Burbank Fire Department

Transcription

Standards of Cover
2011
Fire Department
Table of Contents
Executive Summary…………………………………………………………………………………………………….....
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Section One: Introduction.……………………………………………………………………………..………………
Organizational History…………………………………………………………………………………………
Mission Statement, Vision Statement, Core Values…………………………………………………
Burbank Fire Department Organizational Chart..……………………………..…………………....
Community Demographics and Development………………………………………………………..
Geographical Planning Zones (Fire Districts)………………………………………………………….
BFD Public Protection Classification…………………………………………………………………….
Overview of BFD Incident Dispatches…………………………………………………………………..
Verdugo Fire Communications Center………………………………………………………………….
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6
7
8
10
11
12
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Section Two: Risk Assessment…………………………………………………………………………………………
Community Risk Factors………………………………………………………………………………………
Natural Hazards………………………………………………………………………………………………….
Technological/Human Hazards…………………………………………………………………………….
Transportation Hazards……………………………………………………………………………………….
Security Hazards…………………………………………………………………………………………………
Fire Risk Assessment…………………………………………………………………………………………..
Fire Flow……………………………………………………………………………………………………………
Non-Fire Risk Assessment……………………………………………………………………………………
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18
18
21
22
25
28
30
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Section Three: Structure Fire Response……………………………………………………………………………
On-Scene Operations and Critical Tasking…………………………………………………………….
Deployment Configuration (Alarm Assignments).…………………………………………………..
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32
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Section Four: Emergency Medical Response…………………………………………………………………….
Critical Tasks………………………………………………………………………………………………………
Critical Task Definitions for Cardiac Arrest Emergencies………………………………………..
Evaluating EMS Capability……………………………………………………………………………………
Effective Response Force – EMS…………………………………………………………………………..
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Section Five: Hazardous Materials and Technical Rescue Responses.………………………………….
Hazardous Materials Incident Response………………………..………………………………………
Effective Response Force – Hazardous Materials.…………………………………………………..
Technical Rescue Response………………………………………………………………………………….
Effective Response Force – Technical Rescue………………………………………………………..
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44
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45
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Section Six: Relevant National Standards………………………………………………………………………….
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Section Seven: Time and On-Scene Performance Expectations…………………………………………..
Time and On-Scene Performance Expectations……………………………………………………..
Time Points and Time Intervals (The Continuum)…………………………………………………
Relationship between Fire Behavior and Response Times……………………………………….
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Burbank Fire Department | 2011 Standards of Cover
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Response Time Analysis: NFPA 1710 and Response Times……………………………………
Performance Measurement………………………………………………………………………………….
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Section Eight: Deployment, Distribution and Concentration of Resources……………………………
Deployment………………………………………………………………………………………………………..
Distribution…………………………………………………………………………………………………………
Concentration……………………………………………………………………………………………………..
Concentration Goals (Concentration Performance Standards)………………………………….
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53
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64
65
Section Nine: Response Reliability…………………………………………………………………………………... 67
Section Ten: Comparability……..……………………………………………………………………………………… 69
Section Eleven: Future Needs and Recommendations…………………………………………………..…… 73
Conclusion…………………………………………………………………………………………………………………….
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Courage to Act – Ability to Perform | Burbank Fire Department
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Executive Summary
The Burbank Fire Department (BFD) is pleased to present its 2011 Standards of Cover. The
purpose of this document is to evaluate BFD’s current operational practices through an analysis of
our response resources, deployment strategies, operational elements and overall community risks.
The 2011 Standards of Cover (SOC) is a critical component to advancing BFD’s proud tradition
of providing excellent service to the community. It was developed in accordance with the fifth
edition of the Center for Public Safety Excellence (also known as the Commission on Fire
Accreditation International) Standards of Coverage manual.
The SOC provides a baseline with BFD’s current performance levels and will provide a means for
future planning as the community changes.
These changes include projected increases in
population, shifting demographics and any potential increases/changes in commercial and/or
residential construction. This document also reviews response times and standards for measuring
the effectiveness of resources within BFD and the deployment of those resources. Total response
times include three essential elements: call processing time, turnout time and travel time.
The risk of fire, medical emergency or other emergency event cannot be reduced to zero. As
such, the objective of this SOC is to identify a balance of deployment, distribution, concentration
and reliability that will keep the negative outcomes of emergencies at a reasonable level while
maximizing the saving of life, property and protection of the environment.
The adoption of an SOC document is new for BFD. We have historically operated under a
myriad of documents including an annual budget, operational memos and directives, policies and
procedures, as well as Los Angeles (LA) County and State of California protocols and statutes.
The SOC, much like BFD’s Strategic Plan, is a living document and will be reviewed regularly for
applicable updates as service levels and/or the needs of the community change.
The SOC was developed using five years’ worth of BFD response data, from Fiscal Year (FY)
2005-06 to FY 2009-10, which was generated by the Verdugo Fire Communications Center.
Additionally, the majority of maps included within the SOC were produced by the City of
Burbank’s Geographical Information Systems (GIS) team utilizing 2010 Census data. Information
provided in the Community Demographics and Development section is provided utilizing
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statistical data from the Southern California Association of Governments May 2011 Profile of the
City of Burbank as well as the 2010 Census. BFD would also like to recognize Emergency
Services Consulting, Inc., who during Fiscal Year 2009-10 conducted a comprehensive operational
review of the department. Certain segments of the SOC and information used to prepare the SOC
were derived from the operational review.
Following the analysis of community risks and performance standards, BFD makes the following
recommendations:
Continue working towards the implementation of all 46 Action Items identified within the
2010-2015 Strategic Plan.
Prepare for the integration of a fourth emergency medical services transport unit once call
levels reach the 8,000 threshold.
Achieve accreditation status from the Center for Public Safety Excellence/Commission on
Fire Accreditation International.
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Section One: Introduction
Organizational History
The City of Burbank (Burbank) was incorporated in 1911, with a population of 500. The first
record of any volunteer fire chief, Chief O.L. Bashford, was found in an article in the Burbank
Review dated February 23, 1912 and the first paid Fire Chief was Homer Davis in 1923.
Authorization from the City Council for additional paid firemen on May 31, 1927 changed BFD
from a partly paid, mostly volunteer, to a paid fire department with a holdover of some volunteers.
The authorized strength of BFD in 1927 was 19 men. The last record of a volunteer responding
to a fire was in June 1928.
In addition to its rich fire service history, BFD has been an emergency medical services provider
for over 25 years. With the introduction of paramedic services on August 19, 1974, BFD
continues to provide high quality, state-of-the-art care to its citizens and those that work in and visit
Burbank.
The Emergency Medical Services (EMS) program delivered by Burbank BFD is
recognized as one of the best in California. BFD’s Hazardous Materials (HazMat) Program was
implemented in 1985 as part of a Tri-City (Burbank, Glendale, Pasadena) cooperative obligation
to provide collaborative emergency response for HazMat incidents.
Today, BFD is a full service fire agency and protects over 17.14 square miles. Call volume
averages at about 9,200 a year with 78% of incidents being EMS-related. BFD provides a variety of
services to the community including fire suppression, EMS, fire prevention, HazMat, emergency
preparedness, residential and commercial inspections and public education. BFD consists of
seven divisions: Fire Prevention Bureau, Fire Suppression, EMS, Disaster Services, Fire
Equipment, Training & Safety and Administration which includes the Office of the Fire Chief.
There are a total of 139 BFD employees (125 sworn and 14 civilian) and the annual General Fund
operating budget is approximately $29 million.
BFD has six fire stations and a training center. Front line emergency response apparatus include:
six Engine Companies, two Truck Companies, three Paramedic Rescue Ambulances (RA’s), a
HazMat Response Vehicle, a Water Tender, a Brush Patrol and a Battalion Chief Command
Vehicle.
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Mission Statement
To protect and serve the community by mitigating the impact of fires, medical emergencies, and
hazardous situations on life, the environment, and property through prevention, public education
and preparedness while adhering to the Department’s Core Values.
Vision Statement
The Burbank Fire Department through dedication, service and care will strive to meet the evolving
needs of the community by providing a progressive, modern department that will maintain high
levels of service, ensure responsible use of City resources and focus on the professional
development and training of all personnel.
Core Values
Integrity
We are committed to honesty and maintaining the highest ethical standards when interacting with
the public, our colleagues and ourselves. We will perform with sincerity and openness to earn the
trust and respect of others.
Dedication
We will provide extraordinary service to our citizens while displaying pride and professionalism to
our organization.
Accountability
We hold ourselves accountable to each other and the community through teamwork, participative
decision-making, continued training and education.
Loyalty
We are steadfast in our allegiance toward each other and in our duty to serve the public.
Service
We believe we have a duty to be involved in the communities where we work. We are committed
to fulfilling our responsibility and to deepening our involvement in the community we serve.
Care
We view the people of our community and our visitors as friends who deserve caring and
compassionate service.
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Burbank Fire Department Organizational Chart
Fire
Chief
Executive
Assistant
(1)
Fire Suppression, EMS,
Fire Apparatus &
Equipment
Administration
Administrative
Officer
(1)
Senior Clerk
(2)
Assistant
Fire Chief
(1)
A, B, C Shift
Battalion
Chief (3)
EMS Nurse
Specialist
(1)
Disaster
Services
Training &
Safety
Fire Captain
(1)
Battalion
Chief
(1)
Fire Captain
(24)
Fire
Equipment
Specialist (1)
Fire Engineer
(24)
Fleet
Maintenance
Mechanic (1)
Fire Engineer
(1)
Firefighter
(63)
Fire Prevention Bureau
Fire Marshal/
Battalion
Chief (1)
Fire Captain
(1)
Senior Clerk
(2)
Fire Captain
(1)
Fire Captain
(1)
Deputy Fire
Marshal
(1)
Fire Engineer
(2)
Fire
Prevention
Inspector (2)
Senior Clerk
(1)
Senior Clerk
(1)
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Community Demographics and Development
Burbank is bordered by Glendale to the east, Griffith Park (Los Angeles) to the south and Toluca
Lake (Los Angeles) to the west. Burbank is also bounded to the north by the Verdugo Mountains,
but the urbanized areas of the city occupy a broad island valley that exhibits little topographic
relief. In Burbank, elevations range from 500 feet (150 m) to 800 feet (240 m) near the foothills of
the Verdugo Mountains. The Verdugo Mountains are part of the Transverse Ranges of southern
California and these mountains form the east boundary of the San Fernando Valley and the
southern part of the Crescenta Valley. Burbank’s average year-round temperature is 63 F, with 12
inches in annual rainfall and 61% humidity.
City of Burbank
17.14 square miles
Resident Population
103,340
Daytime (Workforce) Population
100,000
Number of Households
41,940
Population Density
5,939 per square mile
Building Density
2,547 per square mile
Roads
251.239 linear miles
Freeways & Highways
18.779 linear miles
According to the Southern California Association of Governments (SCAG), between 2000 and
2010, the total population of Burbank has increased by 3,024 reaching 103,340 in 2010. During
this 10-year period, Burbank’s population growth rate of 3% was lower than L.A. County’s rate of
3.1%. In 2010, Burbank was ranked 15th out of 88 cities. The median family income (2010) in
Burbank is $64,003 and the median existing home price (2010) is $465,000.
Burbank’s population is dominated by the middle-aged (35-54 years old).
However, the
population age group of 55-64 years old continues to increase steadily, reflecting primarily the
aging of the baby boomers. Between 2000 and 2015, the 55-64 years old age group is projected to
experience the most growth in share from 8.5% to 13.7%.
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Burbank Population Share by Age: 2000, 2010, 2015
35%
2000
2010
2015
30%
25%
20%
15%
10%
5%
0%
0-4
5-20
21-34
35-54
55-64
65+
Sources: 2000 Census; Nielsen Co., 2010 (2010 estimate, 2015 projection)
Burbank is home to the Bob Hope Airport, with 90 commercial flights per day and 4.6 million
visitors per year. Burbank is also located at the intersection of the Interstate 5 (Golden State) and
Route 134 (Ventura) Freeways and is served by 55 Metrolink commuter trains daily.
Burbank's legacy as the "Media Capital of the World" is supported by the location of the world's
largest media companies in town including the Walt Disney Company, Warner Bros., NBC
Universal, Nickelodeon, Cartoon Network and ABC. In addition to three major studios, Burbank
is home to 700 media-related companies including television networks, broadcasting companies
and music labels. Burbank also has three major shopping and recreational centers: Downtown
Burbank, Magnolia Park and Empire Center. Each of these centers draws visitors and workers
from outside the community and significantly adds to the daytime population.
Burbank has been named one of America’s Best Communities for Young People as declared by
America’s Promise Alliance, the nation’s largest alliance dedicated to children and youth.
Burbank is the only city in Los Angeles County to be named to the list.
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Geographical Planning Zones (Fire Districts)
Burbank is divided into six geographical planning zones, known as fire districts. Each fire district is
served by a fire station and defines the first-due response area for each station. Each fire station is
located to ensure effective distribution of resources and limit undue risk from extended responses.
Data on incident type, location and frequency is reviewed on a quarterly basis.
Fire District 1
2.87 square miles
Fire District 2
2.04 square miles
Fire District 3
3.41 square miles
Fire District 4
2.38 square miles
Fire District 5
2.46 square miles
Fire District 6
3.98 square miles
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BFD Public Protection Classification
The Insurance Services Office (ISO) property class rating is important to a community. Many
insurance companies base the fire risk portion of property insurance premiums on the
community’s ISO rating. ISO uses a 1 to 10 rating scale, with Class 1 being the best level of service
(and lowest fire insurance premium cost) and Class 10 representing no service at all. ISO last
surveyed BFD in June 2001; at that time, ISO assigned Burbank a Class 2 rating. A rating
breakdown of the most recent BFD ISO survey is shown in the table below.
ISO Criteria
Communication – Receiving and Handling Alarms
Water Supply
Fire Department Creditable Points
Divergence Reduction
Total Creditable Points
Actual
9.25
37.71
41.24
(2.36)
85.84
Maximum
10.00
40.00
50.00
N/A
100.00
BFD received a total credit of 85.84 points out of a possible 100. To improve on the ISO rating
would require an increase of approximately 4 points. The fire department section of the Fire
Suppression Rating Schedule (FSRS) reviews engine and ladder-service companies, equipment
carried, response to fires, training and number of available firefighters. The following table is a
detailed breakdown of the classification details assigned to BFD from the ISO survey of June 2001.
Fire Department Classification
Credit for:
Engine Companies
Reserve Pumpers
Pump Capacity
Ladder-Service Companies
Reserve Ladder-Service Companies
Distribution
Company Personnel
Training
Total
Actual
Maximum
10.00
1.00
5.00
5.00
0.99
3.70
10.33
5.22
41.24
10.00
1.00
5.00
5.00
1.00
4.00
15.00
9.00
50.00
In the fire department classification, the areas that would have the greatest impact on the ISO
rating are increased emphasis on training and maintaining engine company staffing. Since the ISO
survey, BFD has made improvements to training and is working to maintain and increase
personnel as allowed by fiscal realities. BFD will be pursuing a new ISO rating as part of its 20102015 Strategic Plan implementation.
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Overview of BFD Incident Dispatches
Five Fiscal Year History
FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10
Fire
1,478
1,159
1,392
1,348
1,293
Medical
6,893
7,146
7,350
7,136
7,418
Service
504
529
485
452
443
Other
4
13
6
3
1
OVS*
66
141
152
148
144
Total
8,945
9,383
9,385
9,087
9,299
*Responses Outside the Verdugo System
Fire Incidents - FY 2009-10
Incident Type
Apartment House Fire
Appliance Fire - Major
Appliance Fire - Minor
Brush Fire
Carbon Monoxide Alarm
Electrical Fire
Emergency Landing at Airport
Explosives/Bomb Threat/Scare
Fire Alarm
Fire Alarm – Full Assignment
Fire Alarm Reset
Fire Now Out
Garage Fire
House Fire
Illegal Burning
Misc Outside Fire
Misc Outside Fire on the Freeway
Plane Accident, Down or Fire
Refuse Fire
Smoke in a Structure
Smoke in the Area
Structure Fire
Transformer/Street Light Fire
Unknown Type Fire
Vegetation Fire
Vegetation Fire on the Freeway
Vehicle Fire
Vehicle Fire in a Structure
Vehicle Fire on the Freeway
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# of Incidents
14
12
2
2
12
23
12
2
833
3
18
23
5
32
16
16
9
1
19
49
52
29
20
10
9
5
45
5
15
% of Fire Calls
1.1%
0.9%
0.2%
0.2%
0.9%
1.8%
0.9%
0.2%
64.5%
0.2%
1.4%
1.8%
0.4%
2.5%
1.2%
1.2%
0.7%
0.1%
1.5%
3.8%
4.0%
2.2%
1.5%
0.7%
0.7%
0.4%
3.5%
0.4%
1.2%
2.0%
0.4%
1.0%
0.5%
2.8%
0.1%
0.1%
1.1%
2.2%
1.5%
0.7%
0.1%
7.6%
2.0%
1.9%
0.0%
0.0%
0.2%
0.5%
0.1%
0.1%
1.7%
11.6%
1.0%
0.0%
0.6%
2.6%
1.0%
0.0%
0.0%
0.9%
3.7%
0.0%
6.5%
0.0%
0.0%
0.0%
0.6%
0.6%
0.9%
0.5%
% of
Fire Calls
148
27
78
37
211
6
8
84
164
108
54
11
564
148
140
1
1
16
38
5
5
126
860
76
3
47
196
77
1
3
64
278
1
483
1
2
3
45
48
65
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Incident Type
# of
Incidents
Abdominal Pain
Abdominal Pain - ALS
Abdominal Pain - BLS
Allergic Reaction
Altered Level of Consciousness
Animal/Human/Stings
Animal/Stings - BLS
Assault Victim
Assist the Invalid
Back Pain
Blood Pressure Problem
Burn Injury
Chest Pains – Heart Attack
CVA - Neurologic
Diabetic Problem
Drowning/Diving Incident
Electrical Shock Injury
Emer Medical SVC on Fwy
EMS Call – No Details
Exposure
Eye Injury
Fall Major
Fall Minor
G.I. Bleed
Gunshot Wound
Head Pain
Heart Problem
Ingestion/Poisoning/Inhalation
Injury TC with Fuel Spill
Investigate the Welfare
Medical Alarm
Minor Trauma
Misc Full Assign & RA
Misc Medical
Misc Response Engine & RA
Mountain Rescue
Non-Injury Traffic Collision
Nosebleed Non-Traumatic
Obstetrics/Gynecological
Overdose
Person Choking
% of
Fire Calls
Incident Type
# of
Incidents
Medical Incidents - FY 2009-10
Person Dizzy
Person Down
Person Hanging
Person In Seizure
Person Not Breathing
Person Sick
Person Stabbed
Person Unresponsive
Psychiatric
Rescue
Rescue on the Fwy
Severe Trauma
Shortness of Breath
Syncope/Fainted Now Cons
Traffic Collision
Traffic Collision on the Fwy
Traffic Collision w/Bicycle
Traffic Collision w/Motorcycle
Traffic Collision w/Pedestrian
Traffic Collision w/Train
Traffic Collision-Rescue
Unknown Medical
Vehicle into a Structure
205
144
4
263
117
183
10
399
68
9
33
8
807
195
362
117
28
28
58
1
26
89
9
2.8%
1.9%
0.1%
3.5%
1.6%
2.4%
0.1%
5.4%
0.9%
0.1%
0.4%
0.1%
10.9%
2.6%
4.9%
1.6%
0.4%
0.4%
0.8%
0.0%
0.3%
1.2%
0.1%
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Burbank Fire Department District Map
BURBANK, CA
Fire Stations
Bob Hope
Airport
Fire Station 11
Fire Station 12
Fire Station 13
Fire Station 14
Fire Station 15
Fire Station 16
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Verdugo Fire Communications Center
The Verdugo Fire Communications Center (VFCC) was established on August 1, 1979 by the
founding cities of Burbank, Glendale and Pasadena.
The purpose of VFCC was to allow the
three cities to make optimum use of fire service resources and increase the overall effectiveness of
the fire defense system of the joint cities. The agreement also included a “no borders” clause – the
closest fire engine responded to calls regardless of jurisdiction. In its first year of operation, VFCC
dispatched over 19,000 incidents. In 1996, the cities of South Pasadena and San Marino joined
VFCC. Today, VFCC continues to be jointly owned by the Tri-Cities and provides fire, EMS and
rescue dispatch services on a contract basis to nine other cities in the region including Alhambra,
Arcadia, Monrovia, Montebello, Monterey Park, San Gabriel, San Marino, Sierra Madre and
South Pasadena. Since its first year of operation, VFCC has dispatched over 1,214,000 incidents.
The following map shows the service area of the VFCC’s member and contract cities. VFCC
serves a combined population of over 878,000 and covers an area of approximately 134 square
miles.
The service area includes 43 fire stations and more than 170 pieces of emergency
equipment.
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The organizational structure of VFCC resides within the City of Glendale; internal policies are the
responsibility of the Glendale Fire Chief. The mission and goals of the VFCC are set by the three
partner cities of Glendale, Burbank and Pasadena, who cooperatively provide policy direction.
The 14 full-time and two hourly VFCC employees with dispatch responsibilities have a combined
total of 168 years’ experience at the dispatch center and 255 total years of fire or police
communications experience. Dispatchers work a 12-hour schedule comprised of two 12-hour day
shifts, two 12-hour night shifts, followed by four days off. Minimum staffing for VFCC is four
dispatchers on duty at all times. VFCC complies with and follows National Fire Protection
Association (NFPA) 1221 Standards.
Call Processing Time for Structure Fires
90% (1:00)
99% (1:30)
FY 05-06
1:23
1:56
FY 06-07
1:10
1:30
FY 07-08
1:31
1:46
FY 08-09
1:21
2:08
FY 09-10
1:42
3:25
NFPA 1221 Standard 7.4.2 = 60 seconds or less 90% of the time and within 90 seconds 99% of the time
Call Processing Time for EMS Incidents
90% (1:00)
99% (1:30)
FY 05-06
1:22
1:48
FY 06-07
1:30
2:42
FY 07-08
1:24
2:07
FY 08-09
1:21
2:37
FY 09-10
1:21
2:03
NFPA 1221 Standard 7.4.2 = 60 seconds or less 90% of the time and within 90 seconds 99% of the time
At the State level, the Office of Emergency Services (OES) coordinates disaster preparedness,
mitigation, response and recovery activities. California’s 58 counties are broken down into three
administrative regions, which are further broken down into six mutual aid regions. These mutual
aid regions are further divided into areas consisting of counties and jurisdictions. LA County is
part of Region 1 and it contains six areas: A, B, C and E, F and G. The Verdugo Dispatch cities
(excluding Montebello) make up Area C.
In addition to its primary response area, BFD is a signatory to state and regional response plan
agreements. The Statewide Mutual Aid agreement provides assistance statewide during major
incidents. The Region 1, Area C Unified Response Automatic Aid agreement provides borderless
collaboration, regional cooperation and seamless dispatch and emergency response throughout
Area C. Burbank also maintains cooperative agreements with LA City Fire and the U.S. Forest
Service.
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Section Two: Risk Assessment
A comprehensive risk assessment was conducted for both fire and non-fire emergencies. The
factors used for risk assessment are both physical and theoretical. The two primary components of
a risk assessment are an analysis of probability and consequences. Probability is the likelihood that
a particular event will occur in a given time period. An event that occurs daily is highly probable.
An event that occurs once every century is very unlikely.
An assessment of consequences
measures the impact of an event. There are three areas of concern when evaluating consequences:
1) life safety (danger to occupants); 2) economic (loss of property, income, historic, or
irreplaceable assets); and 3) environmental (irreparable or long term damage to the environment).
From the risk analysis, a matrix can be utilized to show hazards based on the probability and
consequences of risk.
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Community Risk Factors
Community risk factors have an impact on both fire and non-fire related hazards.
A
comprehensive analysis of risk factors specific to Burbank was conducted to determine overall
community risk levels for this SOC. The evaluation of community risks included the assessment
of community demographics and development, geographic planning zones (fire districts), natural
hazards, technological/human hazards, transportation hazards and security hazards.
Natural Hazards
Burbank has a relatively high to moderate risk level with moderate frequency for natural disasters
that are deemed to be inherent to the jurisdiction. These hazards may include earthquakes,
wildfires, landslides, floods and severe weather. Natural hazards such as hurricanes, tornados and
tsunamis are not of considerable risk. Although the frequency is moderate in relative terms, the
consequences from such natural hazards may pose a significant economic disruption and/or
human loss potential.
Earthquake (High Risk/Moderate Frequency)
There are numerous active and potentially active faults in southern California, which in the event
of an earthquake, have the potential for generating strong ground motions in Burbank. A far-field
earthquake on one of the more distant faults, such as the San Andreas Fault, would be less
damaging in Burbank than a near-field earthquake on a closer fault such as the Verdugo Fault.
However, modeling suggests that the more distant faults surrounding the area may produce a
seismic event of a lesser degree but have a high probability of occurrence. The Verdugo Fault, San
Fernando Fault, Hollywood Fault and Sierra Madre Fault are all near field faults that can produce
a forcible shaking event that can precipitate ground liquefaction in various areas of the city most
notably those areas that are adjacent to the Los Angeles River, on the southwest quadrant of the
city.
The liquefaction-prone area adjacent to the Los Angeles River, which consists of approximately
140 acres, is the general location of Providence Saint Joseph Medical Center, Warner Bros.
Studios and Walt Disney Studios, as well as several mid-rise commercial buildings. Liquefaction
mapping indicate that all areas of Burbank west of the Interstate 5 (Golden State Freeway) and
south of the Bob Hope Airport has been subject to recent sedimentation that may include
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potentially liquefiable layers. By identifying these vulnerable areas of the city, BFD can use this
information to target this high value, high population quadrant of the city.
Response plans have been developed specifically for seismic events and are exercised on an annual
basis. Automatic and mutual aid is available upon request through VFCC. All other requests for
aid will be directed to the LA County Office of Emergency Management at the County Emergency
Operations Center through the Operational Area Response and Recovery System (OARRS).
Additionally, registered emergency support volunteers, who are members of the Burbank Fire
Corps Program, have trained members in the areas of radio communications, logistical support,
canteen support, Community Emergency Response Team and other areas of professional
expertise to support BFD as dictated by the emergency incident.
Urban/Wildland Interface Wildfire (High Risk/Moderate-High Frequency)
Wildland fires refer to those fires which occur in undeveloped areas and have the potential to
destroy vegetation, wildlife habitats, the watershed and structures. Wildland interface fires in the
Verdugo Mountains typically originate outside of structures in the urban/wildland interface area.
Wildfires can be human-caused through acts such as arson, accidental fire starts or natural events
such as lighting. The severity of urban/wildland interface fires relies on the relationship between
topography, fire weather and fuel availability. Wildland fires usually begin in areas which are steep
in slope and where there is limited or no access for firefighting apparatus. The potential of these
wildland fires to sweep into the residential areas of Burbank is always a major threat.
Burbank's wildland includes the area above Sunset Canyon Drive, generally following the contour
of the foothills of the Verdugo Mountains. This area is designated as the Mountain Fire Zone
(MFZ) and is characterized by mountainous hillsides, heavy vegetation and narrow streets. These
conditions, combined with the local climate, exacerbate the potential for wildland fires to ignite
and spread. The MFZ is comprised of 2,956 acres of both private and public land: 2,257 acres are
undeveloped mountain reserve land belonging to Burbank, 228 acres are developed public park
land and 471 acres are developed residential areas.
Perhaps the greatest fire danger posed for BFD is the intermittent weather patterns that create
severe Santa Ana wind conditions in the San Fernando Valley. The dry, hot winds flow from the
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northeast toward the Pacific Ocean. Wildfires originating in Burbank or surrounding areas may be
a significant threat to recreational areas, structures and neighborhoods nestled in the canyons
located throughout the Verdugo Mountains. The higher fire hazard risk raised by Santa Ana wind
conditions requires that even more attention and diligence be paid to stringent brush clearance
requirements and local fire protection ordinances.
BFD response into the urban/wildland interface is predetermined to have no less than five Type 1
fire engines initially assigned to an incident. Additional resources will be requested through VFCC
as either an automatic or mutual aid response based on the resources needed. Escalation of an
incident may require more far reaching resources from the area, region, state and federal level.
Flood (Moderate Risk/Moderate Frequency)
It is a relatively rare occasion when Burbank is vulnerable to floods and mudslides with the
exception of post-fire water and mud run-off from the 2005 Harvard Fire. Although the isolated
events of the debris flow were minimal, the consequences may have been a lot greater if the rainfall
totals were above seasonal levels. In an effort to mitigate potential flooding conditions, Burbank
Public Works Department plays a key role in maintaining streets, monitoring draining channels,
clearing debris basins and flood control channel inlets and working with County agencies to assist
in restoring flood damaged areas of the Verdugo Mountains.
BFD is prepared to respond to all types of flood situations including flooded structures, street and
intersection flooding, hillside flooding and mudslides. Individual engine and truck companies
routinely carry equipment which is needed in the majority of storm-related calls. There are,
however, certain situations in which specialized training and equipment is needed, specifically for
swift water rescue emergencies. In the event of a flood control channel rescue, BFD immediately
deploys its own swift water rescue personnel and receives assistance from neighboring jurisdictions
through automatic and mutual aid agreements.
Severe Weather (Moderate Risk/Moderate Frequency)
The potential risk of damage in Burbank from severe weather and windstorms is not as significant
as the risk from earthquakes or wildfires. Nevertheless, severe weather and windstorms pose a
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significant risk to life and property by creating conditions that disrupt essential systems such as
public utilities, telecommunications and transportation routes.
Severe windstorms can present a very destabilizing effect on the dry brush that cover local
urban/wildland interface areas and increase wildfire threat. Destructive impact to trees, power lines
and utility services also are associated with high winds.
Based on local history, most high wind
incidents in Burbank are the result of Santa Ana wind conditions that typically occur during the
period between October and March.
Santa Ana winds travel from a stable, high-pressure weather system called the Great Basin High
through the canyons and towards a low pressure system off the Pacific Ocean. Burbank is in the
direct path of the ocean-bound Santa Ana winds. There are instances when Santa Ana winds are
in effect, but due to the orientation of the Verdugo Mountains the winds are diverted above and
around Burbank reducing the effects of the winds.
Severe weather in most instances mimics the same threatening conditions as would a severe
windstorm.
Flooding and mudslides would be an added consideration when predictions of
prolonged precipitation or periods of torrential rain are forecasted.
The level of emergency response would not change for severe weather. However, the level of
awareness and preparedness would certainly escalate during the period of the event, particularly
during red flag warnings.
There is no significant history of severe weather that would be
considered disastrous in nature, but rather a disruption. These disruptions can be managed with
day to day operations within the city.
Technological/Human Hazards
HazMat Incidents (Low Risk/High Frequency)
BFD is responsible for responding to all HazMat incidents in the city. BFD has personnel trained
as HazMat technicians assigned to fire stations throughout the city as well as a Type 1 HazMat Unit
(HazMat 12) located at Station 12.
Information regarding the commercial and industrial
businesses in the city, including site plans, existing inventory and location of hazardous materials at
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the site and hazardous materials plans, are kept on HazMat 12. HazMat technicians are trained to
respond to incidents with methods of monitoring, containment and stabilization.
The HazMat Unit is a specialized vehicle that is equipped to be used to assist or manage incidents.
The HazMat Unit shares staffing with an engine company at Station 12. VFCC coordinates the
response to all calls for HazMat assistance within the 12 Verdugo Dispatch cities. Mutual aid
assistance is also available upon request. BFD has tested plans and procedures to manage all-risk
HazMat incidents.
Utility Failure (High Risk/Low Frequency)
Damage to Burbank’s utilities infrastructure would certainly cause a major disruption in the
delivery of needed power, water, sewer and natural gas services within the city limits. There would
be potentially serious consequences for the delivery of emergency services. These include a
number of service delivery issues, such as the emergency notification systems, limited healthcare
capability, emergency and non-emergency communications and basic welfare needs.
Each fire station is equipped with a fixed stationary generator and fuel to provide electrical power
in the event of a power failure. BFD will remain self-sustaining during periods of infrastructure
failure. Communications, staffing, functional apparatus and equipment, facilities and nutrition are
all considerations in emergency preparations. Immediate concerns will focus on repairs necessary
to restore utilities to areas of greatest need such as hospitals and medical care facilities, public
health and safety, water pumping stations, sewage treatment facilities, etc. For prolonged periods
of utility failure, outside assistance will be requested to fill any necessary need.
Transportation Hazards
Rail Systems (High Risk/Low Frequency)
Burbank is the point of divergence for two of California’s major rail corridors: Metrolink connects
the Burbank Metrolink Station with Ventura via the Ventura County Line and Lancaster via the
Antelope Valley Line. The Amtrak Pacific Surfliner also utilizes this rail corridor with service
from San Diego to San Luis Obispo. A high volume of rail traffic passes through Burbank every
day including Amtrak and Metrolink passenger trains and Union Pacific freight trains carrying a
wide variety of goods, including hazardous materials. While most of Burbank’s street crossings
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have been eliminated over the years through the construction of grade separations, several street
crossings remain, including major crossings at the intersections of Buena Vista Street and San
Fernando Blvd and Buena Vista Street and Vanowen Street.
Major rail incidents typically result from collisions between trains and vehicles at or near crossings,
or from mechanical or track failure resulting in a derailment. The most common type of rail
incident in Burbank has been train vs. vehicle and train vs. pedestrian collisions. The crossing at
Buena Vista Street and San Fernando Blvd has been the scene of two fatal train vs. vehicle
collisions in recent years. In addition to the loss of life from train collisions, a hazardous materials
release as a result of a rail accident is considered to be a realistic threat scenario for BFD.
Metrolink and Amtrak service which run along these lines would be interrupted as the result of a
derailment, rail damage or rail obstruction. After it was determined that the freeway system was
not functional, the Metrolink commuter rail proved to be a critical transportation resource in
bringing employees, as well as commuters from other areas to Burbank after the 1994 Northridge
Earthquake.
For a transportation accident whether by rail, road or air, BFD will respond and manage all aspects
of the emergency specific to rescue, medical, fire suppression, HazMat, etc. Assisting agencies will
be requested to aid in the response effort as needed.
Streets and Highways (Moderate Risk/High Frequency)
Burbank is traversed by two freeways: Interstate 5 (Golden State Freeway) which travels in a
north/south direction parallel to San Fernando Boulevard and Routes 134/US 101
(Ventura/Hollywood Freeway) which travels through the southwestern corner of Burbank through
the Media District. These freeways were built as part of a freeway expansion program in the
1950’s and 1960’s.
Along both freeway corridors, passenger vehicle collisions dominate the number of occurrences
for freeway collisions.
Rescue and medical aid is a typical freeway response for BFD in
cooperation with the California Highway Patrol. The most serious HazMat incident that could
occur in Burbank would involve a release from a transportation accident. Commercial vehicles
and vessels transport hazardous materials such as petroleum products, industrial wastes and toxic
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gases. Transportation-related HazMat incidents can range from a chlorine spill resulting from an
overturned pool maintenance vehicle, a derailed train or tank car hauling toxic waste products, or
an aircraft that disperses a highly toxic product.
Burbank’s Traffic Management Center in cooperation with law enforcement would be
instrumental in managing alternate routes of travel for incidents affecting normal arteries of travel
on city streets while BFD’s HazMat Unit determines the best course of action to rectify the
emergency at hand. Outside agency assistance is available upon request.
Natural Gas Facilities and Petroleum Pipelines (High Risk/Low Frequency)
The natural gas utility network in Burbank is operated by the Southern California Gas Company
(SoCalGas). SoCalGas embarked on a retrofitting program of their steel and cast iron pipelines
4 inches in diameter and smaller after the 1971 San Fernando Earthquake exposed the
vulnerability of the gas distribution system.
About 90% of the distribution supply pipeline
replacements have been done with plastic polyethylene pipe. Damaged pipelines may result in
service disruption, flash fires and explosions due to ignition of natural gas from severed or leaking
distribution lines.
A maximum credible earthquake on the Verdugo Fault could result in numerous damaged and
leaking mains, valves and service connections associated with the small diameter gas supply system
underlying surface streets. Damage would be concentrated along and adjacent to the predicted
zone of rupture that extends northwestward from easternmost Sunset Canyon Drive to the point
where the fault leaves Burbank at its juncture with Interstate 5. Pipes not made with earthquakeresistant plastic would most likely break and leak, causing fires along these streets.
Similar
scenarios are possible along and adjacent to the liquefaction-prone areas along Interstate 5 and the
Los Angeles River, especially as a result of a maximum credible event on the Hollywood Fault.
Damaged house line connections, overturned water heaters and malfunctioning electrical utilities
could also cause fires throughout Burbank.
A petroleum pipeline parallels the railroad tracks along the Metrolink Antelope Valley Line
entering the City of Glendale on the south end of the city boundary and Los Angeles City on the
north end.
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Damage to this pipeline, as a result of an earthquake, would most likely cause
localized contamination and disruption of service. There is also a risk of fire as a result of damage
to these lines, but is not considered to be the primary hazard risk.
The condition of the pipeline systems are remotely monitored and maintained very carefully by
the Plains Pipeline Group. Leaks, breaks and releases can be determined by drops in pipeline
pressure thus generating an alert to the pipeline company. A robust pipeline manual which
includes emergency procedures, mapping and general pipeline information resides with BFD’s
HazMat Unit.
Additionally, a quick reference emergency response guide is available to all first
responders.
In most cases of a hazardous materials release, BFD procedures will be to isolate the affected area,
identify the product and provide spill containment.
Public safety will be accomplished by
coordinating plans and efforts with law enforcement. Automatic aid and mutual aid may be
requested to augment on scene staffing, expertise and equipment.
Security Hazards
Terrorism (High Risk/Low Frequency)
Burbank is the epicenter for many major motion picture, television and animation studios in
Southern California. Numerous iconic features combine to make Burbank a potential target for
both domestic and international terrorist attacks: population, industrial infrastructure, economic
importance, international reputation and media industry. Burbank is also a transportation hub for
much of northern Los Angeles County with its far reaching passenger and cargo rail lines,
commercial airport and two major freeway arteries that support statewide commerce and travel.
Increased terrorism awareness and training has gained footing in the fire service, law enforcement
and emergency management communities.
Various terrorism intelligence groups such as
Terrorism Early Warning Group (TEW Group) and Joint Regional Intelligence Center (JRIC)
provide first responders with critical intelligence to prepare for anticipated acts of terrorism. The
goal of terrorism is clear; it is to create fear and disruption in society by acts of violence and/or
technological disruption to essential systems and services.
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BFD continues to acquire training at the first responder level as well as specialized terrorism
training for the HazMat Unit.
Cooperative training between HazMat teams in LA County
continues to improve awareness and response.
Civil Disorder/Unrest (Moderate Risk/Low Frequency)
The potential for civil unrest originating in Burbank is considered very unlikely; however, the
potential for civil unrest in LA County that could negatively impact the Burbank area is more
plausible. Civil unrest is generally a police issue, but associated events may require the assistance
of BFD. Medical aid and fire suppression are areas of assistance that may be necessary if the
unrest escalates. Burbank would not influence the risk beyond its borders but rather support the
County’s and adjacent jurisdictions’ efforts to defuse and respond to a potential civil unrest
emergency.
Gang activity and influences are considered to be root causes for many civil disturbances that
evolve into widespread rioting and civil unrest. Gang-related territorial disputes and violence erode
the stability of communities and can ultimately boil over into adjacent jurisdictions. Any civil
unrest in Burbank would more likely be isolated incidents involving labor demonstrations or
political groups demonstrating at a local venue, all of which the Police Department has already
prepared for and has previously dealt with. The Police Department is equipped and trained to
manage events of civil unrest. Any necessary assistance through mutual aid is available upon
request.
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The following map depicts a risk assessment of Burbank using the categories of low, moderate and
high risk. These categories are further defined in the following pages.
Community Risk Assessment Map
Burbank, CA
Fire Stations
Station Area
Community Risk
Low
Moderate
High
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Fire Risk Assessment
The majority of Burbank is wood frame residential construction or low, mid and high-rise
commercial development that meets current building standards. Data gathered from January 1,
2000 to December 31, 2010 indicates that of fires involving structures, over 62% occur in
residential properties. There are 14 mid-rise and 14 high-rise buildings, as well as multiple high
occupancy buildings housing limited or non-ambulatory populations requiring special fire logistical
demands. Burbank has numerous areas that can be considered urban/wildland interface where
the growth and spread of fire may begin in the brush but quickly enter an urban context. The
majority of the direct interface is along the Verdugo Mountains while a small portion of the city is
vulnerable to a section of the Hollywood Hills.
The fire risk analysis takes into account fire potential (probability), life hazards and economic
impact (consequences), occupancy use, construction features, fire protection systems, fire flow
requirements and community risk factors. Based upon this analysis of existing and potential
community risk, in addition to the probability and consequences of these events, the following
hazard levels have been established:
Low Risk:
Small structures that are remote from other buildings are considered low
hazard occupancies. Examples include small detached garages and sheds.
Also included in this category are vehicle fires, rubbish fires and small
vegetation fires.
Moderate Risk:
Moderate hazard areas are also known as typical hazards. Most of Burbank
falls into this category; one and two family dwellings and small commercial
occupancies (<10,000 square feet).
High Risk:
These properties are typically substantial structures that in an emergency may
bear the risk of large loss of life, loss of economic value to the community, or
large property loss. Office buildings, low and mid-rise hotels, hospitals
(Providence St. Joseph Medical Center), schools, large shopping centers
(Burbank Town Center), large apartment or condominium complexes (100+
units), large commercial buildings (>9,999 square feet), senior citizen housing
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(Rotary Plaza), and convalescent homes are examples of high risk
occupancies. For Burbank this equates to the following:
19 Schools
14 Mid-rise buildings
17 Hotels
2 Convalescent homes
15 R 3.1 Residential care facilities
10 Adult day care centers
1 Mall with three anchor stores
Special Risk:
High rise and movie studio sound stages are classified as special risk because
they present a risk to life or property above that of the surrounding area and
the unique challenges firefighters face when combating fires in these types of
buildings.
14 High-rise buildings
3 Movie theaters (16 theaters, 8 theaters and 6 theater buildings)
13 Multi-story senior citizen residential buildings
483 Hazardous materials businesses
69 Underground storage tank sites, totaling 165 underground storage
tanks
3 Studio campus lots with multiple sound stages and back lots
The following chart shows the number and type of buildings within each of BFD’s fire districts.
Number & Type of Buildings within Each Fire District
Description
Assemblies
Small Business
Educational
Health Care
Mercantile
Industrial
Manufacturing
Residential
Storage
Totals
FS 11
150
609
36
49
261
18
44
2,979
28
4,174
FS 12
136
527
14
27
226
16
8
4,094
28
5,076
FS 13
58
344
17
10
147
24
189
2,855
97
3,741
FS 14
84
550
34
40
235
14
70
5,563
17
6,607
FS 15
88
755
26
75
324
22
82
4,033
42
5,447
FS 16
18
38
8
1
16
2
2,842
2
2,927
Totals
534
2,823
135
202
1,209
96
393
22,366
214
27,972
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Fire Flow
The evaluation of water supplies needed once a structure has become fully involved is known as
fire flow and is a vital component of assessing fire risk. The fire flow evaluation does not address
other equally important issues such as occupant risk and content vulnerability to fire. Fire flow
requirements are factored into the risk assessment. Burbank has established minimum fire flow
requirements and total water supply needed for existing structures and other anticipated fire
locations. The minimum fire flow established by BFD and enforced by the Burbank Water and
Power is 1500 gallons per minute (GPM) at 20 pounds per square inch (PSI) residual for two
hours in residential zones and four hours in commercial zones.
Non-Fire Risk Assessment
The non-fire emergency services provided by BFD include EMS, technical rescue and HazMat
response. Risk assessment for non-fire hazards incorporate many of the same factors evaluated
during the fire risk assessment, including historical demand for these types of services, community
characteristics and demographics. Non-fire hazards often present multiple risk types, i.e. EMS,
technical rescue and HazMat response. Compound incidents require staffing that address all
components of the incident.
Emergency Medical Services
EMS requests are the most frequent type of service provided by BFD. EMS incidents account for
78% of emergency activities and correspondingly have the greatest impact on resources. The
residential and daytime population is a significant factor in assessing the probability of EMS
incidents. As the population of Burbank increases and ages, the demand for EMS will increase
proportionately. From FY 2000-01 to FY 2009-10, the demand for EMS has increased by more
than 18%, which equates to 1-2% per year. This increase is expected to continue with the baby
boomers entering their retirement years. Since the land in Burbank is built out, the growth is
expected to live in mid and high-rise buildings. This will cause longer response and transport
times do to the utilization of elevators and stairs.
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The following hazard levels have been established for EMS risk, based on resource needs:
Low Risk: Injured and ill persons, without airway, breathing or circulatory problems.
Moderate Risk: Cardiac arrest and severe injuries (trauma center criteria).
High Risk: Multi-victim incidents with 5 or more patients.
Hazardous Materials (HazMat)
HazMat incidents account for less than 4% of service type responses annually.
Hazardous
materials are transported on the streets, freeways, rail lines and in air cargo throughout Burbank.
There are 483 businesses that use or store reportable quantities of hazardous materials.
The following hazard levels have been established for hazardous materials risk:
Low Risk: Natural gas leaks outside of a structure, residential carbon monoxide detector
activation, hazardous material investigation.
Moderate Risk: Hazardous materials release.
High Risk: Explosion, natural gas leak inside a structure, transportation accidents involving
flammable or combustible materials.
Technical Rescue
Technical rescue covers a wide range of different types of incidents that include vehicle extrication,
confined space rescue, trench collapse, low/high angle rescue, swift water rescue and building
collapse. The following hazard levels have been established for technical rescue risk:
Low Risk: Traffic accident with entrapment.
Moderate Risk: Swift water rescue, freeway rescue.
High Risk: Confined space rescue, cave in or collapse with person trapped, rescue from
elevated position, vehicle into a building.
BFD is able to solely mitigate low and moderate risk incidents. Area C utilizes Unified Response
(automatic aid) allowing Type 1, Urban Search and Rescue (USAR) resources to work in
cooperation with Burbank firefighters on the high risk incidents.
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Section Three: Structure Fire Response
The dynamics associated with fire and medical emergencies directly influence decisions related to
fire station location and company staffing patterns. Structuring the arrival of appropriate resources
to positively interrupt fire growth or life-threatening medical conditions is an ongoing challenge.
Time and on-scene performance expectations are those target indicators established for effective
and efficient response to emergency incidents. Additional resources are obtained by utilizing
mutual aid agreements with neighboring jurisdictions.
On-Scene Operations and Critical Tasking
The following descriptions identify the methodology for determining staffing levels for different
incident types, the number of units needed and the duties that must be performed to mitigate the
incident effectively and efficiently.
On-scene Operations
BFD’s risk management policy has established the following guidelines to provide direction to onscene personnel when evaluating on-scene conditions and how to respond to those conditions:
We will risk our lives, in a highly calculated and controlled manner, to protect a savable human
life.
We will risk our lives to a lesser extent, in a highly calculated and controlled manner, to protect
savable property.
We will not risk our lives at all to protect lives or property that is already lost.
The variety of fire ground factors, including the building and occupancy type, size and intensity of
the fire and life hazards, determine the tasks required to deal with the incident as well as the level
of risk that will be taken in completing those tasks.
These tasks are interrelated but can be separated into two basic types, fire suppression and life
safety. Fire suppression tasks are those related to extinguishing the fire. Life safety tasks are those
related to finding trapped victims and removing them from a building.
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Fire suppression tasks, specifically as they apply to the application of water, can be accomplished
with handheld hoses or master streams.
Each 1¾” hose line requires a minimum of two
firefighters to advance into a structure. A 1¾” hose line can flow 160 GPM, so when these lines
are used the fire flow is 80 GPM per firefighter. The 2½" hose line can flow 250 GPM and
requires a minimum of two or three firefighters to effectively manipulate it, yielding a flow of 80 to
125 GPM per firefighter. Master streams can flow from 500 to 1000 GPM each. Fewer firefighters
are required to operate these large caliber streams because they are fixed to the apparatus. The
decision to use hand lines or master streams depends upon the stage of fire and threat to life safety.
If the fire is in a pre-flashover stage, generally an offensive fire attack strategy is engaged in which
firefighters take smaller diameter hand lines into the interior of the building. The hand lines are
used to attack the fire and shield trapped victims until they can be removed from the building. If
the fire is in its post-flashover stage and the fire has extended beyond the capacity or mobility of
hand lines, or the structural damage is a threat to the firefighters' life safety, then a defensive
strategy is employed.
Firefighters are removed from the building and master streams are
employed to keep the fire from advancing to surrounding buildings.
The life safety, rescue tasks are based upon the number of occupants, their location, their status
(awake vs. sleeping) and their ability to take self-preserving action. For example, ambulatory adults
need less assistance than non-ambulatory. The elderly and small children usually require more
assistance.
BFD performs aggressive offensive attacks whenever possible, with the objective of first putting a
hose line between potential victims and the fire while containing the fire to the room of origin.
Critical Tasks
Critical tasks are those tasks that must be conducted in a timely manner by responders in order to
effectively manage an emergency incident.
NFPA 1710 outlines critical tasks that must be
completed by an initial response to a structure fire. The basic goal of structural firefighting is to
control the fire before it reaches the flashover stage. The critical tasks that must be accomplished
by the initial response forces at a structure fire are identified in the following pages. Dependent on
the situation, these tasks may be performed sequentially or concurrently.
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Attack Line – This task involves the deployment of a 1¾” hose line that produces 160 GPM and is
usually handled by one or two firefighters, or a 2½" hose that produces 250 GPM and is handled
by two or three firefighters. Each engine carries a set of attack lines that are either pre-connected
to the pump, folded on the hose bed, or in a special pack for carrying into high-rise buildings. The
selection of which attack line to use depends on the type of structure, the distance to the seat of the
fire and the stage of the fire. Due to their size and weight, 2½” attack lines are less often used in
interior fire attacks.
Search and Rescue – This task involves the search for living victims and their removal from danger
while the attack crew moves between the victims and the fire for protection. A four-person search
and rescue crew is normally sufficient for most moderate risks structures, but more crews are
required in multi-story buildings or structures with people who are not capable of self-evacuation.
Ventilation Crew – This task involves the opening of a vertical or horizontal ventilation channel
when the attack crew is ready to enter the building. Ventilation tasks require a company with four
or more firefighters for effective completion.
Ventilation removes superheated gases and
obscuring smoke, preventing flashover and allowing attack crews to see and work closer to the seat
of the fire. It also gives the fire an exit route so the attack crew can "push" the fire out the opening
they choose and keep it away from endangered people or unburned property. Ventilation must be
closely timed with the fire attack. If it is performed too soon, the fire will get additional oxygen and
grow. If performed too late, the attack crew cannot push the fire in the desired direction. Instead,
the gases and smoke will be forced back toward the firefighters and their entry point, endangering
themselves, as well as any victims and unburned property they may be protecting.
Back-up Line – This task involves the deployment of a 1¾” or 2½” hose line that is taken in
behind the attack crew to cover their path of egress or support the attack crew. This task requires
a minimum of two firefighters if a 1¾” line is used. A 2½” hose line may be used in lieu of a 1¾”
line if the situation requires a larger volume of water at the point of attack.
Rapid Intervention Crew (RIC) – This task involves the staging of firefighters in a position of
tactical advantage, equipped with rescue tools and a 1¾” hose line, ready to enter the structure and
perform firefighter rescue if something goes wrong. This establishment of a rescue crew is an
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OSHA requirement. Current procedures call for a minimum of four firefighters to assume this
role as soon as possible; on larger structures, multiple companies may be assigned.
Exposure Line – This task involves the deployment of an attack line to prevent fire expansion.
This exposure line requires a minimum of two firefighters to deploy and use. An exposure line
can protect internal exposures, such as the floor above the fire in multi-story buildings or adjacent
occupancies within the building. Exposure lines may also be used externally to protect nearby
structures from igniting from the radiant heat. In situations where the heat release is great or
structures are built close together, a 2½” hose line or master stream would be used. If a 2½” hose
line is used, the staffing requirement is increased.
Pump Operator – This involves one fire engineer to effectively operate the engine’s water delivery
system. The pump operator monitors water pressure and flow on each hose line and ensures that
the apparatus is operating within designed parameters. The pump operator also completes the
hose hookups to the correct discharges and completes the water supply hookup to the correct
intake. If hydrant location allows, the pump operator may also connect the supply line to the
hydrant without assistance, although this task is usually assigned to an additional firefighter or
engineer.
Water Supply – An engine has about two to three minutes of water if one 1¾” hose line is flowing
at full capacity. In order to maintain a continuous flow of water for longer periods of time, the
engines pump must be connected to a hydrant. This task requires one or two firefighters to deploy
the large diameter (4”) hose between the engine and the nearest hydrant before the engine's water
tank runs dry.
Incident Command – The successful mitigation of any emergency incident requires the
implementation of an effective command structure. This task involves one officer who coordinates
the attack, evaluates results and redirects the attack as necessary, arranges for more resources, and
monitors conditions that might jeopardize crew safety. The incident commander is generally
located outside of the structure at an established command post.
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Utilities – This task involves the assignment of at least one firefighter to secure natural gas,
electrical supply and water to the affected structures before interior firefighters open any concealed
spaces, such as walls or attic spaces.
Ladder Operations - If vertical ventilation is performed, one engineer is needed to set-up the aerial
ladder and two or more firefighters are needed to set ground ladders to provide access to the roof
of the structure.
EMS/Rehabilitation – This task involves the assignment of at least two firefighter paramedics, to
establish a treatment and rehabilitation area to prepare for any victims found and any firefighters
who are injured or physically exhausted.
Safety Officer – This task involves the assignment of one officer dedicated to the exterior of
structure with the sole responsibility of monitoring firefighter and scene safety.
Deployment Configuration (Alarm Assignments)
Single Company Alarm (1 Engine – 3 to 4 personnel)
o Auto accident requiring clean-up of debris
o Natural gas leaks outside building
o Smoke investigation outside building
o Power lines down - hot wires
o Power pole fire
o Mail box fire
o Fires reported out - investigation
o Lock-out - emergency situation only
o Bomb threats - Code 2 engine company
o Residential smoke/CO detector-no visible sign of smoke
o Hazardous materials investigation
Rescue Alarm Assignment (1 Engine, 1 RA – 5 to 6 personnel)
o All calls for illness or injury, including routine traffic accidents
Two Unit Alarm Assignment (2 Engines or 1 Engine, 1 Truck – 3 to 8 personnel)
o Trash or rubbish fire
o Automobile fire
Three Unit Assignment (1 Engine or 1 Truck – 3 to 4 personnel)
o Automatic fire alarms
o Water flow alarms
36
First Alarm Assignment (3 Engines, 1 RA, 2 Trucks, 1 BC – 20 to 23 personnel)
o Rescue, trapped person(s)
o Cave-in
o Excavation, person(s) trapped
o Person(s) trapped, elevated position
o Grass or brush fire
o Electrical fire or electrical short in building (TV, washing machine, etc.)
o Vehicle into a house
o Traffic accident with entrapment
o Hazardous materials incident
Full Alarm Assignment (3 Engines, 1 RA, 2 Trucks, 1 BC – 20 to 23 personnel)
o Reported structure fires
o Fire in/under/around structure
o Fire near or endangering structure
o Auto fire in or near structure
o Natural gas leak in building
o Smell of smoke in a structure
o Rubbish, brush or grass fire near building
o Serious freeway emergencies, such as:
Multiple Victim Incidents (MVI)
Accident involving vehicle transporting flammable liquids/chemicals
Liquid propane gas spill or leak
o Gasoline leak from tank truck
o Aircraft crash
o Swift water response
o Explosion
37
Critical Tasks Necessary for Low Risk Fire Response
3 Person and 4 Person Engine Companies
Task
Attack Line
Pump Operator(s)
Command/Safety Officer
Minimum Total
Number of
Firefighters
1
1
1
3
Number of
Firefighters
2
1
1
4
Critical Tasks Necessary for Low Risk Fire Response
4 Person Truck Company
2 Person Rescue Ambulances
Task
Attack Line(s)
Pump Operator
Search & Rescue
Ventilation/Salvage Team
Minimum Total
Number of
Firefighters
1
1
1
2
4
9
Number of
Firefighters
2
1
1
2
4
10
Critical Tasks Necessary for Moderate Risk Structure Fire Response
Task
Attack Lines
Search & Rescue
Water Supply
Exposure Lines
Ventilation/Salvage Team
Utilities Shut-off
Rapid Intervention Crew
Back Up Hoseline
Pump/Aerial Operators
Minimum Total
38
Number of
Firefighters
2
2
1
2
4
1
2
2
3
1
20
Number of
Firefighters
3
3
1
2
4
1
2
2
3
2
23
Critical Tasks Necessary for High/Special Risk Fire Response
Number of
Firefighters
6
2
1
4
4
4
1
4
2
4
2
34
Task
Attack Lines
Search & Rescue
Water Supply
Exposure Lines
Ventilation Team
Salvage Team
Utilities Shut-off
Rapid Intervention Crew
Back Up Hoseline
Pump/Aerial Operators
Minimum Total
Number of
Firefighters
8
4
2
4
4
4
2
4
2
4
2
40
Incident progression beyond the capabilities of the initial response requires additional command
support for such tasks as planning, logistics and administrative positions. Additional firefighting
personnel may reinforce the points of attack, provide relief or staff additional support positions.
The quantities of personnel and equipment necessary will vary with any of the factors listed below:
o
o
o
o
o
o
o
o
o
o
building construction
number of occupants
physical and emotional condition of occupants
extent of fire upon arrival (flashover)
built-in fire protection
area of fire involvement
firefighter or civilian injuries
equipment failure
structural collapse/explosion
flammable/hazardous materials involved
Critical tasking represents the minimum amount of firefighters needed early during the fire scene.
There are several other tasks that must be performed prior to termination of the scene such as
salvage, overhaul and fire investigation.
Additional units may be summoned for these tasks
increasing the number of firefighters on scene.
39
Section Four: Emergency Medical Response
Medical emergencies account for about 78% of all calls to BFD.
They range from simple
nosebleeds, requiring one basic life support unit, to large-scale multi-victim incidents requiring
BFD’s entire resources and mutual aid. The typical medical emergency requires one paramedic
rescue ambulance and one engine or truck company (between five and six firefighters).
Critical Tasks
The capability to provide quality medical care to a critically ill or injured person is determined by
staffing levels, teamwork and training.
There are specific critical tasks necessary to provide
effective care to a victim of cardiac arrest (medical worst case scenario). An additional unit may be
needed to facilitate transport if the patient is above the first floor, excessively heavy or within a
complex far from fire apparatus access.
Critical Tasks Necessary for Initial EMS Response-Cardiac Arrest
2 Person Paramedic Rescue Ambulances
3 Person and 4 Person Engine Company
Task
Supervisor/Safety
IV/IO Medication Administration
Documentation/Communication
Airway Management
Chest Compressions
Minimum Total
Number of
Firefighters
1
1
1
1
1
5
Number of
Firefighters
2
1
1
1
1
6
Critical Task Definitions for Cardiac Arrest Emergencies
Airway Management - The placement of a device into the patient’s trachea to create a secure, noncollapsible airway. This action requires one Advanced Life Support (ALS) provider who will be
committed to placement and continuous monitoring. Ventilation is the mechanical or manual
inflation of the lungs. This action requires one dedicated person (ALS or BLS) who will be
committed to this task until relieved or upon arrival at the receiving facility.
40
Chest Compressions - The act of compressing the chest, at a specified location and prescribed rate
and depth, to create blood flow by increasing the intra-thoracic pressure and directly compressing
the heart. This action requires one dedicated person (ALS or BLS) who will be committed to this
task until relieved or arrival at the receiving facility.
Documentation/Communication - The documentation of patient assessment/treatment ensures
that the proper treatment is provided through both online and offline medical control procedures.
This person identifies and makes contact with the receiving facility to ensure that the facility is
prepared to receive the patient.
IV/IO Medication Administration - IV is the act of placing an intravenous catheter to provide a
non-collapsible route for the delivery of medications and fluids. IO is the act of placing an intra
osseous catheter to provide a route for the delivery of medication fluids in the event that an IV is
unable to be established.
Supervisor/Safety - An officer is responsible for supervision and monitoring the actions of the
personnel.
This position is also responsible for ensuring personnel and patient safety.
Additionally, this person acts to calm family members or bystanders and help obtain information
about the patient and problem. An officer may also be required to perform other additional
functions in the absence of available personnel.
Evaluating EMS Capability
Similar to fire flashover, EMS uses a critical time component within which to deploy resources.
This point is that of probable brain death after a person’s heart stops. During cardiac arrest, the
brain starts to die in four to six minutes. Brain damage is usually irreversible after ten minutes.
Early defibrillation is vital intervention because it is the only way to successfully treat most sudden
cardiac arrests. When cardiac arrest occurs, the heart starts to beat chaotically (fibrillation) and
does not circulate blood through the body. For every minute without defibrillation, the odds of
survival drop 7-10%. A sudden cardiac arrest victim who is not defibrillated within ten minutes has
virtually no chance of survival.
The shortest possible response times create the highest
probabilities of resuscitation.
41
Rapid response times are not the only factor in providing rapid defibrillation. Sometimes there are
delays in accessing a patient located on the interior of a high-rise building, condominium
complexes, shopping centers and other occupancies that have a significant walking distance to the
patient locations. To address this limitation, the American Heart Association (AHA) promotes
citizen cardiopulmonary resuscitation (CPR) as well as public access defibrillation programs in
public locations where there is a relatively high likelihood of witnessed cardiac arrest (i.e. airports,
casinos, sports facilities). Many businesses within Burbank such as the Bob Hope Airport have
voluntarily installed automatic external defibrillators (AED’s). The City of Burbank also has a
program in which AED’s were placed in several City buildings and City employees have been
trained to defibrillate. The City’s Safety Officer trains the appropriate department personnel on
CPR and AED.
% Survival
Effective Emergency Medical Intervention
Approximately 50% survival after 5 minutes.
Survival reduced by 7% to 10% per minute (if no CPR).
Rapid defibrillation is key.
CPR after prolonged ventricular fibrillation (VF) slows deterioration.
Minutes to Defibrillation
42
Effective Response Force-EMS
An “effective response force” is defined as the minimum amount of staffing and equipment that
must reach a specific emergency within a targeted travel time. The goal is to maintain and
strategically locate enough firefighters and equipment so a minimum acceptable response force can
intercede in critical medical emergencies. Based on the cardiac arrest critical task analysis, BFD’s
minimum effective response force for a low, moderate and high risk medical incident are defined
below. All BFD frontline resources and the reserve rescue ambulances have the capability for
either AED or manual defibrillation.
Low Risk
Moderate Risk
High Risk
Engines
Rescues
Trucks
1
1
3
1
1
2
0
0
1
Battalion
Chief
0
0
1
# of
Personnel
5-6*
5-6*
18-21
* Truck company responds in place of an engine in some circumstances.
43
Section Five: Hazardous Materials and Technical Rescue Responses
Hazardous Materials Incident Response
HazMat incidents account for less than 4% of all service type calls for BFD but could have the
largest impact on the community. Responses to these incidents vary from one engine company for
an odor investigation to a full HazMat assignment (HazMat 12, Glendale HazMat 24, two engines,
one truck, one RA, Glendale Air Utility 28 and one battalion chief). HazMat response is a
complex undertaking.
agencies.
Successful mitigation requires a cooperative effort between multiple
BFD provides first responder operational level HazMat response which includes:
assessment, command, isolating the product, establishing a safe perimeter, evacuation,
containment and documentation. In addition, BFD provides specialized HazMat resources to
outside agencies. These resources are available through the California Master Mutual Aid Plan,
mutual aid agreements with LA County Fire and Area C Unified Response (automatic aid) for
incidents requiring entry into a “hot zone” or technician level activities.
Effective Response Force – Hazardous Materials
An effective response force for low, moderate and high risk HazMat incidents are defined below.
As previously noted, an effective response force is defined as the minimum amount of staffing and
equipment that must reach a specific emergency within a targeted travel time.
Engines Rescues
Low Risk
Moderate Risk
High Risk
1
2**
4**
0
1
2
Trucks
0
1**
2**
Battalion
Chief
0
1**
2**
HazMat
Air Unit
0
2**
2**
0
1**
1**
# of
Personnel
3-4*
22-24**
35-39**
* Truck company responds in place of an engine in some circumstances.
** Additional companies/specialized resources obtained utilizing automatic aid.
For 90% of all HazMat incidents, the Hazardous Materials Effective Response Force (HMERF)
will arrive within 30 minutes of travel time. The HMERF is capable of providing technical
expertise, knowledge, skills and abilities in order to mitigate a HazMat incident.
44
Technical Rescue Response
BFD provides a wide range of technical rescue services to the community. The most common of
these incidents is vehicle extrication. Other types of incidents include confined space rescue,
trench or building collapse rescue, persons trapped in elevated positions and swift water rescue
(LA and Western flood control channels). With the exception of vehicle extrication, the demand
for these services has been historically low. BFD provides awareness, operational knowledge and
skills in coordination with Area C USAR teams for most technical incidents. Specialized technical
rescue resources are available through the California Master Mutual Aid Plan. This plan allows
the closest resources in Area C to be dispatched prior to Region 1 and statewide resource use.
Effective Response Force – Technical Rescue
An effective response force for low, moderate and high risk technical rescue incidents are defined
below. As previously noted, an effective response force is defined as the minimum amount of
staffing and equipment that must reach a specific emergency within a targeted travel time.
1
1
1
Battalion
Chief
1
2
1
1
3
1
2
Engines Rescues
Low Risk
Moderate
Risk
High Risk
Trucks
0
# of
Personnel
10-11
1
0
13-15
2
1*
25-28
USAR
* Additional companies/specialized resources obtained utilizing automatic aid.
For 90% of all technical rescue incidents, Type 1 USAR resources will arrive within 30 minutes
travel time.
45
Section Six: Relevant National Standards
American Heart Association Guidelines - AHA has established that brain death and permanent
death start to occur in just four to six minutes after someone experiences cardiac arrest. Cardiac
arrest can be reversed in most victims if it is treated with immediate CPR and an electric shock to
the heart within seven to ten minutes. The earlier CPR is initiated, the better the patient’s chance
of survival. AHA states that patients receiving CPR within two minutes and defibrillation within
four minutes have a 30% survival rate. For patients receiving no CPR and delayed defibrillation
(after ten minutes), the survival rate drops to between 0-2%. CPR can double or triple a cardiac
arrest victim's chances of survival. Few attempts at resuscitation succeed after ten minutes.
Insurance Services Office - ISO evaluates municipal fire protection in communities throughout the
Unites States. The evaluation of a jurisdiction’s fire suppression capability includes an assessment
of the dispatch center (10% weight), fire department staffing/apparatus/equipment (50% weight)
and the water system (40% weight). After calculating the jurisdiction’s strengths and/or weaknesses
it receives a rating on a one to ten scale. A Class 1 rating is the best classification achievable and 10
represents that no fire protection services are available.
National Fire Protection Association 1710 - NFPA 1710 is a nationally recognized voluntary
standard for the organization and deployment of fire suppression operations, emergency medical
operations and special operations by career fire departments. This standard outlines an organized
approach to defining levels of service, deployment capabilities and staffing. Specifically, NFPA
1710 provides standard definitions for fire apparatus, personnel assigned, procedural guidelines
within which they operate and staffing levels needed to accomplish specific tasks on arrival at an
incident.
46
Section Seven: Time and On-Scene Performance Expectations
Time and On-Scene Performance Expectations
The Center for Public Safety Excellence has defined response time elements as a cascade of events
that lead up to the initiation, mitigation and ultimate outcome of cardiac arrest. It is assumed in
the development of this concept that if a state of normalcy exists there is no reason for an
emergency services organization to respond. A state of normalcy describes a condition under
which there is no indication to a person in a given situation that there is an immediate threat to life
or property. The remaining time points and intervals are on a continuum.
Time Points and Time Intervals (The Continuum)
Event Initiation - The point in time when events occur that may ultimately result in an activation of
the emergency response system. Precipitating factors can occur seconds, minutes, hours or even
days before there is a perception that an event is occurring. For example, a person may ignore
chest discomfort for days prior to making a decision to seek assistance. Rarely is it possible to
quantify the point at which event initiation occurs.
Emergency Event - The point in time when conditions exist that cause an activation of the
emergency response system. Considered the “point of awareness,” it may be the recognition by an
individual that assistance is needed or it may consist of a mechanical or electronic recognition of an
event such as smoke or heat detector activation.
Alarm - The point in time when the emergency response system is activated. The transmittal of a
local or central alarm to public safety answering point is an example of this time point. Again it is
difficult to determine with any degree of reliability the time interval during which this process
occurs.
Notification - The point in time when an alarm is received by the agency.
Alarm Processing - The time interval from the notification to the time when the dispatcher notifies
the appropriate emergency responder. NFPA 1221 (2007) states that 95% of emergency call
processing shall be completed within 60 seconds and 99% of emergency call processing shall be
completed within 90 seconds.
47
Turnout Time - The time interval between when a responder receives notice of the alarm (usually
alarm tones) and the time when the responder indicates that the unit is responding, either
electronically or verbally. The turnout period is the time when a crew receives an alarm, confirms
the address, suits up in the proper gear and climbs aboard the apparatus to respond. Turn out
time standards were adopted in 2004 in response to NFPA 1710.
En Route - The point in time when the responding company informs VFCC via MDT they are
responding (out the door).
Travel Period - The time interval from when the responding company reports en route to the time
when the crew arrives on-scene at the emergency site.
On-scene - The point in time when the responding company physically arrives at the emergency
site. “On-scene” time is confirmed by the company officer pressing the MDT “on scene” button
or via verbal confirmation on the mobile radio.
Working Period - The time interval from when the responding company arrives on scene to when
the company goes back in service. This is the period when crews physically take steps to mitigate
the event. This stage is dynamic due to various types of incidents, incident locations, time of day
and year and emergency actions performed at the scene.
Back In Service - The point in time when a company has mitigated the incident, has been
resupplied and is at full strength to respond again. BFD units use the MDT button or verbal
confirmation to indicate that the company is “back in service.”
Relationship between Fire Behavior and Response Times
Established research shows that fire progresses through various stages of development in a
predictable sequence. As a result, firefighters encounter a wide range of fire conditions at each fire
depending on when they arrive on scene and initiate suppression activities. Fires may be at an
early stage while others may have already gained control of an entire structure. Regardless of the
speed of growth or length of burn time, all fires go through the same stages of growth if the fire is
allowed to continue unchecked. These stages include (in an airtight room):
48
The Incipient Stage – When an ignition source raises a fuel above its ignition temperature causing
it to ignite. The visible burning at this stage is still limited to the immediate area of origin. The
combustion process continues to release more heat, which heats nearby objects to their ignition
temperature and they begin to burn.
The Free Burning Stage – During the early part of this stage, the oxygen content is approximately
21%, the fire produces heat, fire gases, and smoke depending on the fuel and the temperature may
only be slightly raised. As this stage progresses, cooler air is drawn in at the bottom of the fire,
heated fire gases and smoke rise vertically and then begin to bank down, the temperature rises and
oxygen content decreases. This will continue until the temperature can easily exceed 1000°F and
either reaches its flashover point and then enters the smoldering stage, or goes directly into the
smoldering stage without flashing over. A flashover occurs at the stage of a fire at which all surfaces
and objects within a space have been heated to their ignition temperature and flame breaks out
almost at once over the surface of all objects in the space.
The Smoldering Stage – As the fire continues to burn, the temperature continues to rise, the
amount of carbon monoxide and smoke continues to increase, the oxygen content continues to
decrease and, as a result, the rate of combustion decreases and the fire eventually just smolders. In
this phase, the oxygen content is reduced to about 15%, the room will completely fill with hot gases
and smoke, the temperature can exceed 1300°F and the volumetric expansion of gases will
increase by a factor of three or more. If not disturbed, the fire will eventually become unable to
sustain combustion because of oxygen deficiency and will self-extinguish; however, if oxygen is
suddenly introduced a “backdraft” may occur resulting in an explosion like reaction. Because of
the varied fire conditions that can be encountered during a structure fire, a common reference
point needs to be identified so that comparisons and performance objectives can be set under
equal conditions. The most critical point from a life safety and property conservation point of view
is the point at which flashover occurs. It is at this point that the escalation in fire conditions
significantly challenges BFD’s resources as well as the safety to its personnel.
Thus, a key
performance objective is to interrupt the fire’s progression prior to the point of flashover
occurring.
49
The figure below illustrates the growth or history of a fire event.
Fire growth over time representing approximately 12 minutes from time of ignition to flashover
and 5 minutes from the point of open flame to flashover.
Flashover is a significant event for two reasons. First, the chance of survival for anyone (including
firefighters in full protective clothing) in a room when flashover occurs is unlikely. Second, a
flashover creates an exponential growth in the rate of combustion, which in turn requires a greater
amount of water and resources to reduce the fires burning temperature to below its ignition
temperature. Measuring the time to flashover is a function of time and temperature. While
variable, the time to flashover from the time of ignition in residential and commercial occupancies
with typical, modern day, hydrocarbon based contents is often eight to 12 minutes from time of
ignition. The optimum performance objective is to maintain enough staffing and
equipment/apparatus, strategically located, so that the minimum acceptable response force can
reach a reasonable number of fire incidents to prevent a flashover event and extinguish the fire as
close to the point of its origin as possible.
50
Response Time Analysis: NFPA 1710 and Response Times
Because time is of the essence during an emergency response, fire departments keep a close eye
on how long it takes their units and personnel to arrive and begin providing assistance. Statistics
are generated for Turnout Time (the time it takes from dispatch to leaving the station), Travel
Time (from leaving the station to arrival on scene) and Total Response Time (from dispatch to
arrival on scene of the first unit). These statistics may vary due to a variety of factors such as a city’s
geographical layout, the time of day or night, traffic conditions, road conditions and emergency
unit availability.
NFPA publishes standards for career fire departments that include how quickly each step of the
notification and response process should occur. The 2010 version of the NFPA 1710 standard
stipulates the following; 4.1.2.1 the fire department shall establish the following objectives:
(1) Alarm handling time to be completed in accordance with 4.1.2.3.
(2) 80 seconds for turnout time for fire and special operations response and 60 seconds turnout
time for EMS response.
(3) 240 seconds or less travel time for the arrival of the first arriving engine company at a fire
suppression incident and 480 seconds or less travel time for the deployment of an initial full alarm
assignment at a fire suppression incident.
(4) 240 seconds or less travel time for the arrival of a unit with first responder with automatic
external defibrillator (AED) or higher level capability at an emergency medical incident.
(5) 480 seconds or less travel time for the arrival of an advanced life support (ALS) unit at an
emergency medical incident, where this service is provided by the fire department provided a first
responder with AED or basic life support (BLS) unit arrived in 240 seconds or less travel time.
4.1.2.4 The fire department shall establish a performance objective of not less than 90 percent for
the achievement of each turnout time and travel time objective specified in 4.1.2.1.
The turnout time objective mentioned above includes a revision to provide an additional 20
seconds for fire and special operations incidents, compared to previous versions of this standard.
51
Special operations are defined as “Those emergency incidents to which the fire department
responds that require specific and advanced training and specialized tools and equipment”
(3.3.41.2). A full alarm assignment for a structure fire in a typical two-story single-family dwelling is
comprised of at least 15 personnel.
Performance Measurement
VFCC uses two statistics to track response time performance: 90th Percentile and Percent Meeting
Standards. For example, the 90th percentile travel time for a particular agency is the time where
90% of that agency’s travel times are lower. When 1,000 response times are listed from lowest to
highest, the 90th percentile time is the 900th entry in that list. Based on the above NFPA
standards, if an agency’s 90th percentile travel time is 240 seconds (4 minutes) or less, the standard
has been met or exceeded. Results are calculated separately for fire, medical and service incidents
because different turnout time standards apply. BFD receives monthly compliance reports from
VFCC detailing data such as number of incidents, type of incidents and response times. BFD
promptly addresses any operational or compliance issues that are presented.
BFD 90th Percentile Times: All Code-3 Incidents
FY 05-06 FY 06-07 FY 07-08 FY 08-09
Turnout Time
1:35
1:35
1:29
1:39
Travel Time
4:51
5:03
5:04
4:44
Total Response Time
5:55
6:08
6:05
5:49
FY 09-10
1:39
4:39
5:46
BFD Travel Time: First Arriving Unit Structure Fire Incidents
FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10
Turnout Time
1:26
1:27
1:13
1:40
1:33
Travel Time
5:23
6:39
6:30
6:16
5:27
Total Response Time
6:15
7:47
7:30
7:14
6:19
BFD Travel Time: First Arriving Unit EMS Incidents
FY 05-06 FY 06-07 FY 07-08 FY 08-09
Turnout Time
1:36
1:37
1:30
1:40
Travel Time
4:55
5:07
5:07
4:46
Total Response Time
6:00
6:13
6:09
5:52
52
FY 09-10
1:39
4:42
5:49
Section Eight: Deployment, Distribution and Concentration of Resources
Deployment
BFD operates six fire stations in a 17.14 square mile area north of the City of Los Angeles. East
and northeast of the city are the Verdugo Mountains and the western San Gabriel Mountains.
Due to the terrain, the
area has been the
subject
of
wildfires.
intense
The
fire
stations are all located
in the developed area
of the valley.
The
following map shows
the location of the fire
stations
and
respective
their
primary
response areas.
The fire station at the
Bob Hope Airport is
also identified. The
airport is in the city,
but the fire station is
operated
by
a
Burbank, CA
Fire Stations
Airport
Station Districts
Fire Station 11
separate
agency
providing
primary
aircraft
rescue
firefighting
and
Fire Station 12
Fire Station 13
Fire Station 14
Fire Station 15
Fire Station 16
coverage
for the airport. Although not the primary emergency responder at the Bob Hope Airport, BFD
does represent an important element of the overall emergency system. BFD provides EMS,
medical transport, structural fire protection, mutual and automatic aid for aircraft emergencies.
53
It is also useful to assess the distribution of the population in the area since there is a direct
correlation between population density and service demand. The following map displays the
population density of the city. The greatest concentration of population in Burbank (more than
30,000 per square mile) is located in the downtown area near Fire Station 11.
Population Density
Burbank, CA
Fire Stations
Station Areas
Population / SqMi
< 5,000
5,001 – 10,000
10,001 – 15,000
15,001 – 30,000
> 30,000
54
A certain portion of the city can be reached in any given travel time from each of the fire stations
regardless of staffing patterns. The following maps demonstrate the coverage capability of
emergency apparatus traveling four minutes from the existing BFD stations.
Four Minute Travel Time Capability per Fire Station
55
Four Minute Travel Time Capability per Fire Station (continued)
56
The following map illustrates the paramedic rescue ambulances’ respective fire stations and the
extent of their travel time capability. Frequent EMS responses can create periods of extensive
drawdown for the paramedic rescue ambulances, especially if delays are encountered at the
receiving hospital. Responding from hospitals can create an increased response time. Requests
that exceed system capacity are transferred to fire apparatus for response, reducing the availability
of fire apparatus.
Rescue Ambulance Unit Deployment and Travel Time Capability
Burbank, CA
Rescue Units
Travel Time
Fire Stations
Hospital
Station Districts
Fire Station 11
Fire Station 12
Fire Station 13
Fire Station 14
Fire Station 15
Fire Station 16
57
Distribution
BFD utilizes a three-shift schedule, staffing each shift for a 24-hour period, 7 days a week and 365
days a year. A minimum staffing level of 37 personnel has been established for the delivery of
emergency services. The minimum staffing level of 37 provides: four engine companies staffed
with four personnel, two engine companies staffed with three personnel, two truck companies
staffed with four personnel, three paramedic rescue ambulances staffed with two personnel and
one battalion chief.
During business hours, sworn administrative personnel are available to
augment the on-duty shift. Personnel recall procedures are in place to facilitate additional staffing
when needed.
Station
Fire Station No. 11
Fire Station No. 12
Fire Station No. 13
Fire Station No. 14
Fire Station No. 15
Fire Station No. 16
Apparatus
Engine 11
Truck 11
Rescue/Squad 11
Battalion Chief
Engine 12
Truck 12
HazMat Unit
Engine 13
Rescue/Squad 13
Engine 14
Engine 15
Rescue/Squad 15
Engine 16
Water Tender 16
Total
Minimum Staffing
4
4
2
1
4
4
Cross Staffed
4
2
3
4
2
3
Staffed as Needed
37
Distribution of resources is a crucial component in evaluating service levels. Distribution refers to
station locations and directly impacts the travel time of BFD resources. The ISO criteria are used
to evaluate the distribution of fire department resources, assess station location and the relative
travel distance to the initial response area.
The initial response areas in Burbank are known as fire and rescue districts. There are six fire
districts and three rescue districts. ISO awards maximum credit to a jurisdiction that distributes
engine companies within 1.5 road miles of its district boundaries and truck companies within 2.5
road miles of its district boundaries. ISO travel distances are measured according to surface routes
and are usually irregular in shape as opposed to a simple radius.
58
The ISO last surveyed BFD in June 2001 and at that time, assigned the City of Burbank a Class 2
rating. The following set of maps examines BFD’s coverage based on ISO credentialing criteria.
The first set of six maps show 1.5 mile engine travel distances from each of BFD’s stations.
ISO Engine Distances, 1.5 Miles
59
ISO Engine Distances, 1.5 Miles (continued)
60
The last set of two maps show the response areas measured at 2.5 miles of travel distance from
each ladder company on existing roadways.
ISO Truck Distances, 2.5 Miles
61
A review of incidents by time of occurrence shows when the greatest demand occurs. The
following chart shows how requests for assistance flow by the hour of the day for: all responses, all
ALS responses, all BLS responses and all fire responses from FY 2005-06 through FY 2009-10.
Response activity generally begins to increase at 6:00 a.m., peaking during the late morning hours
before gradually declining the rest of the day and the evening.
Burbank Incidents by Time of Day: FY 2005-06 to FY 2009-10
3000
2500
2000
1500
1000
500
0
ALL
62
MED - ALS
MED - BLS
FIRE
This table details the distribution of the number of incidents by the hour of day for all incidents
from FY 2005-06 through FY 2009-10.
Time of Day
00:00 - 00:59
01:00 - 01:59
02:00 - 02:59
03:00 - 03:59
04:00 - 04:59
05:00 - 05:59
06:00 - 06:59
07:00 - 07:59
08:00 - 08:59
09:00 - 09:59
10:00 - 10:59
11:00 - 11:59
12:00 - 12:59
13:00 - 13:59
14:00 - 14:59
15:00 - 15:59
16:00 - 16:59
17:00 - 17:59
18:00 - 18:59
19:00 - 19:59
20:00 - 20:59
21:00 - 21:59
22:00 - 22:59
23:00 - 23:59
Totals
ALL
1,173
1,036
944
785
747
821
1,146
1,666
1,875
2,443
2,584
2,768
2,686
2,676
2,608
2,598
2,529
2,474
2,411
2,242
2,237
1,956
1,621
1,449
45,475
Number of Incidents
MED - ALS
MED - BLS
682
284
622
259
557
216
482
168
434
187
461
207
622
260
891
410
924
523
1,293
653
1,350
651
1,511
710
1,394
666
1,313
761
1,352
691
1,299
725
1,311
721
1,280
697
1,256
633
1,182
554
1,194
557
1,070
496
904
394
854
303
24,238
11,726
FIRE
153
132
129
110
103
128
208
282
337
382
453
411
467
449
416
416
361
342
358
337
357
280
228
220
7,059
63
Concentration
Concentration of resources is defined as the spacing and arrangement of multiple units so that an
effective response force can arrive on scene within sufficient time frames. This addresses the
placement of multiple companies at a single fire station and apparatus staffing levels. An effective
and efficient response force will vary depending on the size and scope of an emergency. Efficiency
is not necessarily
the total number
of
units
or
personnel
needed at the
scene
of
an
emergency. The
concentration of
resources
can
also be used to
evaluate
and
measure
efficiency
and
effectiveness of
emergency
services.
In an
ideal
system,
each
resource
would cover an
Burbank, CA
Fire Stations
Station Areas
Incidents/SqMi
equal share of
the
workload.
For example, in
13-300
301-700
701-1,200
1,201-2,000
2,001-3,000
a three station
department, each station would handle 33% of the workload. While an exact division of the
workload is not practical, extreme variations in workload are not efficient or effective. The map
above plots the distribution of incidents responded by BFD using response data.
64
Concentration Goals (Concentration Performance Standards)
The concentration goals of BFD are to provide an effective response force sufficient to:
1. Establish a pumping capability of 4,500 GPM at all structure fires.
2. Accomplish all critical tasks identified for moderate risk structure fires and cardiac arrest
incidents.
There are two measures of concentration. The first measure is workload by fire company. The
charts below show that the workload is evenly distributed between the six fire companies. This
indicates the current concentration of resources is efficient. The largest variation is for fire
company 16. This is due to the fact that a little over a third of this district encompasses the
Verdugo Mountains front country and the remaining area is comprised of residential
neighborhoods. These two factors reduce the number of incidents in that district; however, due to
the size of the area, a fire station staffed with a minimum 3 person engine company is a necessity.
Workload by Fire Company
Engine Dispatches
E11
E12
E13
E14
E15
E16
Total
FY 2005-06
2,613
1,485
1,601
1,338
1,946
809
9,792
FY 2006-07
2,600
1,595
1,730
1,370
2,054
901
10,250
FY 2007-08
2,637
1,594
1,741
1,327
1,925
840
10,064
FY 2008-09
2,586
1,388
1,622
1,371
1,872
810
9,649
FY 2009-10
2,711
1,471
1,584
1,390
1,910
791
9,857
Truck Dispatches
T11
T12
Total
FY 2005-06
747
540
1,287
FY 2006-07
760
543
1,303
FY 2007-08
776
570
1,346
FY 2008-09
724
499
1,223
FY 2009-10
739
505
1,244
RA Dispatches
RA11
RA13
RA15
Total
FY 2005-06
2,615
2,151
2,668
7,434
FY 2006-07
2,717
2,323
2,740
7,780
FY 2007-08
2,694
2,431
2,759
7,884
FY 2008-09
2,627
2,342
2,749
7,718
FY 2009-10
2,772
2,345
2,912
8,029
65
Workload by Fire Company (by Percentages)
Percent of Engine
Dispatches
E11
E12
E13
E14
E15
E16
Percent of Truck
Dispatches
T11
T12
Percent of RA
Dispatches
RA11
RA13
RA15
FY 2005-06
FY 2006-07
FY 2007-08
FY 2008-09
FY 2009-10
26.7%
15.2%
16.4%
13.7%
19.9%
8.3%
25.4%
15.6%
16.9%
13.4%
20.0%
8.8%
26.2%
15.8%
17.3%
13.2%
19.1%
8.3%
26.8%
14.4%
16.8%
14.2%
19.4%
8.4%
27.5%
14.9%
16.1%
14.1%
19.4%
8.0%
FY 2005-06
FY 2006-07
FY 2007-08
FY 2008-09
FY 2009-10
58.0%
42.0%
58.3%
41.7%
57.7%
42.3%
59.2%
40.8%
59.4%
40.6%
FY 2005-06
FY 2006-07
FY 2007-08
FY 2008-09
FY 2009-10
35.2%
28.9%
35.9%
34.9%
29.9%
35.2%
34.2%
30.8%
35.0%
34.0%
30.3%
35.6%
34.5%
29.2%
36.3%
The second concentration measurement monitors the response travel times for the complete
effective response force (all responding units). The historical data on the charts below shows
performance for current standards of coverage.
Travel Times – Initial Full Alarm Assignment (15 Personnel) 8 minutes or less for Structure Fires
90%
FY 05-06
7:42
FY 06-07
7:57
FY 07-08
8:09
FY 08-09
7:43
FY 09-10
7:09
*Structure Fires defined as incidents with type code House, Apt, Garage, Str or Appl1 only.
Travel Times – Entire Response Force (2 Units) 8 minutes or less for EMS incidents*
90%
FY 05-06
4:43
FY 06-07
4:54
FY 07-08
5:00
FY 08-09
4:34
*EMS incidents that are considered Code-3 only.
66
FY 09-10
4:32
Section Nine: Response Reliability
Response reliability is defined as the probability that the required amount of staffing and apparatus
will be available when a call for service is received. If every apparatus were available every time,
then BFD’s response reliability would be 100%. BFD can provide an effective response force to a
multitude of emergency incidents.
Increased demands for the fire service with limited or
diminishing resources will eventually erode this ability.
BFD currently provides an effective
response force with 37 personnel per day. Our ability to meet the demands for service can be
affected during times of multiple requests for service or “queuing.” As the number of emergency
calls per day increases or our resources diminish, the probability increases that a needed apparatus
will already be busy when a call is received. During these periods of time, Area C Unified
Response is initiated. This system is truly a “neighbor helping neighbor” concept where all 11
jurisdictions within Area C utilize and share fire and emergency medical resources. This sharing of
resources is seamless where the closest resource to an emergency is automatically dispatched by
VFCC. The following matrix shows the number of incidents where agencies within Area C
Unified Response were dispatched outside their home jurisdiction.
67
As in most communities, the majority of emergencies happen singly. However, as communities
grow and mature the propensity for concurrent calls increases. When concurrency reaches a level
near the capacity of available resources, response times begin to lengthen. Although concurrent
medical calls do cause resource drawdown, such emergencies usually occupy just one unit at a
time. Concurrent fire calls, however, are of more concern as they may require multiple unit
response, depending on the dispatch criteria. The following table details BFD’s call concurrency
in FY 2009-10.
BFD Call Concurrency – FY 2009-10
Calls
Single
2
3
4
5
6
All*
56.50%
31.90%
9.50%
1.80%
0.20%
0.01%
Fire
94.50%
5.30%
0.20%
Medical
61.30%
29.60%
7.90%
1.00%
0.10%
*Includes four categories: Fire, Medical, Service and Other.
68
Section Ten: Comparability
The information included in this section is designed to compare population, number of stations,
size of service area, number of personnel and budgets of other similar Southern California fire
agencies to BFD. This information was gathered during a FY 2009-10 BFD comprehensive
operational review conducted by Emergency Service Consulting, Inc.
The following chart is a side-by-side comparison of the residents served by each fire department in
the survey. The figure includes the average population of 11 fire agencies.
Population Served by Each Agency
The average population served by the 11 fire departments is 218,898. With a population of
103,340, Burbank is approximately 47% of average. LA County with 4,143,111 and Orange
County Fire Authority with a population of 1,400,000 were not included in the table. Including
LA County and Orange County would result in an average of 611,614 persons.
69
The following chart compares the number of fire stations per 1,000 population of the survey
communities. BFD has 0.056 per 1,000 population, approximately one fire station per 18,000
people residing in the city. At 0.098, Newport Beach had the greatest number of stations per
1,000, 199% of the average for the 13 fire departments.
Comparison of Fire Stations per 1,000 Population
70
The area in square miles served by 11 of the 13 fire departments is shown in the chart below. The
average area served is also identified.
Area Served by Each Agency (Square Miles)
The average service area of the 11 fire departments is 28.46 square miles. Burbank, at 17.14
square miles, is approximately 60% of average. LA County and Orange County’s service areas at
2,305 and 550 square miles respectively, were not included in the table. Including LA County and
Orange County would result in an average service area of approximately 244 square miles.
71
Staffing compares the total number of personnel of each fire department. Those with primary job
duties of emergency response are included in operations. Support staff, fire prevention and
administrative personnel are compiled with administration and support. The services provided by
each agency vary. Several of the fire department personnel totals include personnel assigned to
dispatch (9-1-1 centers), lifeguards, marine services, EMS and emergency management. The chart
below illustrates and compares the total number of personnel of each agency.
Administrative, Support and Operational Personnel by Agency
72
Section Eleven: Future Needs and Recommendations
Throughout its history, BFD has strived to provide the best level of service for citizens and
surrounding cities. The Burbank community has high expectations of BFD to provide a certain
level of service when they call 9-1-1. Through the evaluation of growth expectations and other
elements of this SOC document, BFD has established objectives to keep up with growth and
maintain the high level of service the community is accustomed to receiving.
2010-2015 Strategic Plan
In addition to this SOC document, BFD has developed a separate 2010-2015 Strategic Plan. The
overall purpose of the Strategic Plan is to provide a mechanism to maximize BFD’s strengths and
opportunities; to overcome our weaknesses and challenges; and to define our mission and goals for
the next five years. The Strategic Plan identifies seven Strategic Goals designed to address key
issues identified during the strategic planning process and 46 Action Items that provide a method
for achieving these goals.
Several focus group meetings and stakeholder interviews took place as part of the strategic planning
process, as well as a community survey. Every aspect of these assessments suggested that BFD is
doing a remarkable job in all facets of the organization. The majority of respondents to the
community survey were very satisfied with the performance of BFD. Local non-profits, businesses
and various partnering agencies indicated that they were very pleased with the services provided by
BFD and commented on how easy it is to work with BFD personnel. However, every organization
can make improvements and BFD is no exception. These assessment results, or strengths and
weaknesses, provided a portion of the foundation and direction to help BFD identify key strategic
issues, create five-year strategic goals and their correlating action items.
Presented below are BFD’s Strategic Plan Goals for 2010-2015.
Goal 1 – Service Delivery
BFD’s mission is to protect lives, the environment and property. BFD makes every effort to
maintain and improve quality, value, efficiency and timeliness of services delivered while also
planning for challenges including changes in population, demographics and budgetary constraints.
73
Goal 2 – Improve Organizational Effectiveness
It is a BFD goal to establish a framework that allows for and encourages continuous improvement
of the Department through its management of priorities and objectives, and its evaluation of
services, programs and projects. This goal will focus on keeping BFD at the forefront of fire and
emergency medical service delivery.
Goal 3 – Workforce Development and Succession Planning
A well-rounded and educated workforce is essential to BFD’s ability to perform. This goal will
ensure that BFD personnel are prepared to take on leadership positions, have a variety of technical
and non-technical training, promote teamwork and enhance morale throughout BFD.
Goal 4 – Enhance Training Systems
Firefighter safety, survivability and health are important for BFD. BFD recognizes that our ability
to protect human lives is greatly impacted by the knowledge, skills and training of our personnel.
As such, great care and emphasis must be taken towards continually enhancing training systems to
ensure our firefighters are prepared at the utmost level for any emergency situation.
Goal 5 – Emergency Management
Another BFD goal is to ensure that appropriate steps are being taken to prepare and educate the
City and the community on disaster preparedness and response. Primary components of our
emergency management goal will continue to build on community partnerships with businesses,
local organizations and citizens, and to take proactive steps toward planning and preparing for
disaster response and recovery operations.
Goal 6 – Public Education, Community Outreach and Partnerships
BFD is committed to maintaining its high value and support within the community. This goal will
address the desire for increased opportunities to engage with the community and raise public
awareness of BFD fire safety and prevention programs, services and special projects.
Communication and continued coordination amongst City Departments and local organizations is
also essential to providing the best services to the residents of Burbank.
74
Goal 7 – Technology and Infrastructure Improvements
Well-maintained and up-to-date facilities, equipment and technology are important for BFD to
continue providing high quality emergency response, well-trained employees, and a safe and
healthy environment.
In general, BFD’s infrastructure is satisfactory; however, continued
technology upgrades are needed for key programs.
During the next five years, BFD will focus on implementing the Action Items specified in the
Strategic Plan as well as maintain the current performance measures specified in this SOC
document.
EMS Services
BFD has established a response objective for fire suppression to maintain an average response
time of 4 minutes for all emergency calls 80% of the time. In FY 2009-10 specifically, the average
response time was 4 minutes 05 seconds with 78% of calls answered in less than 5 minutes.
In determining future needs, BFD looked at the historical response activity and forecast. Calls for
fire-related incidents have remained consistent over the five year study period (FY 2005-06 to FY
2009-10). The quantity of requests for BFD medical assistance has continued to increase, growing
at a rate of about 1.5% annually (7.62% during the five years).
The greatest concentration of population in the City of Burbank (more than 30,000 per square
mile) is located in the downtown area near Fire Station 11. Service demand is forecast to remain
high in those areas of dense population and light call volume will continue in areas of sparse
population and little development, primarily in the east side as well as the rugged north side of the
city. Emergency response in those more remote areas requires additional travel time.
Any increase in the number of actual fire incidents and other emergency service calls is predicted
to remain relatively flat. However, EMS calls are expected to continue to increase with a
demographic shift and an aging population base with service demand being most concentrated
near Fire Stations 11 and 13.
Calls for EMS are expected to continue to increase for BFD. Currently, BFD has three paramedic
rescue ambulances operating in the city on any given day. Due to the predominance of medical
75
requests, these units are the busiest. Requests that exceed system capacity are transferred to fire
apparatus for response, reducing the availability of fire apparatus. Frequent EMS responses can
create periods of extensive drawdown for the rescue ambulance units, especially if delays are
encountered at the receiving hospital. Responding from hospitals can create an increased response
time for the units.
As a fundamental principle, BFD makes operational decisions based on providing the greatest
quality and continuity of emergency services to the community. An 8,000 medical call load
threshold has been determined by BFD to be the appropriate level to introduce a fourth EMS
transport component.
This fourth EMS component could be in the form of an additional
paramedic rescue ambulance or the addition of a basic life support rescue ambulance. As part of
our 2010-2015 Strategic Plan, BFD will further evaluate these service delivery models and pursue
the model which best meets stated response time objectives, provides the necessary resource
capacity for EMS calls and ensures the best use of City funds and resources.
Accreditation
BFD, like most public agencies, faces growing demands for service, the ever increasing costs of
service delivery and justifying expenditures by demonstrating a direct link to improved or
expanded services. As such, a criterion to assess professional performance and efficiency of
emergency services is a necessary tool. The Center for Public Safety Excellence/Commission on
Fire Accreditation International accreditation process is an internationally recognized benchmark
system to measure the quality of fire and emergency services. The following excerpt from the
CFAI website provides a synopsis of the accreditation program:
The CFAI program is a comprehensive self-assessment and evaluation model that enables
fire and emergency service organizations to examine past, current, and future service levels
and performance and compare them to industry best practices. The process leads to
improved service delivery by helping fire departments:
• Determine community risk and safety needs.
• Evaluate the performance of the department.
• Establish a method for achieving continuous organizational improvement.
As part of our 2010-2015 Strategic Plan, BFD will also be conducting a self-assessment and
pursuing accreditation.
76
Conclusion
The Burbank Fire Department has established Standards of Cover for both fire and non-fire
incidents. BFD will continue to utilize performance data, as outlined in this SOC to address
staffing levels, deployment options and appropriate emergency response levels according to the
needs of the community. An annual review of the SOC will ensure that the document is current
and that all BFD personnel are working in compliance with the SOC. BFD leadership is also
committed to communicating the expectations for level of service to the entire organization. After
the completion of the SOC, a comprehensive training agenda will be set for continuing education
and feedback regarding performance and level of service.
77
Burbank Fire Department
311 East Orange Grove Avenue Burbank, California 91502
May 2011
Photos provided by: Ross A. Benson Photography
Cover designed by: Amanda Ladd
78

Burbank Fire Department

Transcription

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