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Fire Station Realignment Plan

Fire Station Realignment Plan. Public Safety Fire History How do we compare? National Fire Protection Association NFPA 1720/Demand Zones/Minimum Staff to Respond Current Response Time Staffing Levels Maps and Public Safety Center Options Looking Ahead Measuring Effectiveness.

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Fire Station Realignment Plan

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  1. Fire Station Realignment Plan Public Safety Fire History How do we compare? National Fire Protection Association NFPA 1720/Demand Zones/Minimum Staff to Respond Current Response Time Staffing Levels Maps and Public Safety Center Options Looking Ahead Measuring Effectiveness

  2. Public Safety Fire History • 1986-87 - City approves and transitions to Public Safety Department model. • 1988 - City organizes/trains 30 to 40 fire part-time/volunteers and reorganizes fire services as a “combination system”. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  3. Public Safety Fire History continued • 1989 - Initiative Petition’s are defeated in special election calling for an ordinance: • “Authorizing a total tax increase of up to $4.3 million for the period of 1990 through 1999 in the form of an annual additional levy of $358,000 per year commencing for taxes payable in 1990 and increased by 4% each year thereafter, such annual additional levy being over and above the City’s levy limit, such additional levy to be used to fund the additional cost of hiring full-time firefighters that would be required by question #2 over the next ten years”. • “The ordinance eliminating the Public Safety Department and requiring that both a Fire Chief and Police Chief be appointed; mandating a minimum staffing level of full-time fire fighters with a requirement that there be eight full-time fire fighters on duty at all times and such fire fighter's primary duties to be defined as responding to fires and emergencies.” Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  4. Public Safety Fire History continued • 1990’s – Full-time staffing reduced to 18 plus 30(s) volunteers. • 2008 – Volunteer unit is reorganized in terms of use, call-out, staffing and compensation. • 2009 – Full-time staffing is reduced to 16 plus 30(s) volunteers due to retirements and budget shortfalls, along with the implementation of volunteer system changes. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  5. How do we compare? 2009 Study/Survey of 54 MN Cities Fire Services of 20,000 or more in population (excluding Minneapolis/St. Paul). • Mankato per capita fire spending of $77.25 is in the upper 18% of all departments (volunteer, combination, and full-time) and is one of the highest compared with the mean spending level of $52.97 for combination departments. • Mankato’s station staffing, full-time personnel, mandatory time for volunteers, station number and fire rating are in the upper percentile of 24 combination departments. • Mankato’s volunteer numbers, EMS support, fire response, and fire loss seems in line with other combination departments. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  6. How do we compare? continued 2009 Study/Survey of 54 MN Cities Police Services of 20,000 or more in population (excluding Minneapolis/St. Paul). • Mankato’s per capita police spending is $201.43 and is in the upper 17% of all departments mean of $169.94. • Mankato’s number of full-time sworn officers is 1.4 per 1,000 residents or slightly above the mean of 1.3 officers per 1,000. • Mankato’s stats for Part 1 and 2 crimes and calls for service rank in the upper 20%. • Mankato is slightly below the mean in part-time and reserve officers and above the mean in Community Service Officers (CSO’s) and administrative support staff. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  7. National Fire Protection Association • NFPA codes and documents are considered a consensus document. • It is not law. • NFPA codes and standards are industry standards. • NFPA has no authority to enforce the contents of the standard.

  8. National Fire Protection Association continued • The Mankato Department of Public Safety-Fire Division falls under the standards of NFPA 1720. • NFPA 1710 applies to substantially all career fire departments. • NFPA 1720 applies to combination fire departments consisting of full-time and volunteer fire fighters.

  9. NFPA 1720 • A combination department is defined as having emergency personnel comprising less than 85% majority of either volunteer or career membership. • The Mankato Fire Division is a combination of 16 full-time fire fighters and 31 fire volunteers.

  10. NFPA 1720 and Demand Zones • Demand Zones are defined as urban areas, suburban areas, rural areas and remote areas. • A city can have more than one demand zone. • Mankato has three demand zones based on the population density (see density map).

  11. Demand Zones • Urban areas = More than 1000 people per square mile. • Suburban areas = Between 500-1000 people per square mile. • Rural areas = Less than 500 people per square mile.

  12. NFPA 1720 Minimum Staff to Respond • It is the goal of the City to meet the standard for responses. • Urban areas = 15 staff members in 9 minutes. • Suburban areas = 10 staff members in 10 minutes. • Rural areas = 6 staff members in 14 minutes.

  13. Current Response Time • In 2010, our average response time to fire and medical calls is 5:03. This time is measured from the dispatch page until the first fire unit arrives on scene. • We respond to fire and medical emergencies within six minutes 77% of the time. • Does not account for number of fire fighters, typically one to four at this point in time.

  14. Staffing Levels • Daytime staffing levels range between three to seven fire fighters with an average of 5.1 fire fighters on duty. • Night time staffing is supplemented by volunteer fire fighters. Night time staffing levels range between 6 to 10 fire fighters with an average of 7.8 fire fighters on duty. • Station One is staffed 24 hours/day and Station Three is staffed from 6 p.m. to 8 a.m.

  15. COG Philosophy • Originally Community Policing Philosophy, now extended to All City Departments • Focus on Partnerships and Problem Solving • Police & Fire Work Together, with Citizens and Other City Departments, on Problems Identified by Citizens • Police & Fire Commander Assigned to Each Council District • Co-location Leads to Better Working Partnerships between Police & Fire, Better Service to Community Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  16. Fire Response • Firefighters strive to maintain a high level of productivity. • Shift crew is responsible for equipment and facility maintenance, training, commercial and rental property inspection, community problem solving, public education, fire investigation and pre-incident planning. • These tasks frequently take firefighters out of the station Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  17. Specialized Rescue • Vehicle Extrication, Rope Rescue, Confined Space Rescue, Trench Rescue, Ice/Water Rescue • 14 calls of this type in 2009 • Low-frequency emergency events • Mankato area regional response • Confined space rescue team is a partnership with entities throughout the City and County Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  18. Chemical Assessment Team (CAT) • Regional State Asset • 9-county response area • 15-minute turnout time • Non-emergency response • Local benefit to Mankato • Technical expertise • Equipment/Training funded • Partnerships with local industry Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  19. Emergency Medical Response • Prior to 1995 - Police Service provided medical first response support to Gold Cross Ambulance • May, 1995 – Fire Service took over medical first response support to reduce workload of police officers • Response with an effort to utilize pickups rather than fire engines to reduce cost • EMS calls rose to over 1800 per year Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  20. Emergency Medical Response • 2009 – Reviewed Protocols for Responding to Medicals • Priorities for Response are Accidents with Injury, Life Threatening Situations, Not Breathing • Goal is to get Gold Cross to tell us when we are needed • EMS calls were reduced to 971 from 1443 the previous year (33%) • Goal to reduce EMS calls to 600 per year • Utilize Problem Solving Techniques to reduce number of non-emergency calls – fallen and can’t get up Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  21. Response Caveat • Additional responsibilities and problem solving priorities require more staff field time • Additional training to improve capabilities requires absence from station • MANY RESPONSES TO CALLS WILL COME FROM THE FIELD AND NOT THE STATION, WHICH SKEWS DATA ON RESPONSE TIME MAPPING! Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  22. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  23. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  24. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  25. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  26. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  27. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  28. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  29. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  30. Facilities Improvement History • 2007-8: City Council and DPS looked at Facilities • Recognition that Both LEC and Fire 1 need tremendous amounts of work • Management Study called for Co-location of Services • City recognized need for Center Location to better serve all areas of the Community & the highest risks • Public Works site plans developed • Up to $15.5 million dollar project Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  31. Public Safety Campus at Central Garage Site Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  32. Fire Station No. 1 Remodel/Addition Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  33. Police Justice Center Lease Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  34. LEC Police Remodel Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  35. LEC Remodel with Fire Addition Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  36. Public Safety Campus at LEC Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  37. New NE (No. 2) Volunteer Fire Station Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

  38. Looking Ahead • Continued 24/7 staffing in the downtown “core” where the primary fire hazard exists. • Construction of Fire Station Two in the Northeast quadrant to maintain a consistent service level. • Continued use of resident volunteer staff at Station Three on Pohl Rd.

  39. Looking Ahead continued • The addition of Fire Station Two will increase our night time staffing average to 10 fire fighters on duty (combination of full-time and volunteer staff). • Volunteers living at Station Two have the potential to be “home” when an emergency occurs and able to respond quickly to the scene.

  40. Looking Ahead continued • Alter paging system to alert off-duty fire fighters to respond to Station Two or Station Three districts for initial response. • Recruitment of volunteers living in the Station Two district. • Increase full-time staffing to pre-2010 levels when budgets allow – allows some flexibility of full time station staffing • Increase volunteer staffing from 30 to 40

  41. Measuring Effectiveness • Track response times and staffing levels based on 1720 recommended standards to insure adequate response to emergencies. • No current mechanism to gather specific data regarding the number of fire fighters on scene within nine minutes. • Working with dispatch and software manufacturer to develop a solution to track data.

  42. Leading the Way as a Prosperous Diverse Regional Community    •Responsive •Efficient •Greater Good •Innovative •Open •Neighborly

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