Fire and Rescue System Lacks Common Vision, Study Finds

The Manassas Fire and Rescue System does not have consistent staffing of its stations and lacks accountability and oversight chiefly because it does not have a unified mission statement or vision, according to a study released today.

 To improve the combined system of volunteers and career members, the city should clarify the title of the department “Chief” to ensure he has complete authority over personnel and coordination of services, as well as the sole person who is accountable for the system.

 The study also says the city should rehire station captains, dissolve the Fire and Rescue Committee into something different, develop a mission statement and vision and use mixed crews of volunteers and career personnel to ensure all stations are appropriately staffed. The study states the system needs measurable goals with target deadlines that are realistic, consistent and achievable.

 “Many volunteers are concerned that the career department will take control of all fire and rescue operations and demand unobtainable changes, which will lead to total control and the elimination of volunteers, specifically increased training demands and loss of funding,” the study states. “The inclusion of the volunteers in the development process of a vision statement is critical.”

This all may sound familiar. That's because in December former Manassas Fire and Rescue Chief Mike Wood said said of his December resignation that he left the department because the system lacked a "common vision" on accountability, training and an overall strategic plan for the safety and well-being of the residents of Manassas and fire and rescue personnel.

Wood also said that while the decision was a difficult one to make and required a lot of thought and reflection, he believed he was hired to do an impossible job, one that is bogged down by inner politics that seem to plague combination systems across the country.

City officials requested the study in July 2010 because, “the current operational dynamics within the city of Manassas Fire and Rescue System are organizationally challenged and exacerbated by severe economic challenges.”  

 Two volunteer agencies and the career department provide the county fire and rescue services. In 2010, the city had 42 career employees and 52 volunteers who covered nine square miles over three shifts. But the system still needed an additional 33 personnel. The system also needed at least eight new vehicles and numerous pieces of equipment.

The Virginia Fire Services Board, Virginia Department of Fire Programs, Virginia Department of Forestry and the Office of Emergency Medical Services spent months evaluating the system and interviewing both career and volunteers who serve the community.

Study's Findings:

 The study found that the Fire and Rescue Committee has failed in its mission to assist in policy development and to provide oversight for the administrators of the fire and rescue system and has accomplished very little.

 “This seems to negatively affect the morale of the Fire and EMS organizations,” the study states.

Study's Recommendations:

1. Organizational Development

The study recommends that the city should change the committee into an Admin Command Staff policy body that can provide advice and direction to the chief. The Admin Command Staff would also need to create Standard Operating Procedures that are supported by all chiefs.

 “The Fire Rescue Chief’s position needs to ensure that all companies are working as one. It is recommended and critical that the city creates and transforms the Fire Rescue Committee into the aforementioned Fire Rescue System’s Administrative Command Staff to assist with the development policies and procedures and collaborate with career personnel to improve the system,” the study states.

The members of the study group note that a major concern among the system providers is that there seems to be a lack of information and communication between the fire fighters and the emergency medics. There was a desire to work “one house, one unit and one go.”

 The group recommends the city hire stations captains for each station because they played a vital role in maintaining consistency after shift changes and improved communication between the agencies. The city also should require the fire and EMS agencies meet regularly to discuss initiatives and issues facing the system.

 2. Personnel

The study recommends the city hire training and logistics coordinator to develop unified training and rank standards and a recruitment and retention coordinator to help improve the pool of volunteers.

3. Budget and Central Purchasing

Because of the poor economy, elected officials and city residents are demanding cost savings and more fiscal responsibility. The study recommends that all funding be distributed on a needs-based approach. The system should develop a Capital Improvements Plan that contains a list of critical needs. An accountability and communications plan is needed on how to spend the money, with standard protocol for all three stations on accepting purchases and communicating the use of the money. An accountability plan is needed for how the volunteers spend revenue recovery money that is collected from insurance companies for when people need ambulance rides.

 The study recommends the system should consider joint purchasing such as stations supplies and building maintenance.

 “This should not be construed to suggest that autonomy should be taken away from the volunteer organizations to provide and purchase items that assist in their corporate activity … ,” the study states.

The study states that the system faces numerous personnel obstacles and has struggled with staffing stations. But the good news is the system has recently benefited from an influx of volunteers. The career has experienced turnover and retirement of some long-tenured employees.

 Another concern is experience levels among the volunteers and career vary greatly, which presents barriers to being a combined system that provides high-quality service.

 “It is important that the City and Fire Rescue System commit to recruiting and retaining quality volunteer and career personnel and the volunteers and career personnel are treated equally and fairly in the Fire Rescue System,” the study states.

4. Training

 With the hiring of a recruitment and retention coordinator, the system needs a ladder structure to show how career employee can grow within the system because they are currently seeking better opportunities elsewhere.

 To help consistently staff all stations based on call volumes, the study recommends that the system embrace mixing volunteer and career staffing. The study states that the Fire Rescue Systems Admin Command Staff should develop a priority minimum-staffing plan based on call volume and other data while city officials update all job descriptions.

5. Service Delivery

Fire and rescue services are provided from two centrally located stations, but the system faces constant growth challenges and it is hampered more with aging equipment and vehicles.

 The study recommends the system survey each department to determine if common equipment exists and could be shared and consider jointly purchasing other items that are not connected to the corporate activities of the volunteer agencies, such as supplies and building maintenance. The system also needs to create a critical priority list for vehicles.

Southwest Manassas needs a new station, which would be the county’s third and the study recommends city officials consider this option. Response times to the airport and this area run 11 minutes, which are well above the national standards.

 “It is important for the Fire Rescue System to continually evaluate its services and ensure that all citizens receive the same level of service,” the study says.