22 14 12 16 29 increase/decrease ‐8 ‐2 4 13 Structure/Act Alarms 245 248 323 308 310 increase/decrease 3 75 ‐15 2 Mutual Aid 91 41 48 61 79 increase/decrease 50 7 13 18 Hazardous Situation 244 269 303 366 277 increase/decrease 25 34 63 11 Stand By 273 222 231 273 196 increase/decrease ‐51 10 42 ‐77

Page 54 of 101

DISTRICT 2/DISTRICT 14

Station 1 Station 2 – Gardnerville Volunteer Fire Dept.

Station 14 District Office/EOC

Page 55 of 101 District 1 is the former Douglas County Engine Company primary response district. When the Engine Company’s volunteer force closed in 2002, District 14 assumed responsibilities for District 1.

Apparatus and Its Staffing Each station within the response district are represented in the table below. Staffed stations have a yellow highlight with their total staffing levels. The chart indicates which apparatus is housed at the station and how it is staffed by those assigned. Volunteer stations are denoted by grey highlight.

Minimum Apparatus Type Year Make/Model Staffing Pump Tank Station 1 – 2 Personnel Battalion 10 IC Unit 2013 Chevy Suburban 1 Training 10 IC Unit 2008 Ford Pickup 1 Utility 1 Utility 2001 Chevy Pick up Reserve Utility 110 Utility 2000 Chevy Tahoe Reserve Utility 120 Utility 2000 Chevy Suburban Reserve Antique 1 Antique Station 2 – Gardnerville Volunteer Fire Department Utility 2 Utility 1999 GMC Pick Up Volunteer Engine 2 Type 1 1996 Pem Fab Volunteer 1,500 750 Brush 2 Type 3 2005 International Volunteer 200 650 Water Tender Type 1, 1990 Freightliner Volunteer 500 3,000 2 Support Antique 2 Antique Station 14 – 4 Personnel Engine 14 Type 1 2010 Spartan 2 1,500 650 Brush 14 Type 3 1998 International Master Body Cross Staff 500 650 Rescue 14 Type 1 2014 Ford F350 North Star 2 Rescue 114 Type 1 Reserve MCI 14 Trailer 1994 Wells Cargo Cross Staff CERT Staff 1992 Jeep Volunteer POD 14 Trailer Wells Cargo Cross Staff Smoke Trailer Trailer 1996 Serro Scotty

Page 56 of 101 District Office Staff Vehicles (Staff Assigned) Chief 101 IC Unit 2008 Chevy Tahoe 1 Chief 102 IC Unit 2005 Chevy Suburban 1 Chief 103 IC Unit 2005 Chevy Suburban 1 Prevention 101 Staff 2005 Chevy Pick Up 1 District Office Support Vehicles Staff 1996 Chevy Yukon Staff 2009 Chevy Silverado

Station 2 ‐ Volunteer Strength 2016  7‐Attack volunteer firefighters  4‐Support volunteer firefighters  Daily wildland staffing availability: 1

Target Hazards Target hazards are defined as large structures with multiple floors (3 or more stories) or large floor areas or properties that pose significant hazards and represent a potentially large loss of life or property. Structures or property that possess significant infrastructure, hazardous materials, or have a high risk of loss from fires.

District 14  911 Dispatch Communications Center  Airport Propane Site  Best Western Motel  Carson Valley Inn  CVIC Community Hall  Douglas County Maintenance Yard  Douglas County Sheriff’s Office/Jail  Douglas High School  East Fork Fire District Office  General Electric  Historic Court House  Holiday Inn Express Hotel  Ironwood Movie Theater  Minden Elementary School  Minden Inn  Minden Medical Center  Minden/Gardnerville Sanitation Treatment Plant  Minden/Tahoe Airport  NV Energy Sub‐Station  Two Day Care Facilities  Two Fuel Tank Farms  United States Post Office

Page 57 of 101 District 2  Bently Enterprises  Carson Valley Middle School  Douglas County Senior/Community Center  Gardnerville Elementary School  GE Bently  Heritage Inn  Sharkey’s Casino  Two Day Care Facilities  United States Post Office  Verizon Frontier Communications  Wide rise shopping centers  Strip mall shopping centers

Response District Hazards The Workgroup evaluated which incidents are able to occur within the response district. These hazards are denoted in the table below. These tables drive our run cards that indicate desired incident scene staffing (reflected in the standards section of this document).

District 2 District 14 Residential Residential Small commercial Small commercial Large commercial Large commercial Hotel/Motel Hotel/Motel Casino Casino Hazmat Hazmat High density residential High density residential Educational Educational Mid rise Mid rise Swift water Swift water Medical facility High mechanism MVC WUI Airport

Construction Types The construction types come from NFPA Standard 220, which defines five types of building construction. Firefighters use these five types to classify structure by hazards and for response determination.

Type I: Fire‐Resistive Buildings Fire‐resistive buildings may be used for many different occupancies, such as office buildings, shopping centers, or residential dwellings. The critical structural requirement for Type I buildings is that all walls, floors, roofs, and supporting members must be made of noncombustible materials. In addition, any noncombustible material that is subject to stress from high temperatures (e.g., steel) must be protected from heat to avoid failure. Structural elements such as bearing walls, columns, beams, girders, trusses, and floors must be constructed in accordance with standards developed as a result of standardized fire‐resistance

Page 58 of 101 testing. Fire‐resistance ratings range from as little as two hours for interior bearing walls to four hours for beams, girders, and trusses.

Type II: Noncombustible Buildings Noncombustible buildings may be used for many different occupancies, such as office buildings, warehouses, and automobile repair shops. The critical structural requirement for Type II classification is that walls, floors, roofs, and supporting structural members must be made from noncombustible or limited‐combustible materials. Structural elements may have from a zero‐ to two‐hour fire‐resistance rating. The concern for fire‐suppression operations is that any unprotected steel structural elements under fire conditions, could expand or relax, thus causing structural failure.

Type III: Ordinary‐Construction Buildings An ordinary‐construction building may be used for many different occupancies, such as office buildings, retail sales stores, or mixed occupancy, such as a retail sales store on the first floor with a dwelling unit on the second floor (see Figure 1.7). This construction method is often referred to as “Main Street, USA,” since it is representative of building types on main streets in many American small towns. The critical structural requirement for Type III classification is that the exterior walls must be constructed of noncombustible materials, most commonly masonry or stone. Interior walls and supporting structural elements are typically made from wood, which may have a fire‐resistance rating of up to one hour. Fire resistance may be rated from zero to as much as one hour for interior bearing walls, support columns, beams, girders, floors, and roofs. Older buildings along the main streets of downtown Minden, Gardnerville and Genoa are found to be of ordinary construction.

Type IV: Heavy‐Timber Buildings A heavy‐timber building is generally used for manufacturing, storage, or other similar purposes that require a structure to support very heavy floor loads. Today, many of these buildings have been converted for other occupancies, including retail sales stores and residential dwellings.

Type V: Wood‐Frame Buildings A wood‐frame building may be used for many different purposes, such as single‐family dwellings, multiple‐family dwellings, restaurants, or retail sales stores. There are five distinct methods of wood‐frame construction: log, post‐and‐beam, balloon, platform, and plank‐and‐ beam.

District 1:  56 Type 2 structures that are fire resistant construction  56 Type 3 structures that are considered “ordinary” construction of cinderblock and wood  2,076 Type 5 structures that are wood framed  2,188 Total Structures in District 1, according to data from Douglas County G.I.S. and the Douglas County Assessor

District 2:  30 Type 2 structures that are fire resistant construction  30 Type 3 structures that are considered “ordinary” construction of cinderblock and wood

Page 59 of 101  2,305 Type 5 structures that are wood framed  2,365 Total Structures in District 2, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Water supply within this first‐due district ranges from structures protected by hydrants on water systems operated by the Gardnerville Water Company and the Town of Minden, to homes on acreage where firefighters must rely upon water tenders to bring firefighting water to the scene.

Page 60 of 101 DISTRICT 3

Page 61 of 101 Apparatus Type Year Make/Model Minimum Staffing Pump Tank

Station 3 – Genoa Volunteer Fire Department Patrol 3 Type 7 1999 Chevy Pick up Volunteer/CERT Air Quick Rehab 3 Trailer 2006 ? Volunteer/CERT Engine 3 Type 1 1991 International Marion Volunteer 1,000 750 Water Type 1, 2001 Freightliner Volunteer 500 3,500 Tender 3 Support Ranger 3 ATV 2008 Gator XUV M‐6 Multi‐use

Station 3 ‐ Genoa Volunteer Fire Department Strength 2016  1 ‐ Attack volunteer firefighter  4 ‐ Support volunteer firefighters  Daily wildland staffing availability: 2 volunteers

Target Hazards  Wally’s Resort  Post Office  Genoa Lakes  Genoa Inn  Genoa Museum

Population District 3 has a total population of 988 residents according to data from the U.S. Census Bureau.

Construction Types  12 Type 2 structures that are fire resistant construction  895 Type 5 structures that are wood framed 907 Total Structures in District 3, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Douglas County Utilities cover a majority of District 3. For non‐hydranted areas, East Fork Fire provides protection by the use of water tenders. Since the last Standard of Cover, we have seen a significant increase of hydrants placed by Douglas County Utilities.

Page 62 of 101 DISTRICT 4

Station 4

Page 63 of 101 Minimum Apparatus Type Year Make/Model Pump Tank Staffing Station 4 – 3 Personnel Utility 5 2000 GMC Volunteer Patrol 4 Type 7 1999 Chevy Volunteer Air Assigned Quick Engine 4 Type 1 1996 HME 2 1,500 1,000 Engine 104 Type 1 1989 International Volunteer 1,000 1,000 Marion Brush 4 Type 3 1998 International Cross Staff 500 650 Master Body Water Type 1 1979 Ford Cross Staff 500 3,000 Tender 4 Support Rescue 4 Type 1 2004 Ford Wheeled 2 Coach

Target Hazards  Bar/Store  Church  Senior Center/Community Center  Dollar General  Propane Facility  Strip Mall

Population District 4 has a total population of 1,524 residents according to data from the Census Bureau.

Construction Types  2 Type 2 structures that are fire resistant construction  1,417 Type 5 structures that are wood framed

1,419 Total Structures in District 4, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Topaz Ranch Estates Water Company serves a good portion of District 4. We have seen tremendous improvement in the water supply system within the TRE GID. The remainder of the District is protected by East Fork Fire water tenders, along with static water supply tanks, enabling firefighters to bring firefighting water to the incident.

Page 64 of 101 DISTRICT 5

Page 65 of 101

Minimum Apparatus Type Year Make/Model Pump Tank Staffing Station 5 Brush 5 Type 3 1993 International Volunteer 250 600 Water Type 1 1990 Freightliner Volunteer 500 3,000 Tender 5 Support Squad 5 Heavy 2003 International Volunteer Rescue SVI Boat 5 1999 Watercraft Jet Cross Staff Ski/Highland Boat Ranger 5 ATV 2010 John Deer ATV

Topaz Volunteer Fire Department Strength 2016  5 ‐ Attack volunteer firefighters  2 ‐ Support volunteer firefighters  Daily wildland staffing availability is 3 volunteers

Target Hazards  Best Western Motel  Frontier Switching Station  Topaz Lake Park  Topaz Lodge Casino  Topaz Lodge Convention Center  Topaz Lodge Motel  Topaz Marina

Population District 5 has a total population of 653 residents according to data from the Census Bureau.

Construction Types  5 Type 2 structures that are fire resistant construction  227 Type 5 structures that are wood framed 232 Total Structures in District 5, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply The Topaz Lodge Water System provides firefighting water for a small portion of District 5; East Fork Fire water tenders, enabling firefighters to bring their firefighting water with them to the incident, protecting the remainder.

Page 66 of 101 DISTRICT 6

Station 6, Johnson Lane Volunteer Fire Department

Page 67 of 101

Apparatus Type Year Make/Model Minimum Pump Tank Staffing Station 6 Engine 6 Type 1 1998 Seagraves Volunteer 1,000 750

Brush 106 Type 3 1991 Ford Volunteer 120 750

Brush 6 Type 3 2004 International Volunteer 200 500

Water Type 2 1991 International Marion Volunteer 500 1,500 Tender 6 Support

Utility 6 1993 Ford Volunteer

Station 6 ‐Johnson Lane Volunteer Fire Department Strength 2016  11 ‐ Attack volunteer firefighters  0 ‐ Support volunteer firefighters  Daily wildland staffing availability is: 1

Target Hazards  Pinion Hills Elementary School  Church  Starbucks Plant  NV Energy Sub‐Station  North Sails  Minden Tahoe Airport  Large commercial and industrial facilities

Population District 6 has a total population of 6,629 residents.

Construction Types  30 Type 2 structures that are fire resistant construction  2,869 Type 5 structures that are wood framed

2,899 Total structures in District 6, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Douglas County Utilities under the name East Valley Water System maintains the public water system. East Fork Fire water tenders provide firefighting water supply for the areas not covered. We have seen an increase in the number of fire hydrants within District 6 since the last Standards of Cover.

Page 68 of 101

DISTRICT 7

Station 7, Vehicle Maintenance/Support Services

Page 69 of 101

Apparatus

Apparatus Type Year Make/Model Minimum Staffing Pump Tank

Station 7 Engine 7 Type 1 2007 American LaFrance 2 1,260 750

Engine 107 Type 1 1996 Pem Fab Reserve/Volunteer 1,500 750

Brush 7 Type 3 1998 International Master Cross Staff 500 650 Body

Rescue 7 Type 1 2015 Ford Northwest 2

Rescue 107 Type 1 2007 Ford Wheeled Coach Reserve

Squad 7 Heavy 2003 International SVI Cross Rescue Staff/Volunteer

Utility 7 Support 2000 GMC Volunteer

TASS Mechanic Support 1994 Ford 1 Ton 1 101

Flatbed Support 2000 Chevy 1 Ton

Support Support 2005 Chevy 1 Services

Animal Trailer 1997 Pace Trailer Trailer

Forklift Support 2008 Clark

Flatbed Trailer 1989 Flatbed Trailer Trailer

Ranger 7 ATV 2008 Kawasaki Mule

Support Support 1999 Chevy Suburban 1 Services

Station 7 ‐ Ranchos Volunteer Fire and Rescue 2016 Strength  5 ‐ Attack volunteer firefighters  3 ‐ Support volunteer firefighters

Page 70 of 101  Daily wildland staffing availability is 2 volunteers

Target Hazards  Aervo  Carson Valley Medical Center and adjoining office buildings  Carson Valley Senior Living  CC Meneley Elementary School  Church x3  Day Care x2  Gardnerville Health and Rehab  Brookdale Senior Living  Pau‐Wa‐Lu Middle School  Post Office  Scarcelli Elementary School  Tribal Gym  Washoe Tribal Healing Center  Strip malls  Commercial centers  Casino

Population District 7 has a total population of 11,799 residents.

Construction Types  15 Type 2 structures that are fire resistant construction  4,686 Type 5 structures that are wood framed 4,701 Total Structures in District 7, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Gardnerville Ranchos General Improvement District provides water supply for a majority of District 7.

Page 71 of 101 DISTRICT 8

Station 8, Sheridan Volunteer Fire Department

Page 72 of 101

Minimum Apparatus Type Year Make/Model Pump Tank Staffing

Station 8 Engine 8 Type 1 1996 Pem Fab Volunteer 1,500 750 Brush 8 Type 3 2004 International Volunteer 200 500 Water Type 1, 2004 International Volunteer 500 3,000 Tender 8 Support Utility 8 1999 GMC Volunteer

Station 8 ‐ Sheridan Volunteer Fire Department 2016 Strength  1 ‐ Attack volunteer firefighter  3 ‐ Support volunteer firefighters  Daily wildland staffing availability is 3 volunteers

Target Hazards Agricultural Interests Equestrian Facilities and Stables

Population District 8 has a total population of 1,579 residents.

Construction Types  1 Type 2 structures that are fire resistant construction  1,073 Type 5 structures that are wood framed 1,074 Total Structures in District 8, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Douglas County Utilities, through the Foothills Water System, provides firefighting water to a portion of District 8. East Fork Fire District water tenders provide firefighting water for the remainder of District 8.

Page 73 of 101 DISTRICT 9

Station 9, Fish Springs Volunteer Fire Department

Page 74 of 101

Apparatus Type Year Make/Model Minimum Pump Tank Staffing

Station 9 – Joint Station with BLM: staffed with BLM Brush Engine Engine 9 Type 1 1991 International Marion Volunteer 1,000 750 Brush 9 Type 3 1990 Ford Volunteer 120 700 Water Type 1, 1989 Freightliner – Volunteer 500 3,000 Tender 9 Support MANUAL TRANSMISSION Haz Mat 9 2004 Spartan Cross Staff Patrol 9 Type 7 1999 GMC Volunteer

Station 9‐ Fish Springs Volunteer Fire Department 2016 Strength  6 ‐ Attack volunteer firefighters  1 ‐ Support volunteer firefighters  Daily wildland staffing availability is 2 volunteers

The Bureau of Land Management staffs a Type 3 Engine during wildland season. This resource may or may not be available as they are a National resource.

Target Hazards

Population District 9 has a total population of 1,605 residents.

Construction Types  1 Type 2 structure that are fire resistant construction  719 Type 5 structures that are wood framed 720 Total Structures in District 9, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply District 9 relies solely upon East Fork Fire District water tenders for firefighting water as no public water system exists. All dwellings are served by private wells. Two water tanks are maintained by East Fork to supply water tenders within this District.

Page 75 of 101 DISTRICT 10

Station 10, Ruhenstroth Volunteer Fire Department

Page 76 of 101 Apparatus Type Year Make/Model Minimum Pump Tank Staffing

Station 10 Engine 10 Type 1 1997 Westates Volunteer 1,500 750 Truck 10 Mid‐ship 1974 Mack – MANUAL Cross Staff 65 foot aerial scope Aerial TRANSMISSION Brush 10 Type 3 2000 International Cross Staff 500 650 Water Type 1, 2003 International Volunteer 500 3,000 Tender 10 Support Water Type 2, 1994 International Volunteer 750 1,700 Tender 110 Support Patrol 10 Type 7 1997 Ford Volunteer Air Quick

Station 10 Ruhenstroth Volunteer Fire Department 2016 Strength

 0 ‐ Attack volunteer firefighters  2 ‐Support volunteer firefighters  Daily wildland staffing availability is 2 volunteers

Target Hazards  Douglas County Transfer Station  Douglas County Fair Grounds  NV Energy Sub‐Station  Pine View Estates Propane Farms

Population District 10 has a total population of 1,921 residents.

Construction Types  8 Type 2 structures that are fire resistant construction  1,161 Type 5 structures that are wood framed

1,169 Total Structures in District 10, according to data from Douglas County G.I.S. and the Douglas County Assessor.

Water Supply Douglas County Utilities provides a public water system through the China Springs and Fairgrounds Systems. East Fork provides protection of a majority of District 10 by use of water tenders, enabling firefighters to bring firefighting water supply with them to the incident.

Page 77 of 101 DISTRICT 12

Station 12

Page 78 of 101 Station 15

Station 16

Apparatus Type Year Make/Model Minimum Pump Tank Staffing

Station 12 Engine 12 Type 1 2006 American LaFrance 2 1,260 750 Brush 12 Type 3 2000 International Cross Staff 500 650 Water Type 1, 2003 International Cross Staff 500 3,000 Tender 12 Support Rescue 12 Type 1 2010 Ford F350 SD 2 Wheeled Coach Truck 12 Mid‐ship 2004 American La France Cross Staff 100 foot mid‐mount Aerial platform Utility 12 Support 1995 Chevy Station 15 – Leased to USFS: Staffed with a USFS Brush Engine Engine 15 Type 1 1983 International Van Pelt Reserve 1,000 750 Station 16 – Reserve Apparatus Housing Engine 16 Type 1 1995 International Boise Reserve 1,000 1,000 Mobile Equipment

Rescue 16 Type 1 2001 Ford Wheeled Coach Reserve

Page 79 of 101 Target Hazards  Best Buy complex  Home Depot complex  Jacks Valley Elementary School  Target complex  Walmart complex  Sierra Surgery Center  Lutheran High School  Hill Top Community Church  Austin’s House  Indian Hills Sewage Treatment Facility  Clear Creek

Population  District 12 has a total population of 6,275 residents

Construction Types  30 Type 2 structures that are fire resistant construction  2,743 Type 5 structures that are wood framed 2,773 Total structures in District 12, according to data from Douglas County G.I.S. and the Douglas County Assessor

Water Supply Douglas County Utilities provides a public water system through its North County water system. Indian Hills General Improvement District provides a public water system within Indian Hills. East Fork Fire District’s water tenders provide firefighting water supply for the remainder of District 12.

Page 80 of 101 Trial Period Contract negotiations in late 2016 led to East Fork Professional Firefighters requesting the ability to utilize the safety staffing portion of NRS 288 to discuss apparatus staffing during contract negotiations. The District Chief, District’s lead negotiator, Mr. Doug Ritchie, and Association Negotiation Team asked the Standards of Cover workgroup to examine a model which would close a Rescue Ambulance and assign those personnel to engines as a third position. This would be coupled with the return of the nineteenth shift position to provide for three engines to be staffed by three personnel (Captain, Engineer and Firefighter, one of whom would be licensed as a paramedic). The preference would be to have the Firefighter licensed as the paramedic.

The Standards of Cover workgroup evaluated unit hour utilization data as part of this request. Unit Hour Utilization (UHU) is a time on task evaluation: how much time does a resource spend assigned to an emergency incident. Private ambulance providers obviously desire a high UHU to enhance profit. The nationally accepted EMS average is less than 0.45 which accounts for seasonal fluctuations, special events and the like. Fire service based EMS providers desire a balanced UHU to accomplish the other tasks necessary of the fire service, i.e. training, station maintenance, apparatus maintenance, charting, etc. While this is per invalidated literature, it provides us a measuring stick to use and adjust our system.

Our desired UHU is 0.32 or less for a Rescue Ambulance. Higher UHU distributions indicate the employees are unable to accomplish their other tasks, many associated with their dual role as firefighters. UHU is a percentage of a 24‐hour time period, so 0.32 – 0.33 reflects 8 hours of work time out of a 24‐hour period.

A review of UHU for 2015 and 2016 (January 1 to November 1) is reflected in the table below:

Apparatus 2015 Calendar Year 2016: January – November 1st Engine 4 0.02 0.02 Engine 7 0.09 0.14 Engine 12 0.05 0.07 Engine 14 0.08 0.13 Rescue 4 0.05 0.06 Rescue 7 0.36 0.21 Rescue 12 0.11 0.14 Rescue 14 0.21 0.23

A review of echo priority calls within District 4 was conducted since it is the District furthest away from a second due resource. In CY2015, 67 medical echo calls were dispatched, of which 7 or, 11%, occurred in District 4. For fire echo calls, 22 occurred districtwide with 3 or 14% occurring with District 4. Since only four career response zones (4, 7, 12 and 14) exist, this indicates that under the expected amount (25%) of these calls originate within the response zone for Rescue 4.

Page 81 of 101

Additionally, data was considered for calendar year 2016 districtwide. The number of each priority of calls in each response district was analyzed along with consideration of the inter‐ facility transfers from the two authorized facilities: Carson Valley Medical Center and Minden Urgent/Emergent Care. The table below reflects the data and the chart depicts the distribution of calls by all response districts.

Priority Priority 1 Echo Priority Priority Priority 1 Echo Priority Priority Priority Station EFD 1 EFD 2 EFD 3 EFD EMD 1 EMD 2 EMD 3 EMD Total 2 11 39 60 70 8 248 171 235 842 3 0 3 12 17 1 37 26 30 126 4 6 12 9 10 3 64 37 39 180 5 0 16 19 7 3 28 18 34 125 6 5 14 24 51 5 134 114 98 445 7 10 35 56 106 21 382 302 404 1316 8 2 14 24 8 4 27 32 25 136 9 1 7 5 4 0 18 17 11 63 10 1 10 16 10 1 38 38 38 152 12 0 11 9 13 2 20 8 13 76 14 15 70 73 122 12 181 123 187 783 Total 51 231 307 418 60 1177 886 1114 4244

Facility P1 IFT P4 IFT Total CVMC 41 818 859 MMC 12 156 168 Other 1 1 Total 1028

Page 82 of 101

The Standards of Cover workgroup felt it best to implement a trial period in which the closure of Rescue Ambulances 4 and 12 could be evaluated. Much discussion was had over how best to implement such a change. An idea was proposed to place all of the Rescue Ambulances in the core of the District since that is where a majority of the incidents occur. It was also decided that all Rescues Ambulances would also share in the inter‐facility workload whereas previously Rescue 7 and 14 did Carson Valley Medical Center IFT’s and Rescue 12 handled Minden Urgent/Emergent Care (the only Stand Alone Emergency Department in the State) IFT’s. Discussion was had if Station 7 or Station 14 would be the best location for two Rescues, knowing an additional firefighter position would be allocated to Operations Division following completion of the 2017‐1 Regional Fire Academy. The workgroup decided the additional firefighter would be assigned to the Engine that did not receive the second Rescue. The District Chief concurred with the need for an evaluation period. The Board of Fire Commissioners was informed along with the newly appointed Board who had not yet assumed office. A set of metrics were determined to look at each week. Some of these metrics are presented here while others were more subjectively measured by the Battalion Chiefs providing daily feedback to the Deputy Chief of Operations and workgroup.

The first trial period occurred in December 2016. In this period, we staffed Rescue 7, Rescue 107 and Rescue 14. This assigned two Rescue Ambulances to Station 7. The UHU data is reflected below:

Apparatus Unit Hour Utilization Rescue 7 24 Rescue 14 29 Rescue 107 23 Engine 4 3 Engine 7 12 Engine 12 5 Engine 14 9

The second trial period occurred in January 2017. We staffed Rescue 7, Rescue 14 and Rescue 114, placing two Rescue Ambulances at Station 14. The UHU data is reflected below:

Apparatus Unit Hour Utilization Rescue 7 26 Rescue 14 22 Rescue 114 20 Engine 4 3 Engine 7 11 Engine 12 8 Engine 14 12

Page 83 of 101

A concern of the workgroup was response times to incidents. The previous Standard of Cover indicated a deficiency in District 6 where the 8 minute first response goal was not possible to achieve with current station locations. This weighed heavily on the workgroup in determining where to place the second Rescue Ambulance. It was decided to review which response districts our calls occur within historically. It was found our responses occur predominantly in District 7, 2, 14 and then 6. Based upon this data (reflected below) the second Rescue Ambulance was placed as Rescue 114 with the third firefighter assigned to Engine 14.

0 1234567891011 2 3 4 5 6 7 8 9 10 12 14 Response District

The workgroup was also concerned about our ability to meet the response time goals in each Rescue Ambulance location. The response time goals were examined districtwide during the two trial periods and we found the following: 1. Priority 1 ALS: 89% (8:00 minutes, 90% of time) 2. Priority 1 Rescue: 92% (12:00 minutes, 90% of time) 3. Priority 2 ALS: 83% (8:00 minutes, 90% of time) 4. Priority 2 Rescue: 90% (12:00 minutes, 90% of time) 5. Priority 3 ALS: 91% (12:00 minutes, 90% of time) 6. Priority 3 Rescue: 97% (20:00 minutes, 90% of time)

During the trial period, we averaged 18 calls per day. This is the same average from calendar year 2016. This would indicate our test period had a sufficient number of calls to look at unit hour utilization, call distribution by response district, and response times.

While this was the final plan that was tested, many variations of it did occur. Other ideas included the closure of Rescue 4 but leaving Rescue 12 open. This was decided against due to response time to a majority of the calls within the central part of the Fire District. Consideration for increased uses of Rescue Ambulances 4 and 12 were given with various crew compositions. These were all ultimately not included so the captain would remain in the station with the engine to provide intelligence on the next incident within that District.

Page 84 of 101 The Union Contract was ratified by both Labor and the District Board of Fire Commissioners that specified three engines must be staffed with three personnel. When the district is able to fund an additional position, the fourth engine will become a three‐person engine. The data reviewed by the workgroup supports this with the caveat that we must not overwork our Rescue Ambulance firefighters.

Page 85 of 101 East Fork Fire 2017 This section will outline how the Standards of Cover work group seeks to implement the trial period and other recommendations. It will help to lay out the operation of the Fire District as seen through the viewpoint of the workgroup with the data reviewed throughout the seven months the workgroup was in session.

Staffing Levels Spring of 2017 saw the re‐establishment of the 19th shift position.

Daily Career Staffing Station Personnel Primary Apparatus Cross Staff 1 Battalion Chief Battalion 10 None 1 Training/Safety Captain Training 10 None 4 Captain Engine 4 Water Tender 4 Engineer Brush 4 Firefighter Rescue 4 7 Captain Engine 7 Brush 7 Engineer 7 Firefighter Rescue 7 Squad 7 Firefighter Engine 7 Brush 7 7 Firefighter Rescue 107 Squad 7 Firefighter Engine 7 Brush 7 12 Captain Engine 12 Brush 12 Engineer Truck 12 Firefighter Water Tender 12 Rescue 12 14 Captain Engine 14 Brush 14 Engineer Firefighter 14 Firefighter Rescue 14 None Firefighter

Volunteer Station Staffing Station Attack Logistics Wildland Trained Total 2 2 2 1 4 3 1 4 1 5 5 1 3 3 4 6 7 1 1 8 7 0 7 1 7 8 0 3 2 3 9 1 4 2 5 10 0 1 1 1 Total 12 25 12 37

Page 86 of 101

These numbers were used in the creation of the plan for our future staffing needs along with the role of the volunteer firefighter as proposed by the Volunteer Workgroup to us. STAFFING: A PRIORITY

Based upon the data provided coupled with reviewing our standards, we see staffing as a major priority for the District. This is important to happen sooner rather than later, best within the next three‐years at most.

 When funding is available, three additional Firefighters/A‐EMT or Paramedics should be assigned to Engine 7.

 Following the assignment of the third person on Engine 7 as per the negotiated contract, future positions should be allocated to Rescue Ambulances. Placing a fourth Rescue Ambulance on duty 24‐hours a day requires two positions or six personnel. As the unit hour utilization of our existing rescues continues to rise and funding allows for two more positions, establish Rescue 2 as a forty‐hour Rescue Ambulance with sworn firefighters assigned to it. This may be an ILS or ALS ambulance depending upon system needs at the time. If ILS, they can take the firefighter/paramedic from the engine in exchange for one of assigned personnel on ALS incidents. This Rescue would be responsible for many of the IFT’s during their shift along with community based paramedic activities such as the Mobile Outreach Safety Team (MOST). This Rescue should work forty‐hours based upon the days and times of our most significant call volume, specifically the IFT’s. Current data indicates this could be handled on four ten hour days, 1000 to 1900 hours, Tuesday to Friday. On high hazard days, such as a Red Flag Day, these personnel can be assigned with the Training Captain or an overtime officer and an engineer or acting engineer, to staff either an Engine or a Brush. To allow a phased in approach with available funding, hire two additional firefighters to staff this resource seven days a week. Once funding is found for six personnel, move the Rescue to a 24‐hour resource.

RETOOLING OUR VOLUNTEER FIREFIGHTER

At the same time the Standard of Cover workgroup was meeting, a separate workgroup was chartered under the 2016 Strategic Plan to address our volunteer firefighter recruitment and retention process. The volunteer workgroup provided the Standards of Cover workgroup with their recommendations for use of volunteers within our system. This was to move the volunteers more towards a logistics role on incident scenes with the exception of wildland fires where we would utilize them as firefighters. The Standards of Cover workgroup supports and affirms the ideas presented by the volunteer workgroup with the following recommendations to the District Chief and Board of Directors:

 Volunteers have a role in our system: Volunteers must be able to compliment, not compete for a mission or role. “Re‐tool” the volunteers to provide and assist with the following operations:

Page 87 of 101  Wildland Urban Interface fire response  Water supply operations, specifically water tender response  EMS Echo response support  Incident scene support on structure fires and motor vehicle collisions

 Volunteers should be recommended for dispatch on incidents requiring their skill sets

 The Training/Safety Division should provide a staging area manager class for all volunteer firefighters so they can be assigned this logistics role on incident scenes when necessary.

 Everyone must be reminded we are East Fork: anyone can take a piece of apparatus from any station for response to an incident. Stations and apparatus are owned by the public and not individual stations. The Volunteer work group should evaluate the ability to consolidate volunteer departments.

 Follow the suggestion of the volunteer strategic planning work group to change our terminology to logistical volunteers who respond to incidents and support volunteers who provide support to their local VFD. Volunteer Firefighter‐1’s can continue in the system with limitations to organizational needs.

RESPONSE DISTRICT APPARATUS

The Standard of Cover workgroup evaluated the apparatus within each response district as seen in the section on “East Fork 2016.” Following a review of the apparatus, personal experience with much of it by workgroup members, soliciting feedback from the Engineer workgroup, feedback from the Volunteer workgroup and a review of the data that shows hazards and responses within each response district, the workgroup makes the following recommendations:

 Operations Division, through input from the Engineer Work Group and the Battalion Chiefs, needs a voice in determining specific apparatus locations  Similar style of apparatus should be placed for use by career stations: i.e. Water Tenders 4 and 12 should be the same model  Each career engine should be designated with a reserve engine that the Engineer will be delegated to check weekly  Station 4 is in need of a water tender that will maintain highway speeds with Engine 4  Manual transmission apparatus should be phased out  Vehicle capability should be matched with response district

Page 88 of 101 COMMUNITY HEALTH AND SAFETY RISK REDUCTION

Fire and emergency medical service agencies nationwide have done a tremendous job of educating the public to call 9‐1‐1 whenever they are unsure and need help. As an industry, we have created our own problems in this regard. Our call volume will continue to grow with population increases and an increase in population age. We must seek methods to reduce unnecessary responses to reduce our risk and liability while saving revenue to add resources when necessary for emergency incidents. This entails many methods including:

 Managing public and internal expectations of our system: we are a rural Nevada fire district, not an urban fire department with great resource capability. We survive being a single fire at a time fire district with help from our neighbors on larger incidents, as do all our surrounding departments.

 Work with our public and behavioral health partners to create a healthier population that relies less upon the 9‐1‐1 system for emergency needs.

 Work as an active participant in fire prevention to reduce our community’s risks while gaining the ability to live in our community alongside our wildland fire risk.

 Provide public education for all‐hazards community risk reduction.

 Continuously review the fire code for local changes that should be adopted including the provision for residential sprinklers and a wildland urban interface code.

 The need for a residential sprinkler ordinance should be examined in areas outside of our response goal of 8 minutes for first due engine or 20 minutes for balance of an effective firefighting force, especially in the no‐fire hydrant districts.

 Actively promote a vegetation reduction program in WUI neighborhoods. Include methods to remove the vegetation such as open burning, compost your combustible site, trailer to haul the vegetation to a recycle point or the like.

 Seek to place stipulations on special use permits for large event gathering locations to address fire and EMS system issues similar to the festival permit process.

 Focus on the future of emergency medical services

 Seek to place stipulations on the special use permits for new senior living facilities to reduce our responses while improving firefighter and public life safety

 Consider use of omega protocols either through our own nursing line or in conjunction with another accredited dispatch facility that manages a nursing line to reduce our response to these incidents.

Page 89 of 101 WILDLAND FIRE RESPONSE

East Fork Fire is one of two Northern Nevada fire agencies, the other being Truckee Meadows Fire, that has a large amount of wildland fire and wildland urban interface fire response. East Fork must work with our community to prepare to co‐exist with wildland fire threat, not eliminate the wildland fire threat. This can be through aggressive vegetation management programs or adoption of a wildland urban interface code coupled with aggressive public education campaigns to reduce the risks.

The use of the Cohesive Strategy concept is a valid one. East Fork should continue its seat on the Cohesive Strategy workgroup. East Fork should also continue to work with the Nevada Division of Forestry through its Wildland Fire Protection Program (WFPP). The WFPP provides funding for local agencies to pay for wildland fire response. Efforts should be made to have Nevada Division of Forestry (NDF) staff a brush engine within the District that can be moved around as conditions dictate. Fire Station 9 is seasonally staffed by BLM while Fire Station 15 is seasonally staffed by the USFS. Neither agency provides an engine to cover the stations when that apparatus is detailed to a fire. The NDF resource can be used to back‐fill these holes to assist in providing an effective firefighting force.

NDF also provides aircraft, hand crews and dozers. East Fork should work NDF into our run cards as well as our training plan to become more familiar with one another at all levels of our organizations before an event occurs. This also goes for the neighbors that we touch: efforts should be made in our mutual aid or chief’s agreements to provide for joint training. These documents should include mutual threat zones where a modified response is sent to keep the fire small at the incipient stage by all responding agencies while keeping risk management in mind to how many resources respond.

East Fork is a strong partner for wildland fire incident management by fielding a number of personnel assigned to national and regional incident management teams. East Fork also provides personnel to fill individual single resource assignments nationally. Engines and brush engines are added to this mix to gain experience of our personnel on fires. These efforts must be continued. East Fork should consider sending no more than 10 personnel off district at a time, with the battalion chief coordinating that number due to variations in staffing needs. The battalion chief is in the position to know when staffing can be a concern due to external events such as the Fourth of July holiday, special events, etc. The priority for off district response must be established as:

 Meeting our commitment to national and regional team personnel assignments.  Engine or brush engine response to incidents within the western United States.  Single resource requests for overhead personnel.

Spillman computer aided dispatch system should be updated to allow a varying response to wildland fires based upon the day’s severity. Efforts have been made to work with the International Academies of Emergency Dispatch to accomplish this idea and it will hopefully be accomplished by Summer 2018.

The wildland fire risk by community list must be updated. Consider adoption of a WUI code along with some sort of public outreach to reduce the wildland urban interface risk so we learn to live with fire in our community.

Page 90 of 101

WORK AS A REGIONAL PARTNER IN EMERGENCY SERVICES

East Fork has always been a proud regional partner, be it through Lake Tahoe Regional Fire Chiefs, Northern Nevada Fire Chiefs or Sierra Front Wildfire Cooperators. These partnerships have developed increased regional activities such as our boundary drops, chief‐to‐chief agreements, work with public health and emergency management. It is important to carry on these activities to improve our ability to mitigate and respond to emergency incidents. Many activities of fire/emergency medical services are more cost effective and efficient when done in partnership with regional agencies. Every effort should be taken to gain economies of scale in seldom used but required efforts such as hazardous materials response and technical rescue.

These partnerships include those within the healthcare arena. Fire/emergency medical services is the gateway for many sick and injured people into the healthcare system. Partnering with these allied agencies, including community health, hospitals, hospice, behavioral health, senior living, skilled nursing, home health and insurance companies assists us in remaining competitive, provides firefighter/paramedics another avenue of treatment or transportation and keeps us abreast of changes that may influence our revenue streams.

Existing mutual, automatic and boundary drop agreements must be continuously updated to provide the closest, most appropriate responder to arrive at the incident.

Page 91 of 101 COMMUNICATIONS AND INFORMATION TECHNOLOGY NEEDS

The need for technology grows more and more each day in the world. The fire service is not exempt from these needs. East Fork requires our 12‐lead cardiac monitors, our mobile data computers and our radios to work flawlessly every day of the year at every time of the day regardless of weather. These devices protect our employees and volunteers while they provide the highest level of service to our patients and citizens. The recommendations from the workgroup regarding this are:

MDC’s, 12‐lead cardiac monitors, ePCR reporting program and our mobile wireless internet devices must work flawlessly together with instantaneous connection. Report writing time must be diminished through the use of technology. Efficiencies in billing must be gained through use of technology.

We must find a way to use automated vehicle location (AVL) technology that is built into the county owned instance of Spillman to work for us. We need this connection to also go with our neighboring collaborators of Carson City so the closest resource is always sent, regardless of jurisdiction.

Our radio system must always be maintained and advanced to keep our radio communications state of the art. Our radio communications must remain on the VHF system with our partners and not transition to the 800 MHz system used by state law enforcement and highway department. Personnel must leave their apparatus fully equipped with a single radio for communications.

Station alerting system must be upgraded to reduce the time for responder notification through technology. Some old school technology systems must be integrated into the system to turn on station lights while cardiac tones gently wake up sleeping personnel for response.

East Fork should continue to progress in technology and science of our profession by looking towards the future of mask mounted thermal imagers and adopting active door control techniques for firefighting.

TECHNICAL RESCUE

East Fork provides technical rescue services at varying levels and with various partners. These calls are the ones for which there are no other agency to assist, so they are lumped into public expectations for the fire service to address. Efforts should be made to formalize the process by which East Fork works with allied and supporting agencies on technical rescue incidents including pursuing a Quad County Technical Rescue Team modeled after the Quad County Hazardous Materials Response Team. The following describes the areas of technical rescue that East Fork provides currently along with recommendations for the next five‐year expansion of the programs. Technical rescue is covered by an NFPA standard and addressed at three levels:

 Awareness: knowledge of the hazard and how to call someone to help

 Operations: defensive tactics to assist without making entry or minimally dangerous activities to the rescuer

Page 92 of 101  Technician: highest level of response and danger to the rescuer

AUTO EXTRICATION

East Fork has high velocity roadways traveling completely through our community. East Fork provides auto extrication at the technician level. These services are provided by the paramedic engines that have small power units to perform simple extrication techniques. Our current fleet of extrication equipment is past its manufacture length of service and repair abilities. Future capital improvement plans should include auto extrication hydraulics along with ideas to carry them on our engines instead of service companies.

WATER RESCUE

Water rescue is defined in many different avenues including swift, lake and ice. East Fork responds to swift water rescue incidents at the operations level using reach and throw as our two defensive tactics. The Douglas County Sheriff’s Office Search and Rescue Team provides the technician level of the response with river swimmers. While the partnership between us is great, this is an informal relationship that should be memorialized in a memorandum of understanding with the Sheriff and not the volunteer search and rescue members. Additional opportunities for training and honing of our joint skills should be taken.

Lake water rescue is provided on Topaz Lake with Boat 5. Crews assigned to Station 4 are haphazardly trained and refreshed on use of Boat 5 to conduct surface rescues. Efforts should be made to formalize the initial and refresher training of personnel who may operate Boat 5.

Ice rescue is a threat that has been made greater by the opening of the pond by Gardnerville Ranchos GID on Mitch Drive behind Fire Station 7. In 2016, two young men went onto the ice and fell into the water but were able to self‐rescue. A dog did perish in 2016 on the ice. East Fork has recently purchased the equipment necessary for ice rescue and is making plans with Tahoe Douglas Fire District to provide the training for us in advance of winter 2017.

ROPE RESCUE

East Fork had a very aggressive rope rescue training and certification program a few years back. Lack of response to high angle incidents has changed the focus. Efforts should be made to increase training and competency of all personnel to low angle rope rescue scenarios that we are likely to encounter on Kingsbury Grade, Highway 395 and mutual aid into Alpine County. Some personnel must maintain competency as a technician for high angle issues but these efforts can be addressed through the creation of a Quad County Technical Rescue Team. East Fork can easily provide operations response to a rope rescue incident and even technician level in most cases.

Page 93 of 101 TRENCH RESCUE

East Fork provides trench rescue at the awareness level only. Should we experience a trench rescue, mutual aid from Carson City Fire Department and NVEnergy would be necessary. A Quad County Technical Rescue Team would better assist us in providing these services.

CONFINED SPACE RESCUE

East Fork provides confined space rescue at the awareness level only. Should we experience a confined space rescue, mutual aid from Carson City Fire Department and Yerington/Mason Valley Fire would be necessary. A Quad County Technical Rescue Team would better assist us in providing these services.

ACTIVE ASSAILANT

While not a true technical rescue under NFPA definitions, this Standards of Cover would not fully represent the changing demands of our fire service if we did not address the concept of active assailant/shooter. We are fortunate to have a proactive sheriff’s office and two firefighters with significant military background in the active assailant arena. East Fork has partnered with the Douglas County Sheriff’s Office to provide for rescue teams of firefighters to accompany Deputy Sheriff’s into hazardous situations to provide emergency medical services. East Fork has a procedure in place along with the necessary equipment for these activities. Training is beginning so every employee has the same base knowledge.

STRUCTURAL COLLAPSE

Given the Douglas County Hazard Mitigation Plan description of our earthquake threat, East Fork should develop an earthquake response procedure and training program for structural collapse at the engine company level. This also supports the needs for a Quad County Technical Rescue Team.

WATER SUPPLY

Efforts should continue to support the installation of hydrants in areas with structures that lack a hydrant system. Future development must require fire hydrants. Consideration should be made for adoption of a residential sprinklers code as a tradeoff for water supply demand reductions.

INCIDENT SCENE AND TRAINING REHABILITATION

The Community Emergency Response Team of Douglas County provides rehabilitation services for East Fork Fire. Efforts must occur to refine these efforts.

Page 94 of 101 CAPITAL IMPROVEMENT PLAN FOR FACILITIES, APPARATUS AND SMALL EQUIPMENT

Develop a capital improvement plan which addresses facilities, apparatus and small equipment. The plan should also consider the surplusing of apparatus and stations which are not needed nor considered a contributing asset to the mission of the district.

WORK FORCE DEVELOPMENT

Finding, engaging and maintaining an effective work force is very important to East Fork Fire Protection District. In addition to working to provide training and education incentives for career advancement, partnering with our local colleges and working with community partners on affordable housing, East Fork should:

 The East Fork Fire Protection District will attempt to establish an environment and competitive compensation package with a focus on recruitment and retention of staff, in particular, Firefighter/Paramedics and Firefighter/EMT‐A.  While efforts are forthcoming with respect to the modification of the volunteer program with the hope that additional volunteers can be recruited into key logistical and support rolls, priority efforts need to be made to recruit and retain career personnel as well. As has been noted, the majority of services are provided by career employees. Our data and the various standards being considered reinforce the need for additional staffing. In priority the district should consider the following: o Provide 3 additional personnel to complete three person engine staffing o Establish a “day car” to provide a forth ambulance on a 40 hour week o Expand the “day car” to a 24 hour resource

INSURANCE SERVICE ORGANIZATION RATING

The East Fork Fire Protection District will attempt to maintain its current Public Protection Rating of 3/8.

Failure to maintain this current grading could result in higher insurance premiums for our constituency. ISO calculates personnel needs as an average number of responders based on the first alarm response requirements. While no defined minimum is provided by ISO, using their formulas, the district would have to provide at least 21 personnel on a first alarm fire. ISO considers volunteer personnel at a 3 to 1 ratio. In other words it would require 3 volunteers to equal 1 career employee. If our services relied solely on volunteers and in the case above, we would have to have 63 volunteers available. Efforts should be directed at securing additional career staff to better address the personnel needs as they relate to ISO grading and could potentially have a greater impact on future evaluations.

Page 95 of 101 PROPOSED RESPONSE TIMES

1. Douglas County 911 Emergency Services will answer all 911 calls on the first ring 95% of the time. 2. Career station turnout time should be 60 seconds or less for EMS incidents, and 80 seconds or less for fire and special operations, 90% of the time. 3. All calls requiring an emergency response will be dispatched on a Priority Based Dispatching basis, as follows:

PRIORITY 1 (including Echo calls)

All units responding priority (lights and siren). Examples: Structure Fire; Cardiac Arrest; River Rescue; Motor Vehicle Accident with injury or extrication required.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 60 seconds, 90% of the time.  Response: Fire: Arrival of first pumping/water carrying apparatus within 8 minutes, 90% of the time with the arrival of an effective firefighting force within 20 minutes, 90% of the time. EMS: 8 minutes for Advanced Life Support at the patient's side and 12 minutes for a transport ambulance on scene, 90% of the time.

PRIORITY 2

Closest, most appropriate units responding priority; all others, non‐priority (no lights or siren).

Examples: Activated Fire Alarm; Ground Level Fall; Vehicle Fire; Motor Vehicle Accident, unknown injury.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 60 seconds, 90% of the time.  Response: Fire: Arrival of first pumping/ water carrying apparatus within 8 minutes, 90% of the time with the arrival of an effective firefighting force within 20 minutes, 90% of the time. EMS: 8 minutes for Advanced Life Support at the patient's side and 12 minutes for a transport ambulance on scene, 90% of the time.

PRIORITY 3

All units responding non‐priority. Example: Illegal Burn, non‐emergency Public Assist.

 Alarm Processing: Fire: 60 seconds, 90% of the time. EMS: 120 seconds, 90% of the time.  Response: Fire: 12 minutes, 90% of the time. EMS: 12 minutes for Advanced Life Support at the patient's side and 20 minutes for a transport ambulance on scene, 90% of the time.

Page 96 of 101 PRIORITY 4

"Non‐emergency" Inter‐Facility Transfers, patient home returns, and facility returns

Ambulance at the requesting facility for a "non‐emergency" inter‐facility transfer within 20 minutes. If the transfer is a return home transfer, we will provide best effort for these outside of the hours between midnight and 0600. Additionally, we have worked with the physician group that operates the emergency department at CVMC to further define Priority 4 transfer needs:

Term Used Response of Rescue to Response of Rescue Facility During the Transfer Priority 1 Priority mode (Code 3) Non‐priority or priority Stat (need now) Non‐priority mode Non‐priority or priority Priority 4 Non‐priority mode Non‐priority or priority

If transfer requests are expected to exceed our established time limits, the Battalion Chief will contact the facility to discuss. If a return home transfer is forecasted over 30‐minute delay, facility contact will be made. A review of nationally available inter‐facility times indicates many systems require a request be made 3‐hours prior to the service. Other jurisdictions limit themselves to one transfer at a time. Our time standards allow the battalion chiefs to manage transfers, based upon patient presentation from the physician’s report.

Exemptions to Time Requirements We are self‐imposing limits upon ourselves to design an effective fire and EMS system. Most agencies have time requirements as part of a franchise agreement or other such contractual arrangement. Since we are striving to provide the highest‐level service possible and compete in a public/private area, we are also selecting the most common time requirement exemptions. These are not used as excuses for performance, but a realistic understanding of our service environment. Many of them are based on employee and volunteer safety concerns using our risk management process.

 Off road incidents that require travel on dirt roads  Inclement weather  Multi‐casualty incident  Automatic or mutual aid requests to other jurisdictions, including Alpine County under contractual agreement  Inability to locate patient due to poor caller information  Material changes in dispatch location  Delays caused by traffic secondary to the incident  Extended delays at our receiving facilities  Patient destination diversions enroute  Facilities at maximum capacities

Page 97 of 101

INCIDENT STAFFING

The work group spent a considerable amount of time reviewing the roles of personnel on each incident type using the data previously presented. The following table shows our desired incident staffing for confirmed incidents. Our proposed way to enable the response of those resources is delineated in the first, second and third alarm columns. The Work Group’s focus was an initial response force in the first alarm with a confirmed incident being upgraded to a second alarm for the arrival of the effective firefighting force. This table applies the information presented previously into an easier to relate to our run card system. The quantity of apparatus and personnel are based upon the Work Group’s review of the various standards within our field, coupled with our identified local hazards and risks. Responses should be built upon the closest forces concept.

Description Staffing First Alarm Second Alarm Third Alarm IC 2 SOF 1 Suppression 8 Engineer 2 4 Engines IRIC 4 3 Rescues 1 Duty Chief High Life Hazard Vent 4 1 Vol Engine 1 Vol Engine Type 1 Strike SAR 2 1 Service 3 Mutual Aid Team (DEM) Incident Support 4 1 TSO Engines 2 Mutual Aid Truck Ops 3 1 BC: (friends/neighbors) Rescue: = 30 Personnel = 19 Career = 12 Career = 19 People IC 2 SOF 1 Suppression 8 Engineer 2 4 Engines IRIC 4 3 Rescues 1 Duty Chief High Rise Vent 4 1 Vol Engine 1 Vol Engine Type 1 Strike SAR 2 1 Service 3 Mutual Aid Team (DEM), 2 Incident Support 4 1 TSO Engines Mutual Aid Truck Ops 3 1 BC: (friends/neighbors) Rescue: = 30 Personnel = 19 Career = 12 Career = 19 People IC 2 SOF 1 Suppression 8 Engineer 2 4 Engines Commercial IRIC 4 3 Rescues 1 Duty Chief Industrial Building Vent 4 1 Vol Engine 1 Vol Engine Type 1 Strike SAR 2 1 Service 3 Mutual Aid Team (DEM), 2 Incident Support 4 1 TSO Engines Mutual Aid Truck Ops 3 1 BC: (friends/neighbors) Rescue: = 30 Personnel = 19 Career = 12 Career = 19 People

Page 98 of 101 IC 2 SOF 1 Suppression 8 Engineer 2 4 Engines Residential IRIC 4 3 Rescues 1 Duty Chief (multiple) Vent 4 1 Vol Engine 1 Vol Engine Type 1 Strike SAR 2 1 Service 3 Mutual Aid Team (DEM), 2 Incident Support 4 1 TSO Engines Mutual Aid Truck Ops 3 1 BC: (friends/neighbors) Rescue: = 30 Personnel = 19 Career = 12 Career = 19 People IC 1 SOF 1 1 Engine Suppression 4 3 Engines 1 Rescue Engineer 1 2 Rescues 1 Vol Engine Residential (single) IRIC 2 1 Vol Engine 1 Service 2 Mutual Aid Vent 2 1 Service 1 Duty Chief Engines SAR 2 1 TSO 2 Mutual Aid 2 Mutual Aid Incident Support 2 1 BC: Engines = 10 Rescues: = 15 People = 14 Career Career = 4 Career IC 1 SOF 1 2 Engines Suppression 4 2 Engines 1 Rescue Engineer 1 2 Rescues 1 Vol Engine Chimney IRIC 2 1 Vol Engine 1 Service 2 Mutual Aid Vent 2 1 Service 1 Duty Chief Engines SAR 2 1 TSO 2 Mutual Aid 2 Mutual Aid Incident Support 2 = 15 1 BC: Engines = 10 Rescues: People = 11 Career Career = 4 Career IC 1 SOF 1 1 Engine Suppression 4 3 Engines 1 Rescue Large Non‐ Engineer 1 2 Rescues 1 Vol Engine Dwelling IRIC 2 1 Vol Engine 1 Service 2 Mutual Aid Building/Structure Vent 2 1 Service 1 Duty Chief Engines (barn, storage building) SAR 2 1 TSO 2 Mutual Aid 2 Mutual Aid Incident Support 2 = 15 1 BC: Engines = 10 Rescues: People = 14 Career Career = 4 Career IC 1 SOF 1 2 Engines Suppression 4 2 Engines 1 Rescue Small Non‐ Engineer 1 2 Rescues 1 Vol Engine Dwelling IRIC 2 1 Vol Engine 1 Service 2 Mutual Aid Building/Structure Vent 2 1 Service Duty Chief Engines (shed, detached garage) SAR 2 1 TSO 2 Mutual Aid 2 Mutual Aid Incident Support 2 = 15 1 BC: Engines = 10 Rescues: People = 11 Career Career = 4 Career IC 1 3 Engines 1 Engine SOF 1 2 Rescues 1 Rescue Mobile home, Suppression 4 1 Vol Engine 1 Vol Engine 2 Mutual Aid house trailer, Engineer 1 1 Service 1 Service Engines portable office IRIC 2 1 TSO 1 Duty Chief 2 Mutual Aid Vent 2 1 BC: 2 Mutual Aid Rescues: SAR 2 = 14 Career Engines = 10 = 4 Career

Page 99 of 101 Incident Support 2 Career = 15 People

IC 1 SOF 1 1 Engine Suppression 4 3 Engines 1 Rescue Engineer ‐1 2 Rescues 1 Vol Engine Unknown building IRIC 2 1 Vol Engine 1 Service 2 Mutual Aid /structure type Vent 2 1 Service Duty Chief Engines SAR 2 1 TSO 2 Mutual Aid 2 Mutual Aid Incident Support 2 1 BC: Engines = 10 Rescues: = 15 People = 14 Career Career = 4 Career 1 Engine 3 Engines 1 Rescue 2 Rescues 1 Vol Engine 1 Vol Engine 1 Vol Engine 1 Service Appliance 1 Service 1 Duty Chief (contained) 1 TSO 2 Mutual Aid 1 BC: Engines: = 14 Career =10 Career 1 Engine 3 Engine 1 Rescue 2 Rescues 1 Vol Engine 1 Vol Engine 1 Vol Engine 1 Service Extinguished Fire 1 Service 1 Duty Chief 1 TSO 2 Mutual Aid 1 BC: Engines: = 14 Career = 10 Career

Recommendations:

 All run cards be reviewed and updated to meet the incident scene staffing proposal.  Pursue a single dispatch frequency with Tahoe Douglas Fire so all fire resources dispatched by Douglas Emergency Communications Center can know the status of the fire emergency communication specialist. This will also better enable our boundary drop/boundary exchange zones on Highway 50 and Kingsbury Grade as well as increase our awareness of incidents within the Basin portion of our District. This may be accomplished through a simulcast system allowed by the updated dispatch console radios. When this is planned, work for additional repeated command channels so the dispatch frequency is only for one‐way communications to dispatch resources.  Always, always, always respond the closest, most appropriate resource without regard to jurisdiction so the citizen gets the fastest service possible in their time of need.

Page 100 of 101 Items that would require re-evaluation All plans are a viewpoint from a standpoint in time. Plans are worthless while planning is everything. The reader can see the list of items that were identified as significant changes in the five years since the last Standard of Cover at the beginning of this document to get a feel for how fast change occurs in retrospect even if it does not feel that way while moving through time. The following events will require a re‐evaluation of the Standards of Cover:

 Five years since this Standard of Cover

 Development of major properties outside of existing receiving areas

 Closure of Carson Valley Medical Center (CVMC)

 Change in inter‐facility transfer management by CVMC

 Opening of an additional medical or senior living facility

 Closure or changes to a neighboring fire agency that impacts our operations

 Closure of the Care Flight helicopter in Gardnerville

 Significant changes (>10%) in community size or demographics

 Significant decline in revenues or significant increases in expenses

 Changes in healthcare reimbursement, including all Federal programs

 Expansion of the Minden‐Tahoe Airport

 Significant increases in industrial or commercial occupancies.

Ideas should continue to be evaluated as they are developed within the organization. Continuous process improvement must be our goal to improve the service delivery to our citizens.

Page 101 of 101