# data[].attributes.body
What do you believe your role is in helping the department to achieve its priorities and goals?

# data[].attributes.body
With which community partners should the CCFD focus on maintaining or strengthening relationships?

# data[].attributes.body
What should the the top strategic priority or goal  be for the CCFD over the next 1-5 years?

# data[].attributes.body
Please name the top one or two most notable CCFD successes over the past 2 years.

# data[].attributes.body
Please identify the most critical area for improvement CCFD should focus on over the next 1-5 years.

# data[].attributes.body
What do you believe is the biggest threat to the CCFD in achieving its goals over the next 1-5 years?

# data[].attributes.body
In your view, what has been the most significant challenge the CCFD has had to overcome during the past 2 years?

# data[].attributes.body
Achieved 70% conviction rate on arrests
High 30's in arrests; arrests are not an appropriate goal or measure, but convictions are.
Addition of 40-hour per week staff person has increased capability, identify suspects, conduct analysis, correlates to high conviction rate.
Implementation/creation of reserve officer program. 3 people are reserve officers that can serve as fire investigators. Force multiplier when other staff are out on leave. Provides future career path through training. First of its kind in state of Nevada. Serves as a best practice for other departments.
Addition of a Ignitable Liquid Detection K-9 team. Allows us to deploy the asset for our department as well as throughout the state to assist all fire depts to identify those substances. One canine and handler are deployable. Program provided by USDOJ/ATF - training, dog and handler training. County responsible for maintenance thereafter.

# data[].attributes.body
7 fire investigators on staff currently. In 1998, there were 9, all at Captain rank. 10x population, 80% of original staffing. In 1981, there were 9 investigators, as well as a Chief Investigator. Staffing is critical priority. Finance is second priority, being able to have an appropriate budget for training and equipping investigators. Mandated by national standard to have a certain amount of training. Can only just barely comply because budget is not sufficient.

# data[].attributes.body
Training of fire captains to assist with rudimentary initial identification of origin and cause has resulted in increased focus on investigations and convictions, and increased conviction rate.

# data[].attributes.body
Perspective: Six investigators over 24 hours, 2 people per shift, over 8,000 square miles. Can only cover so much ground with this lack of capacity and capability.

# data[].attributes.body
Vehicle fires are covered by LVMPD, because CCFD does not have the capacity due to lack of staff per shift. LVMPD does not have the training to properly investigate these fires. No capacity to partner or train with LVMPD properly.

# data[].attributes.body
Due to lack of staff, there is little opportunity for advancement within the division. Job specification for investigators does not allow for command experience necessary to become division chief.

# data[].attributes.body
Opportunity to request a second 40-hour investigator through supplemental budget FY2024. Provide opportunity for 3 staff members per shift, and call back capability. Also need to have full time administrative support for the division to relieve those duties from investigator staff.  Opportunity to reclassify new staff positions to include supervisory responsibilities. Challenges to reclassification include labor laws, union concerns.

# data[].attributes.body
Administrative tasks, tasks outside of division.

# data[].attributes.body
Need to increase understanding of Arson Investigation's mission, law enforcement role, and law enforcement training required to be qualified to be an Arson investigator.

# data[].attributes.body
Officer Safety
Civil Rights Violations
Loss of trust from community partners
Loss of trust by firefighters
Risk to firefighters/investigators safety
Fire as a weapon

# data[].attributes.body
Free training exists, can use more, seek opportunities for homeland security related training grants (bomb, etc.). Lack of staffing makes attending training a challenge.

# data[].attributes.body
In order to maintain momentum of existing successes. Population staff increases are necessary to address increased population, community growth. Arrests/convictions will be impacted if we can't keep pace with follow through on prosecution/convictions.

# data[].attributes.body
Establish a partnership with AG's office to begin prosecuting insurance fraud cases related to fire losses.

# data[].attributes.body
Increase number of reservists, expand scope of knowledge and responsibility of reservists to mitigate expected staff losses through retirement.

# data[].attributes.headline
Staff Retirements/Movement to Other Division

# data[].attributes.subject
Staff Retirements/Movement to Other Division

# data[].attributes.body
Lack of staff creates no cushion for retirements, and movement to other agencies, or divisions within CCFD.

# data[].attributes.body
Be an advocate for the division and a subject matter expert to help inform the Chief in his decision making on fire investigations, internal investigations, fact finding for Chief.
Ensure strategic objectives of the department are accomplished. Follow direction and guidance from CCFD leadership on division operations.

# data[].attributes.body
LVMPD
-Homicide
-ARMOR
-All Area Command Detectives
-SNCTC

ATF
FBI
RMIN - Rocky Mountain Information Network (data analysis)
City Fire Departments
State Fire Marshal
Coroner's Office
LVMPD Forensic Lab
DA's Office
US Attorney's Office

# data[].attributes.body
Maintain high levels of morale
Ensure staff does not become complacent

# data[].attributes.body
Full staffing would be 11 investigators, one admin, one Chief. Existing location will not accommodate staff, plus evidence vault and storage.