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2020-02-03 Agenda with Backup
City Council City of Denton Meeting Agenda City Hall 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com Work Session Room11:30 AMMonday, February 3, 2020 WORK SESSION BEGINS AT 11:30 A.M. IN THE WORK SESSION ROOM After determining that a quorum is present, the City Council of the City of Denton, Texas will convene in a Work Session on Monday, February 3, 2020, at 11:30 a.m. in the Council Work Session Room at City Hall, 215 E. McKinney Street, Denton, Texas at which the following items will be considered: WORK SESSION 1. Work Session Reports Receive a report, hold a discussion, and give staff direction regarding the Community Risk Assessment: Standards of Cover report prepared by Emergency Services Consulting International (ESCI) for the Fire Department. ID 20-165A. Exhibit 1 Agenda Information Sheet Standards of Cover Exhibit 2 Denton PowerPoint Final Presentation -FINAL 1-27-2020 v3 Exhibit 3 Denton CRA-SOC Final Report v1 1-30-2020 Attachments: Receive a report, hold a discussion, and give direction regarding the exterior elevations for the Police Department Renovation, Sub-station and Indoor Firing Range facilities projects. ID 20-253B. Exhibit 1 - Agenda Information Sheet Exhibit 2 - Presentation Attachments: Following the completion of the Work Session, the City Council will convene in a Closed Meeting to consider specific items when these items are listed below under the Closed Meeting section of this agenda. The City Council reserves the right to adjourn into a Closed Meeting on any item on its Open Meeting agenda consistent with Chapter 551 of the Texas Government Code, as amended, or as otherwise allowed by law. Closed Meeting: Consultation with Attorneys - Under Texas Government Code Section 551.071 Consult with the City’s attorneys on the status, strategy, funding, and potential resolution of litigation in Cause No. DC-17-08139, styled “Michael Grim and Jim Maynard v. City of Denton, Texas” pending in the 68th Judicial District Court, Dallas County, Texas; where public discussion of these legal matters would conflict with the duty of the City’s attorneys to the City of Denton and the Denton City Council under the Texas Disciplinary Rules of Profession Conduct of the State Bar of Texas, or otherwise compromise the City’s legal position in pending litigation. ID 20-317A. Page 1 Printed on 2/5/2020 February 3, 2020City Council Meeting Agenda C E R T I F I C A T E I certify that the above notice of meeting was posted on the bulletin board at the City Hall of the City of Denton, Texas, on the 31st day of January, 2020 at ___________________ __________________________________________ CITY SECRETARY NOTE: THE CITY OF DENTON'S DESIGNATED PUBLIC MEETING FACILITIES ARE ACCESSIBLE IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT. THE CITY WILL PROVIDE ACCOMODATION, SUCH AS SIGN LANGUAGE INTERPRETERS FOR THE HEARING IMPAIRED, IF REQUESTED AT LEAST 48 HOURS IN ADVANCE OF THE SCHEDULED MEETING. PLEASE CALL THE CITY SECRETARY'S OFFICE AT 940-349-8309 OR USE TELECOMMUNICATIONS DEVICES FOR THE DEAF (TDD) BY CALLING 1-800-RELAY-TX SO THAT REASONABLE ACCOMMODATION CAN BE ARRANGED. Page 2 Printed on 2/5/2020 City of Denton Legislation Text City Hall 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com File #:ID 20-165,Version:1 AGENDA CAPTION Receive a report,hold a discussion,and give staff direction regarding the Community Risk Assessment: Standards of Cover report prepared by Emergency Services Consulting International (ESCI)for the Fire Department. City of Denton Printed on 1/31/2020Page 1 of 1 powered by Legistar™ City of Denton _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Fire CM/ DCM/ ACM: Todd Hileman DATE: February 3, 2020 SUBJECT Receive a report, hold a discussion, and give staff direction regarding the Community Risk Assessment: Standards of Cover report prepared by Emergency Services Consulting International (ESCI) for the Fire Department. BACKGROUND The Fire Department along with Emergency Services Consulting International developed a Community Risk Assessment: Standards of Cover Plan for the Fire Department. This comprehensive plan assesses current services provided, reviewed community expectations and performance goals, surveyed the overall community risk assessment, established performance measures and objectives, and developed an overall plan for moving forward. The Community Risk Assessment; Standards of Cover plan includes a global evaluation, conclusions, and recommendations for improvement. RECOMMENDATION Staff recommends consideration and acceptance of the recommendations contained in the Community Risk Assessment: Standards of Cover document and presentation. ESTIMATED SCHEDULE OF PROJECT The recommendations supplied by ESCI can be categorized into short and long-term objectives. Fire has begun the implementation of several short-term recommendations. Other recommendations will be based on future financial availability, continued increase of calls for service and demand analysis. EXHIBITS Exhibit 1- Agenda Information Sheet Exhibit 2- Presentation Exhibit 3- Report Respectfully submitted: Kenneth Hedges Fire Chief Prepared by: Lindsey Garrison Fire Administration Manager City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com February 2020 Sheldon Gilbert, Chief Executive Officer Community Risk Assessment (CRA)/Standard of Cover City of Denton Texas 2/3/2020Legistar ID #20-165 1 •Where are we now? •Where do we need to be? •How do we get there? 2/3/2020Legistar ID #20-165 2 Where are we now? 2/3/2020Legistar ID #20-165 3 •Description of Community Served •Review of Services Provided •Review of Service Expectations and Performance Goals •Overview of Community Risk Assessment •Review of Historical System Performance •Performance Objectives and Measures •Conclusions and Recommendations 2/3/2020Legistar ID #20-165 4 •Highly capable fire department •Well equipped, well trained •Strong administration and management •Desiring to meet future challenges and meet industry best practices •Facilities and resources are lacking to provide consistent citywide coverage that meets department and national standards (specifically on west side of the city) 2/3/2020Legistar ID #20-165 5 Event Sequencing (Fire) 2/3/2020Legistar ID #20-165 6 Event Sequencing (EMS) 2/3/2020Legistar ID #20-165 7 Service Delivery and Performance •Service Demand •Resource Distribution •Resource Concentration •Response Reliability •Response Performance 2/3/2020Legistar ID #20-165 8 NFPA 1710 Standard (90th Percentile)DFD Performance (90th Percentile) Call Processing Time <= 01:00 02:03 (Fire) 02:04 (EMS) Turn Out Time Fire <= 01:20 01:49 EMS <= 01:00 01:49 Travel Time (First Unit on Scene) Fire <= 04:00 09:08 EMS <= 04:00 06:38 Total Response Time (Received at Dispatch to First Unit on Scene) Fire <= 06:20 13:00 EMS <= 06:00 08:27 2/3/2020Legistar ID #20-165 9 Service Demand NFIRS Category 2014-2018 1-Fire 2.0% 3-EMS 67.0% 5-Service Call 11.0% 6-Good Intent Call 11.0% 7-False Alarm/False Call 6.0% 9-Special Incident/Other 3.0% 2/3/2020Legistar ID #20-165 10 Resource Distribution 2/3/2020Legistar ID #20-165 11 Where do we need to be? 2/3/2020Legistar ID #20-165 12 Based on Geographical Planning Zones 2/3/2020Legistar ID #20-165 13 City of Denton Risk Profile 2/3/2020Legistar ID #20-165 14 City of Denton Risk Profile 2/3/2020Legistar ID #20-165 15 2/3/2020Legistar ID #20-165 16 2/3/2020Legistar ID #20-165 17 How do we get there? 2/3/2020Legistar ID #20-165 18 Improvement Goal A: Formally Adopt Response Time Standards and Targets: 90TH PERCENTILE BASELINE PERFORMANCE AND BENCHMARK GOALS (FIRST APPARATUS ON SCENE) Fire Call Processing Time Turnout Travel Response Time (Dispatched To First Apparatus On Scene) DFD 90% Baseline 02:03 01:49 09:08 13:00 NFPA 1710 Goal 01:00 01:20 4:00 06:20 90TH PERCENTILE PERFORMANCE BENCHMARK GOALS (FIRST APPARATUS ON SCENE)-ANY EMERGENCY INCIDENT Call Processing Time Turnout Time Travel Time Response Time (Dispatched To First Unit On Scene) Total Response Time (Received At Dispatch To First Unit on Scene) Performance Goal 01:00 01:20 09:00 10:20 11:20 2/3/2020Legistar ID #20-165 19 Improvement Goal B: Implement Processes to Improve Call Processing Time: •Review Technology •City just upgraded to a new CAD/RMS/Mobile Software •Fire Station Alerting Software near completion •P25 Radio Systems are being installed (August 2020 completion) •Review Station Workflow •Adding Personnel and moving towards two primary call takers and two fire radio positions •Review Performance on Regular Basis •New Software allows for easy tracking of performance standards •Contracted with National Q to QA medical calls 2/3/2020Legistar ID #20-165 20 Improvement Goal C: Improve Turnout Time Performance: •Monitor Performance; Share Information for Self Correction •As New Facilities are Constructed, Assess Facility Design to Enhance Ease of Egress 2/3/2020Legistar ID #20-165 21 Improvement Goal D: Improve Upon Response Deployment and Effective Response Force Assembly: •Adopt Effective Response Force Performance Goals •First Alarm Response Assignment Denton Defined ERF Full assignment of three engines, one aerial, 2 medic units, and a Battalion Chief (18 personnel). 2/3/2020Legistar ID #20-165 22 Improvement Goal E: Improve The Delivery of Emergency Medical Service: •Implement Effective Medical Priority Dispatch System (MPDS) Protocols with New CAD •Consider Implementing Community Paramedicine Program •Continue Developing EMS Quality Improvement through Field Training Officer (FTO) and Quality Assurance Programs •Build Upon Current and Identify New Community Programs •Monthly CPR Classes for the Public •Homeless Outreach •Look into Public Programs such as Pulse Point for CPR 2/3/2020LegistarID #20-165 23 Improvement Goal F: Reduce Span of Control by Adding a 2nd Battalion Chief to Provide Coverage on the Westside of Denton: •Opportunities for Enhanced Service Delivery •Divide City into East/West Sections •Reduced Span of Control and Enhanced Personnel Management •Currently the Span of Control for the On-Duty Battalion Chief will be 9:1 when Fire Station 8 opens 2/3/2020Legistar ID #20-165 24 2/3/2020Legistar ID #20-165 25 Financial Impact (Add 2nd Battalion Chief) Initial Capital, Operating and Personnel Costs (FY 2020) One (1) Fire Apparatus (3/4 Ton Pick-Up) and Equipment:$65,000 Total Capital Costs:$65,000 Annual Recurring Costs (FY 2020) Three (3) Battalion Chief's Total Compensation:$606,000 Total Annual Recurring Costs:$606,000 Improvement Goal G: Add New Airport Station: •Add Airport Fire Station that Provides ARFF and Structural Fire Protection o Initiate Design of New Station ASAP o Dual-Purpose Station that covers the Airport with ARFF Protection and Structural Protection for all of the industry in the direct area o Currently the Airport is seeking partial 139 rating which requires ARFF Truck to be pre- staged at Airport for take-offs and landings o Unscheduled Flight Operations are problematic o Industry experts believe that some Corporate Clients prefer or require airports with an ARFF Station for safety and insurance requirements 2/3/2020Legistar ID #20-165 26 2/3/2020Legistar ID #20-165 27 Financial Impact (Airport Fire Station) Initial Capital, Operating and Personnel Costs (FY 2020) One (1) Fire Apparatus (1 Engine. ARFF Truck already purchased in FY 19/20) and Equipment:$1,000,000 ARFF Multi-Purpose Fire Station (1)$9,525,000 Total Capital Costs:$10,525,000 Annual Recurring Costs (FY 2020) Three (3) Captain's Total Compensation:$540,000 Three (3) Driver's Total Compensation:$399,938 Three (3) Firefighter's Compensation: $306,075 Annual Station Operating Costs: $200,000 Total Annual Recurring Costs:$1,446,013 2/3/2020Legistar ID #20-165 28 Improvement Goal H: Evaluate Current and Future Station Locations: •If the Cole/Hunter Projects Are Approved Then Two Additional Fire Stations Will Be Needed •Add Third Fire Station for Robson Ranch 2/3/2020Legistar ID #20-165 29 2/3/2020Legistar ID #20-165 30 Financial Impact (Two Fire Station Option) Initial Capital, Operating and Personnel Costs (FY 2020) Four (4) Fire Apparatus (2 Engines and 2 Ambulances) and Equipment:$2,800,000 Structure Fire Stations (2)$15,240,000 Total Capital Costs:$18,040,000 Annual Recurring Costs (FY 2020) Six (6) Captain's Total Compensation:$1,080,000 Twelve (12) Driver's Total Compensation:$1,599,744 Twelve (12) Firefighter's Compensation: $1,224,300 Annual Station Operating Costs: $400,000 Total Annual Recurring Costs:$4,304,044 2/3/2020Legistar ID #20-165 31 Financial Impact (Three Fire Station Option) Initial Capital, Operating and Personnel Costs (FY 2020) Five (5) Fire Apparatus (3 Engines and 2 Ambulances) and Equipment:$3,800,000 Structure Fire Stations (3)$22,860,000 Total Capital Costs:$26,660,000 Annual Recurring Costs (FY 2020) Nine (9) Captain's Total Compensation:$1,620,000 Fifteen (15) Driver's Total Compensation:$1,999,680 Fifteen (15) Firefighter's Compensation: $1,530,375 Annual Station Operating Costs: $600,000 Total Annual Recurring Costs:$5,750,055 2/3/2020Legistar ID #20-165 32 2/3/2020Legistar ID #20-165 33 2/3/2020Legistar ID #20-165 34 CRITERION GRID TO DETERMINE WHEN A NEW STATION IS NEEDED Action Choices Travel Distance − − − − − − − Criterion − − − − − − − Response Time Parameter Out of Area Calls Building/Risk Inventory Maintain status quo All risks within 1.5 miles 1st due company is within 5 minutes total response time, 90 percent of the time 100 percent first due area Existing inventory and infill Temporary facilities and minimal staffing Risks 1.5 to 3.0 miles from existing station 1st due company exceeds 4-minutes travel time 10% of the time, but never exceeds 8 minutes More than 10% of calls are in the adjacent area New area has 25% of same risk distribution as in initial area Permanent station needed Risk locations exceeding 4.0 miles from the station 1st due company exceeds 4-minutes travel time 20- 25% of the time. Some calls < 8 minutes More than 20-25% of calls are in outlying area New area has 35% of same risk distribution as in initial area of coverage Permanent station essential Outlying risk locations exceeding 5.0 miles from the 1st station 1st due company exceeds 4-minutes travel time 30% of the time. Some calls < 10 minutes More than 30% of calls are in outlying area New area has 50% of same risk distribution as in initial area Improvement Goal I: Add a 2nd Ladder Truck: •Opportunities for Enhanced Service Delivery •Overall call Volume continues to rise (9.75% last year) •As the Westside expands the need for a 2nd Ladder Truck on this side of the City continues to become more essential •Station 3, currently under construction, will be able to accommodate a 2nd Ladder Truck 2/3/2020Legistar ID #20-165 35 2/3/2020Legistar ID #20-165 36 Financial Impact (Add a 2nd Ladder Company) Initial Capital, Operating and Personnel Costs (FY 2020) One (1) Fire Apparatus (Ladder Truck) and Equipment:$2,000,000 Total Capital Costs:$2,000,000 Annual Recurring Costs (FY 2020) Three (3) Captain's Total Compensation:$540,000 Three (3) Driver's Total Compensation:$399,938 Six (6) Firefighter's Compensation: $612,151 Total Annual Recurring Costs:$1,552,089 Improvement Goal J: Optimize Existing Station Locations When Possible: •Assess Effectiveness of Existing Facilities •Useful Tool When New Facilities are Constructed 2/3/2020Legistar ID #20-165 37 Improvement Goal K: Modify Resource Deployment Models and Dispatch Assignments to Ensure Adequate Personnel for Emergency Incidents: •Ensure Adequate Personnel are Assigned to Incidents •Especially Useful in Large Scale Incidents •Opportunity to Enhance Auto/Mutual Aid Agreements 2/3/2020Legistar ID #20-165 38 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual LOW-RISE STRUCTURE FIRE (HYDRANTED) Engine 3 9 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 18 Total Staffing/Units Needed: 18 Gap/Deficit: 0 LOW-RISE STRUCTURE FIRE (NON-HYDRANTED) Engine 3 9 Tender 1 2 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 1 2 18 2 Total Staffing/Units Needed: 18 2 Gap/Deficit: 0 0 2/3/2020Legistar ID #20-165 39 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual HIGH-RISE STRUCTURE FIRE (55+ feet) *Initial response (Big Box). If working fire, then 2-alarm. Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 431 Gap/Deficit: 202 MODERATE-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 HIGH-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 WILDLAND FIRE: HIGH RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 WILDLAND FIRE: LOW RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 1 NFPA 1710 2 Second Alarm Personal would narrow the gap. 2/3/2020Legistar ID #20-165 40 Long Range Planning •Conditions will continue to change in the area due to community growth •Maintain a sustained planning approach Strategic Planning Master Planning Predictive Analysis Planning 2/3/2020Legistar ID #20-165 41 5-Year Recommendations •Add 2nd Battalion Chief to Reduce Span of Control •Design and Construct ARFF/Structural Fire Station •Begin Land Acquisition for Future Stations on Westside •Review Deployment Models to Ensure Adequate Personnel on Emergency Calls Additional Considerations •Continue to Monitor Response Time Targets •Continued Evaluation of EMS Model •Utilize Optimization Tool as Future Stations are Planned 2/3/2020Legistar ID #20-165 42 Louie W. Bright | louie.bright@esci.us | 469.648.8003 www.esci.us 2/3/2020Legistar ID #20-165 43 Community Risk Assessment: Standards of Cover February 2020 City of Denton Fire Department Denton, Texas Community Risk Assessment/Standards of Cover City of Denton Fire Department i TABLE OF CONTENTS Executive Summary .................................................................................................................. iv Overview of the Community Risk Assessment ...................................................................................... v Future Service-Demand Projections ..................................................................................................... vii Service Demand ................................................................................................................................... vii Recommendations ............................................................................................................................... xi COMPONENT A: DESCRIPTION OF COMMUNITY SERVED .............................................................. 1 Organization Overview .............................................................................................................. 2 Community Description ........................................................................................................................ 2 Organization Overview ......................................................................................................................... 3 Service Area & Demographics ..................................................................................................... 6 COMPONENT B: REVIEW OF SERVICES PROVIDED ........................................................................ 9 Services Provided .................................................................................................................... 10 Service-Delivery Infrastructure ............................................................................................................ 10 Assets & Resources ............................................................................................................................. 12 Capital Replacement Planning ............................................................................................................. 15 Staffing & Personnel ................................................................................................................ 17 Organizational Structure ...................................................................................................................... 17 Administration & Support Staffing ...................................................................................................... 20 Emergency Services Staffing Practices................................................................................................ 21 Methodology for Incident Staffing ...................................................................................................... 22 ISO Public Protection Classification ........................................................................................... 24 Current Service-Delivery Objectives .......................................................................................... 27 COMPONENT C: REVIEW OF COMMUNITY EXPECTATIONS & PERFORMANCE GOALS ................... 28 Community Service-Level Considerations .................................................................................. 29 Stakeholder Input ............................................................................................................................... 29 Community Service Level Area Considerations ................................................................................... 32 COMPONENT D: OVERVIEW OF COMMUNITY RISK ASSESSMENT ................................................ 33 Physical Risk Factors................................................................................................................ 34 Characterizing Risk ............................................................................................................................. 34 Unique Risk Factors Associated with the City of Denton ......................................................................35 Community Risk Reduction Programs ....................................................................................... 76 Fire Code Enforcement ........................................................................................................................ 77 Fire and Life Safety Public Education Programs .................................................................................. 81 Fire Cause and Origin Investigation ..................................................................................................... 83 Fire Prevention Staffing ...................................................................................................................... 85 Summary ............................................................................................................................................ 88 Community Risk Assessment/Standards of Cover City of Denton Fire Department ii Development & Population Growth .......................................................................................... 91 Population & Service-Demand Projections................................................................................. 94 Future Service-Demand Projections .................................................................................................... 95 COMPONENT E: REVIEW OF HISTORICAL SYSTEM PERFORMANCE .............................................. 97 Review of Historical System Performance .................................................................................. 98 Service Delivery and Performance....................................................................................................... 98 Service Demand .................................................................................................................................. 98 Resource Distribution ......................................................................................................................... 112 Resource Concentration ..................................................................................................................... 118 Resource Reliability ........................................................................................................................... 120 Response Performance ..................................................................................................................... 122 Mutual and Automatic Aid Systems .................................................................................................. 129 COMPONENT F: PERFORMANCE OBJECTIVES & MEASURES .......................................................130 Performance Objectives & Measures ........................................................................................ 131 Response Objectives and Measures ................................................................................................... 131 Critical Tasks, Risk, and Staffing Performance ................................................................................... 132 Dynamics of Fire in Buildings ............................................................................................................. 145 Emergency Medical Event Sequence ................................................................................................. 148 COMPONENT G: OVERALL EVALUATION, CONCLUSIONS, & OPPORTUNITIES FOR IMPROVEMENT ................................................................................................................................................150 Improvement Goal A: Formally Adopt Response Time Standards and Targets .................................. 151 Improvement Goal B: Implement Processes to Reduce Call Processing Time ..................................... 154 Improvement Goal C: Improve Turnout Time Performance ................................................................ 156 Improvement Goal D: Improve Upon Response Deployment and Effective Response Force Assembly ........................................................................................................................................................... 157 Improvement Goal E: Improve the Delivery of Emergency Medical Service ....................................... 159 Improvement Goal F: Reduce Span of Control by Adding a 2nd Battalion Chief to Provide Coverage on the Westside of Denton ..................................................................................................................... 164 Improvement Goal G: Add New Airport Fire Station ......................................................................... 166 Improvement Goal H: Evaluate Current and Future Station Locations .............................................. 168 Improvement Goal I: Add 2nd Ladder Truck ........................................................................................ 177 Improvement Goal J: Optimize Existing Station Locations When Possible ......................................... 177 Improvement Goal K: Modify Resource Deployment Models and Dispatch Assignments to Ensure Adequate Personnel for Emergency Incidents .................................................................................... 178 Conclusion ............................................................................................................................ 184 Community Risk Assessment/Standards of Cover City of Denton Fire Department iii Appendix A: Facilities and Assigned Apparatus ........................................................................ 185 Appendix B: Hazard Assessment and Analysis ......................................................................... 194 Appendix C: Financial Basis for Cost Projections ....................................................................... 200 Fiscal Year 2019 Personnel Costs....................................................................................................... 201 Fiscal Year 2019 Capital Apparatus/Equipment Costs ........................................................................ 204 Fiscal Year 2019 Facility Capital/Operating Costs .............................................................................. 204 Fiscal Year 2019 Decision Unit Staffing Costs .................................................................................... 209 Decision Unit Cost Projection ............................................................................................................ 210 Table of Figures ......................................................................................................................212 Community Risk Assessment/Standards of Cover City of Denton Fire Department iv EXECUTIVE SUMMARY The City of Denton retained Emergency Services Consulting International (ESCI) to conduct a Community Risk Assessment/Standards of Cover (CRA/SOC) study for the City of Denton. ESCI is an international firm providing specialized, high quality, and professional fire, EMS, police, and communications consulting services to organizations throughout the United States and Canada. ESCI, the consulting arm of the International Association of Fire Chiefs (IAFC), has been meeting the needs of emergency services providers since 1976. ESCI consistently provides innovative and sustainable recommendations readily understood by the public and useful to elected officials for setting sound public safety policy. Utilizing over 30 consultants nationwide who are leaders in their respective fields, ESCI provides consulting services to municipalities, districts, non-profit organizations, and the industrial and commercial community. The purpose of completing such a document is to assist the agency in ensuring a safe and effective response force for fire suppression, emergency medical services, and specialty response situations in addition to homeland security issues. This document describes the Denton Fire Department’s (DFD) Standards of Coverage and Deployment Plan, community risks, response resources, deployment strategies, and service levels that have been evaluated in this study. The document identifies and discusses response time objectives and standards for measuring the effectiveness of fire department services and the deployment of its resources. The document is divided into components based on the format recommended by the Center for Public Safety Excellence. The very basis of any service provided by a governmental agency lies within the governance configuration and policies that give that agency the responsibility and authority upon which to act. The City of Denton, Texas, was originally founded in 1857 and incorporated in 1866. The Home Rule Charter for the City of Denton was adopted by a vote of the qualified voters of the city on February 24, 1959. The Home Rule Charter adopted the council-manager form of government (Charter Article 1, Section 1.04). Denton has a population of 131,097 (2017), and a geographic area of 89.32 square miles. The Denton Fire Department is a duly-chartered fire department, with facilities located at 332 E. Hickory Street (Central Fire Station 1), 110 Mockingbird (Station 2), 1204 McCormick Street (Station 3), 2116 E. Sherman (Station 4), 2230 W. Windsor (Station 5), 3232 Teasley (Station 6), 4201 Vintage Pkwy (Station 7), and 3535A I-35E (currently “ambulance only” Station 8). The department serves the corporate city limits of the City of Denton within Denton County as well as mutual aid partners: Argyle, Lake Cities, and Denton County through written mutual aid agreements. The department employs a total of 188 (169 operations, 19 administrative and support) personnel involved in delivering services to the city. Staffing coverage for emergency response is through career firefighter/paramedic personnel assigned to 24-hour rotating shifts. Administrative staff and chief officers provide administration, incident support and oversight, and fire prevention services. Community Risk Assessment/Standards of Cover City of Denton Fire Department v The Insurance Services Office (ISO) reviews the fire protection resources within communities and provides a Community Fire Protection Rating system from which insurance rates are often based. The rating system evaluates three primary areas: the emergency communication and dispatch system, the fire department, and the community’s water supply. The overall rating is then expressed as a number between 1 and 10, with “1” the highest level of protection and “10” unprotected or nearly so. As of the latest survey, ISO rated DFD as a Class 2. In the SOC process, potential service area classifications are broken down into five categories: • Metropolitan: a population density of over 3,000 people per square mile. These areas are distinguished by mid-rise and high-rise buildings, often interspersed with smaller structures. • Urban: geography with a population of over 30,000 people and/or a population density of over 2,000 people per square mile. • Suburban: geography with a population of 10,000 to 29,999 and/or a population density of between 1,000 and 2,000 people per square mile. • Rural: geography with a total population of fewer than 10,000 people or with a population density of fewer than 1,000 people per square mile. • Wilderness/Frontier/Undeveloped: geography that is both rural and not readily accessible by a publicly or privately maintained road. The population density in the City of Denton study area ranges between urban and suburban. While according to FEMA the city is urban, in reality, the vast majority of the city meets the suburban category. DFD has developed a single set of response goals targeting the suburban category, rather than developing separate and potentially redundant goals for metropolitan, urban, and suburban classifications. ESCI developed sample service-delivery outcome goals in this Community Risk Assessment (listed in the Opportunities for Improvement section) that will accommodate the metropolitan, urban, and suburban areas of the response area. These statements have been synthesized by ESCI using its understanding of community expectations, to provide DFD with a better understanding of the needs and expectations of the communities within each service area. Overview of the Community Risk Assessment The Community Risk Assessment provides an assessment of community risk and potential risks present in the service area. Physical, economic, and demographic data is utilized to assess the hazards and risks threatening the community. This includes exposure to natural and man-made disasters. Hazard Vulnerability Analysis The City of Denton is susceptible to hazards, both natural and technological/human-caused. Of the potential hazards that pose risk to the City of Denton, this risk assessment identifies several because of the likelihood of everyday occurrence and/or potential consequences. Community Risk Assessment/Standards of Cover City of Denton Fire Department vi Community hazards were segregated into broad categories as follows: • Structure Fires • Non-structure Fires • EMS-Medical Assist • Rescue • Hazardous Materials • Natural Hazards • Technological Hazards • Human Hazards Hazard-Specific Relative Probability and Severity As shown in the previous figure, when probability and impact are combined, hazmat emergencies—primarily large releases at night—pose the greatest relative risk potential within the Denton service area, followed by structure fires, human hazards, and EMS-medical assists. Relative Community Risk As can be seen from the adjacent figure, the overall probability of an incident occurring is moderate. The overall severity, or impact, of each incident type is reduced by the high levels of DFD mitigation efforts— pre-incident preparation and the capabilities of both internal and external resources. Put another way, the risk reduction and fire prevention efforts in the city are reducing overall risk; however, there is still a moderate to high risk of an incident occurring within the city, and when the fire department is called to respond, there is a high likelihood they are needed and the severity of the incident warrants the response. Complete documentation of categorical scoring can be found in Appendix B. 35%35% 43%44% 38% 75% 31% 44% 23%26% 37%40%34% 19% 30% 46% 0% 25% 50% 75% 100% Natural Hazards Technological Hazards Human Hazards Structure Fires Non-Structure Fires EMS-Medical Assist Rescue HazmatRelative Community Risk Probability Severity 43% 32% 0% 25% 50% 75% 100% Probability SeverityRelative Community Risk Community Risk Assessment/Standards of Cover City of Denton Fire Department vii Future Service-Demand Projections Examination of DFD incident data reveals that service demand increased by nearly 17.9 percent from 2014 to 2018, or about 4.5 percent each year. This is about twice the estimated population growth rate (2.3 percent) over the same time period. Based on that, ESCI was able to develop a range of projected increase in service demand—calls for service—from 2015 to 2040. This range was then compared to the historical records to determine a projected increase in service demand, based on a comparison of population-based and historically-based service projections, as shown in the following figure. Projected Service Demand, 2015–2040 There is some disparity between the two projections, per capita and historical. In the DFD service area, the number of actual calls has increased at almost twice the rate estimated from population growth alone. This suggests that the call volume will increase faster than population growth as the fire department’s response models are asked to adopt an “all risks, all hazards” approach to emergency service delivery. This trend is not unique to Denton; it is occurring across the country and is expected to continue. Based on these comparisons, the “best case” demand for fire department services in the Denton service area is projected to increase by 78 percent by the year 2040. This represents an increase of approximately 25.6 percent every five years. Service Demand The service demand analysis reviews current and historical service demand by incident type and temporal variation. GIS software provides a geographic display of demand. Data for the service delivery and performance analysis was provided from the department’s Record Management System (RMS), specifically the National Fire Incident Reporting System (NFIRS) records and the CAD system. The dataset that was best suited for each analysis was utilized. 2015 2020 2030 2040 Demand, per capita 12411 13825 15401 17156 Demand, historical 12411 14943 19425 25252 Demand, projected 12411 15588 19579 24591 0 5,000 10,000 15,000 20,000 25,000 30,000 Service Demand, Number of Resposnes Community Risk Assessment/Standards of Cover City of Denton Fire Department viii The following figure displays historical DFD service demand for the previous five calendar years. DFD Service-Demand (2014–2018) Overall, service demand increased by slightly more than 32 percent (32.4%) in the time period displayed in the preceding figure. This represents an average annual increase of 7 percent. Disclaimer: It should be noted that the total between analyses may differ from figure to figure due to some cases of unreported or misreported data. 11,220 12,411 13,675 14,396 14,854 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 2014 2015 2016 2017 2018 Community Risk Assessment/Standards of Cover City of Denton Fire Department ix DFD Station Distribution—Four and Eight Minutes’ Travel The next figure analyzes the percentage of emergency incidents within four- and eight-minutes’ travel of a DFD station. Travel Time Model and Emergency Service Demand, January 2017–December 2018 While the preceding figure shows a large percentage of DFD’s emergency incidents occur within four- and eight-minutes’ travel of a DFD station, there is an obvious pocket of incidents that fall outside of this travel time criteria. This area has previously been identified as an area of increased call density and is geographically in the western end of the City of Denton. Note that the NFPA 1710 standard is not mandated or codified. However, it is an industry best practice and should be viewed as a desirable goal. Also, note that the travel time model does not measure actual travel time performance. The model demonstrates potential travel time, assuming all apparatus are in quarters and available. Actual DFD response performance is discussed in the Response Performance section of this report. Community Risk Assessment/Standards of Cover City of Denton Fire Department x The NFPA standard for call (alarm) processing time is derived from NFPA 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. Similarly, NFPA 1710 provides response time measurements for career fire departments and is considered an industry best practice. The next figure illustrates these standards. NFPA 1710 Standard for Fire/EMS Responses Response Interval NFPA Standard Alarm Processing (NFPA 1221) 60 seconds or less at 90% for High Acuity Calls Turnout Time 60 seconds or less at 90% for EMS 80 seconds or less at 90% for Fire and Special Operations Travel Time 240 seconds or less at 90% for the First Arriving Unit The next figure demonstrates the DFD emergency response performance for the first apparatus on the scene at an emergency incident. This information covers DFD baseline performance from January 2016 to December 2018: DFD Current Response Time Performance Standards (Fire) 90TH PERCENTILE BASELINE PERFORMANCE AND BENCHMARK GOALS (FIRST APPARATUS ON SCENE) Call Processing Turnout Travel Response Time (Dispatched To First Apparatus On Scene) DFD 90% Baseline 2:03 1:49 9:08 10:57 NFPA 1710 Goal 1:00 1:20 4:00 5:20 DFD Current Response Time Performance Standards (EMS) 90TH PERCENTILE BASELINE PERFORMANCE AND BENCHMARK GOALS (FIRST APPARATUS ON SCENE) Call Processing Turnout Travel Response Time (Dispatched To First Apparatus On Scene) DFD 90% Baseline 2:04 1:49 6:38 8:27 NFPA 1710 Goal 1:00 1:00 4:00 5:00 Community Risk Assessment/Standards of Cover City of Denton Fire Department xi Recommendations During the course of this study, a number of issues, concerns, and opportunities were identified. The recommendations provided are intended to accomplish the primary objectives listed below: 1. Define and adopt expected service levels and performance standards to be provided by the fire department. 2. Identify service level improvement opportunities that can be implemented as funding becomes available. Consider recommended strategies to implement expanded service delivery on the westside of the city to accommodate future growth and development. The recommendations are described as improvement goals and should be implemented as funding allows. The following is a brief description of each. Detailed recommendations are included later in the report. Each will improve the department’s ability to provide effective service to the community. Improvement Goal A: Formally Adopt Response Time Standards and Targets In this report, ESCI emphasizes the importance of response standards and targets. These standards establish measurable goals for service delivery, which then form the baseline for the deployment of resources. Without defined goals and targets, an organization is unable to appropriately identify how effectively it is providing services that meet community expectations. Response performance goals must be tailored to match community expectations and conditions and balanced against the financial aspect of what a community is able and willing to afford. ESCI details the current Denton Fire Department response standards (fire and EMS) in this report, addressing call processing times, turnout times, and response times for the first unit on the scene. Improvement Goal B: Implement Processes to Reduce Call Processing Time Currently, the City of Denton Public Safety Communications Center (DPSCC) dispatch call taking and dispatch times are in excess of NFPA standards. DPSCC dispatch has undertaken initiatives and steps to enhance PSAP and dispatching services for the system via planning for the implementation of a new Computer Aided Dispatch System (CAD) within the next one to two years. These efforts are to be commended and should be continued. ESCI has identified several best practices and recommendations for review and consideration by the DPSCC dispatch system to utilize as appropriate. DPSCC dispatch should continue monitoring both call answer and call processing performance on a monthly basis and strive to maintain or exceed adopted standards. Improvement Goal C: Improve Turnout Time Performance Turnout time is the one component of total response time over which the fire department has control and is not affected by outside influences. Turnout time, or the time from when the call is received by the response units (dispatched) to when the unit is en-route to the scene (responding), affects overall response times. Reducing this response time component reduces total response time. Community Risk Assessment/Standards of Cover City of Denton Fire Department xii The NFPA 1710 Standard for Career Fire Departments calls for turnout times of 60 seconds for EMS incidents and 80 seconds for fire incidents. It is ESCI’s experience that the NFPA turnout time goals are difficult to achieve. This is affirmed in a study published in 2010 by the NFPA.1 As discussed within this report, the DFD overall turnout time performance is approximately 1 minute, 52 seconds, 90 percent of the time. In the combined response performance goal recommendations, ESCI recommends that the DFD adopt a turnout time goal of 80 seconds (1:20) for 90 percent of emergency incidents. ESCI recommends that DFD monitor turnout time performance and provide the information to emergency response personnel for self-correction. With good information, training, and properly designed facilities that allow for rapid and efficient movement, responders can improve turnout time and hence total response time performance. Improvement Goal D: Improve Upon Response Deployment and Effective Response Force Assembly Effective Response Force Performance Goals A fire department’s concentration is the spacing of multiple resources close enough together so that an initial “Effective Response Force” (ERF) for a given risk can be assembled on the scene of an emergency within the specific time frame identified in the community’s performance goals for that risk type. An initial effective response force is defined as that which will be most likely to stop the escalation of the emergency. ESCI recommends the following ERF response performance goals for structure fires: Effective Response Force (ERF) Goal, Structure Fire Denton Defined ERF Full assignment of three engines, one aerial, 2 medic units, and a Battalion Chief (18 personnel). Sample Response Goals, Components of Response Time, 90th Percentile, Structure Fires Call Processing Time Turnout Time Travel Time Response Time (Dispatched To First Apparatus On Scene) Total Response Time (Received At Dispatch To Arrived) Performance Goal 01:00 01:30 08:00 09:30 10:30 This recommended standard is in excess of NFPA 1710 for a moderate structure fire response. This response will be reflective of the City of Denton’s risk profile, incident history, and proposed response capacities with the addition of the airport fire station and additional stations on the westside of Denton covering Cole and Hunter Ranch (and possibly Robson Ranch depending on which recommendation is implemented). 1 Quantitative Evaluation of Fire and EMS Mobilization Times, May 2010, available www.nfpa.org/foundation. Community Risk Assessment/Standards of Cover City of Denton Fire Department xiii Improvement Goal E: Improve the Delivery of Emergency Medical Service Responses to requests for emergency medical service represent the greatest percentage of the DFD’s response activity. As the service most requested by its customers, it is imperative that DFD provide EMS services in the most effective and efficient manner possible. The DFD provides advanced life support first response services as well as providing advanced life support ambulance transportation services. While current service delivery is effective, and provides a very high quality of clinical care, the improvement listed later in the report warrants consideration. Improvement Goal F: Reduce Span of Control by Adding an Additional Battalion Chief to Provide Coverage on the Westside of Denton Growth and development in the City of Denton are continuing at a rapid pace and in conjunction with the previous recommendation to add fire stations in the westside service delivery area, ESCI recommends that DFD consider adding a Battalion Chief (BC) in operations. The ability to effectively manage the increased amount of personnel can become problematic, considering the myriad of day-to-day duties of the BC, in addition to emergency responses. This problem will be compounded even more with the addition of new fire stations on the westside. Currently, there are 56 (minimum of 43) assigned to each of the three shifts. This number will increase by 15 with the airport plus two station option (20 with the airport plus three station option). Improvement Goal G: Add New Airport Fire Station West Side Opportunities for Enhancement (OFE) After a review of the current conditions, future City growth patterns, and associated risk profile, there are several potential enhancement opportunities that can be pursued to address the proposed standards of cover. First, given the need for airport fire protection, some type of staffed ARFF facility will be required. Two options are available for DFD to provide this component. The first, Enhancement Option A-1 would be the construction of a multi-purpose facility that could meet both the requirements of FAR Part 139 and provide for a structural protection and EMS function that would serve surrounding commercial and industrial development. The second option, Enhancement Option A-2, would be to construct and staff a stand-alone ARFF facility that would only be capable of meeting just the needs of the airport. Given the projected need to provide typical structural fire protection and EMS services to the growing mixed-use development in the airport vicinity and the need to provide additional back-up to other stations, ESCI recommends Option A-1. Improvement Goal H: Evaluate Current and Future Station Locations Given the intense growth predicted in the western portions of the city, at least two additional fire stations will need to be built and staffed to maintain the desired service level. These are in addition to the multi-use station recommended by ESCI in Enhancement Option A-1. Depending upon the intensity and trajectory of western growth in the city, two options are presented for consideration. The first, Enhancement Option B-1, involves the construction and staffing of two additional fire stations. The second, Enhancement Option B-2, would add a third structural fire station in the western Robson Ranch portion of the city. This option should be considered in light of the City’s desire to directly control and staff a fire station near the Robson Ranch area within the city limits. This would replace the existing first due engine for EMS and fire responses through the existing automatic aid and fire station agreement from the Argyle Fire District. Community Risk Assessment/Standards of Cover City of Denton Fire Department xiv Improvement Goal I: Add 2nd Ladder Truck Along with considering a second Battalion Chief at Station 3, the department should also consider an opportunity for improvement by adding a second ladder truck. This addition will enhance coverage for the current call volume, as the volume increases (up 9.75% last year), and as the westside development occurs, it will allow consideration for movement of the aerial truck based on Improvement Goal F. Additionally, adding the aerial truck will ensure a Captain is staffed on each shift to serve as backup BC as required to maintain efficiency in operations. Improvement Goal J: Optimize Existing Station Locations When Possible The following figure is a station optimization map. This map looks at the city in its current configuration East of Highway 35W. The intent is to provide the City with optimized station locations given the current geography, development, existing service demand, and street patterns. For this analysis, it was assumed there were no fire stations within the city. Then by taking the incident density for years 2014 through 2018, the computer model indicates where stations should be located, and any additional station(s) that would be needed to achieve maximum four-minute travel times throughout the city. While it is impractical and not recommended to move existing fire stations based on this model, it is a useful tool to utilize if a station is to be rebuilt. Should the opportunity and funding present itself for DFD to relocate existing stations, this model can serve as a guide on locations that best optimize coverage and travel time within the city. Community Risk Assessment/Standards of Cover City of Denton Fire Department xv Fire Station Optimization Improvement Goal K: Modify Resource Deployment Models and Dispatch Assignments to Ensure Adequate Personnel for Emergency Incidents ESCI recommends that DFD work with Denton County Communications Center to ensure adequate resources are dispatched to cover all emergency incidents. Certain incidents indicate gaps in those numbers, meaning the resources dispatched do not provide the required number of personnel needed. In most cases, these are larger scale incidents, commercial, high rise, rescues, etc. DFD should assess its current deployment model to those incidents and determine the additional resources needed to eliminate the gaps. This may include adding DFD fire companies to the specific incident, or modifying mutual/automatic aid agreements to ensure sufficient personnel and equipment are dispatched to the scene of these emergencies. Community Risk Assessment/Standards of Cover City of Denton Fire Department 1 Component A: DESCRIPTION OF COMMUNITY SERVED Community Risk Assessment/Standards of Cover City of Denton Fire Department 2 ORGANIZATION OVERVIEW Community Description The Denton Fire Department (DFD) provides fire and advanced life support emergency medical including transport, rescue, and a variety of other emergency services to the City of Denton, Texas, and mutual aid assistance to the city’s neighbors. The following map details the project study area, adjacent communities, and fire stations: Figure 1: DFD Study Area Community Risk Assessment/Standards of Cover City of Denton Fire Department 3 The Denton Fire Department is a duly chartered fire department in the State of Texas, with facilities located at 332 E. Hickory Street (Central Fire Station 1), 110 Mockingbird (Station 2), 1204 McCormick Street (Station 3), 2116 E. Sherman (Station 4), 2230 W. Windsor (Station 5), 3232 Teasley (Station 6), 4201 Vintage Pkwy (Station 7), and 3535A I-35E (currently “ambulance only” Station 8). The administrative offices are located within the Central Fire Station at 332 E. Hickory Street. The department serves the corporate city limits of the City of Denton within Denton County as well as mutual aid partners: Argyle, Lake Cities, and Denton County through written mutual aid agreements. Organization Overview The Organizational Overview component provides a summary of the agency’s composition, discussing its configuration and the services that it provides. Data provided by Denton Fire Department (DFD) administrative and management staff, along with the City of Denton Public Safety Communications Center, was combined with information collected in the course of ESCI’s fieldwork and stakeholder interviews to develop the following overview. Mission, Values, and Vision DFD has appropriately established statements of its organizational mission and core values. These statements establish the foundation upon which the organization provides services to its community. DFD’s Mission Statement: One Department, One Direction. Safe. Competent. Committed. DFD’s Organizational Values: • Candor • Respect • Compassion • Integrity • Humor DFD’s Vision: A unified team of professionals committed to the neighborhoods they serve, dedicated to preventing emergencies while protecting our citizens with the highest standard of safe and skilled emergency fire and medical response. Community Risk Assessment/Standards of Cover City of Denton Fire Department 4 Governance and Organizational Composition The very basis of any service provided by a governmental agency lies within the governance configuration and policies that give that agency the responsibility and authority upon which to act. The City of Denton, Texas, was originally founded in 1857 and incorporated in 1866. The Home Rule Charter for the City of Denton was adopted by a vote of the qualified voters of the city on February 24, 1959. The Home Rule Charter adopted the council-manager form of government (Charter Article 1, Section 1.04). Policy direction for DFD is provided by a Mayor and six City Council members. The Mayor and Council are provided the necessary power and authority to govern the provision of fire protection and emergency services via Denton City Charter, Sections 2.08 and 2.09. The City Council appoints a City Manager who is Chief Administrative and Executive Officer of the city. The City Manager is provided the necessary power and authority for the proper administration of all affairs of the city placed under his control via Denton City Charter, Sections 5.03 and 5.05. The City Manager appoints the Fire Chief and has the authority to organize the employees of the City into various departments and divisions with the concurrence of the City Council. DFD has existed as a fire department since 1874 and became a department of the City in 1966 under the provisions of Section 11-26 et seq. of the City’s Code of Ordinances. Chapter 11 of the city’s Code of Ordinances, along with other cross-references, describes Fire Prevention and the organization of the Fire Department, including Civil Service.2 DFD is structured in a top-down hierarchical configuration, as is typical of most city fire departments. The Fire Chief has three direct reports: two Assistant Chiefs (one each assigned to emergency services and support services) and one Administrative Manager. The Fire Chief also has direct, “dotted line” relationships with the 911 Communications Manager and the Medical Director. History and Formation Beginning in 1874, the DFD began providing volunteer emergency response to the community. Since its inception, the department has grown from a volunteer department to a fully-paid career department that provides all-risk, all-hazard response including: • Emergency Operations Services: fire suppression—structural, vehicle, wildland, and ARFF; EMS— first responder to ALS transport, specialized rescue services; technical rescue: high/low angle, structural collapse, confined space, trench, vehicle extrication, and swift water; hazmat response; and EOD (bomb squad); • Risk Reduction Services: fire inspection and code enforcement; public education and prevention; fire and arson investigation, including an accelerant canine; and disaster preparedness; and • Admin/Support Services: training; safety and wellness; recruitment; logistics; finance and billing services; fleet management; and other administrative functions. 2 Firefighter's and Police Officer's Civil Service Act, V.T.C.A., Local Government Code § 143.001 et seq. Community Risk Assessment/Standards of Cover City of Denton Fire Department 5 According to one account, the first fire station was located in the old William Minor Blacksmith Shop, site of the present post office building. The first official fire station was built in 1882 at the northwest corner of North Locust and McKinney. Two additional stations were built in 1930.3 Today, the DFD operates from seven fire stations, plus a temporary medic station, strategically located throughout the service area. There are plans to build a new fire station to replace the temporary station. 3 A History of the Denton Fire Department, circa 1971. Retrieved from: http://www.dentonhistory.net/page56/. Community Risk Assessment/Standards of Cover City of Denton Fire Department 6 SERVICE AREA & DEMOGRAPHICS Fire and EMS transport services are provided by the Denton Fire Department within the city limits of Denton primarily, with occasional aid to outside agencies through mutual aid agreements. The City serves a population of 113,383 based on the 2010 U.S. Census (an estimated 136,000 in 2019) and in a geographic area of 89.32 square miles. The residents of Denton receive response services from eight fire stations and one additional station located within the City of Northlake. A significant portion of resource usage, specifically EMS, is by seniors who are at high risk for medical and fire calls based on mobility. Figure 2: Population Demographics Population Demographics Percent Urban/Suburban/Rural/Remote According to FEMA, the City of Denton is “urban,” but in reality, the city is a mostly a suburban type of community. In 2000, it was estimated that only 40% of the available land in Denton was developed. Current Population Estimates 131,097 (U.S. Census Bureau, American Fact Finder, 2017) Total Male 63,245 Total Female 67,852 Under 5 Years 7,248 5–9 Years 7,572 10–14 Years 6,867 15–19 Years 13,615 20–24 Years 19,744 25–34 Years 22,667 35–44 Years 7,434 45–54 Years 7,621 55–59 Years 6,564 60–64 Years 5,514 65–74 Years 8,361 75–84 Years 3,769 85 Years and Over 1,310 Median Age 29.1 Community Risk Assessment/Standards of Cover City of Denton Fire Department 7 Population Demographics (cont.) Race Characteristics White 58.5% Black or African American 9.6% American Indian or Alaska Native .5% Hispanic/Latino 24.1% Asian 4.2% Pacific Islander .1% Other 3% Language Spoken at Home Percent speak only English 76.6% Percent speak language other than English 23.4% Percent speak both English & Spanish Unknown Other languages spoken Mainly Spanish Education & School Enrollment Total enrolled in public schools 48,947 Total enrolled in private schools 844 As shown in the previous figure, Denton’s demographics include predominately white, black, and Hispanic citizens, with slightly more females than males. The 22- to 34-year-old age group represents the largest percentage of the total population (17.2 percent). Approximately 39 percent of residents have either undergraduate or post-graduate degrees. The majority of school-aged citizens attend public schools with less than 2 percent of the total school enrollment attending private institutions. Community Risk Assessment/Standards of Cover City of Denton Fire Department 8 Figure 3: Incident History ACTUAL INCIDENTS 2014 2015 2016 2017 2018 Fires (NFIRS 100 codes) 292 275 286 323 344 Property value exposed to fire N/A N/A N/A N/A N/A Property value lost to fire $1,036,600 $1,322,500 $2,603,500 $599,500 $2,748,250 Rupture or Explosions (NFIRS 200 codes) 13 19 14 29 17 EMS & Rescues (NFIRS 300 codes) 7,620 8,222 9,099 9,229 9,572 Hazardous Conditions (NFIRS 400 codes) 252 251 246 278 256 Service Calls (NFIRS 500 codes) 855 989 1,162 1,470 1,311 Good Intent (NFIRS 600 codes) 819 938 1,083 1,138 1,137 False Alarm/Calls (NFIRS 700 codes) 483 517 567 526 584 Severe Weather (NFIRS 800 codes) 3 4 4 3 2 Special Incidents (NFIRS 900 codes) 6 5 6 6 8 Other N/A N/A N/A N/A N/A Annual Totals: 10,343 11,220 12,467 13,002 13,231 MUTUAL AID Mutual Aid Given 39 69 78 84 102 Mutual Aid Received 5 13 17 23 18 Automatic Aid Given 3 7 10 9 14 Automatic Aid Received 7 13 32 8 6 As shown in Figure 3, the department reported 13,231 responses in 2018, 344 of which were fires and 9,572 that were EMS and rescue responses. EMS and rescue calls constituted 72 percent of the department’s emergency service delivery in 2018. For calendar years 2014 through 2018, the total calls for the department increased by an average of 6.4 percent. On average over the same time period, fire calls increased by 4.4 percent and EMS and rescue calls 5.9 percent. A complete detailed review of incident history is provided in Component E of this report. Community Risk Assessment/Standards of Cover City of Denton Fire Department 9 Component B: REVIEW OF SERVICES PROVIDED Community Risk Assessment/Standards of Cover City of Denton Fire Department 10 SERVICES PROVIDED The DFD service area includes all of the City of Denton. The department also responds outside of the city under agreements for automatic aid and mutual aid to other agencies bordering the City of Denton. The Denton Fire Department provides a variety of response services, including structural fire suppression, advanced life support (ALS) emergency medical care and patient transport, entrapment extrication, explosive ordinance disposal (EOD), other technical rescue services, and hazardous materials response. DFD also provides community risk reduction services and other support functions, including staff training, new construction building plan review and inspection, existing occupancy fire safety inspections, public safety education, emergency preparedness, and fire investigation. Service-Delivery Infrastructure The following figure provides basic information about the department’s core services and its general resource capability and information regarding staff resources for each specified service. Community Risk Assessment/Standards of Cover City of Denton Fire Department 11 Figure 4: Emergency Services Capability Service Type General Resource/Asset Capability Basic Staffing Capability per Shift Emergency Medical Services 6 Engines – ALS equipped 1 Quint – ALS equipped 1 Ladder truck – ALS equipped 8 Ambulances – MICU equipped 161 paramedics 53 paramedics per shift 2 certified EMTs Fire Suppression 6 Staffed engines 1 Staffed quint 1 Staffed ladder trucks 1 Command response unit 2 Automatic aid engines 54 suppression-trained personnel per shift (Minimum staffing – 43 personnel per shift). Additional automatic and mutual aid firefighters available. HazMat Response 1 HM response vehicle equipped with specialized PPE, monitoring equipment, containment supplies, and tools 1 HM response vehicle equipped with product offloading equipment and pumps All personnel trained to operations level. 23 personnel per shift trained to technician level. Technical Rescue Confined Space 1 cross-staffed heavy rescue equipped with tripod, cribbing, pneumatic shores, air monitoring equipment, basket stretchers, rescue-rated rope 17 personnel trained to operations level. 21 personnel per shift trained to technician level. Technical Rescue High Angle 1 cross-staffed heavy rescue equipped with rescue-rated rope and all associated hardware All personnel trained to operations level. 28 personnel per shift trained to technician level. Technical Rescue Swift Water All engines and trucks equipped with throw bags, PFDs, and helmets. 2 rescue boats 1 light boat All personnel trained to operations level. 18 personnel per shift trained to technician level. Technical Rescue Trench & Collapse 1 cross-staffed heavy rescue equipped with pneumatic shoring jacks, cribbing, limited lumber and hand tools for initial stabilization All personnel trained to operations level. 21 personnel per shift trained to technician level in trench. 4 personnel per shift trained to technician level in collapse rescue. Vehicle Extrication All engines and quints are equipped with extrication tools and equipment. Heavy rescue is also equipped with additional equipment for larger incidents. All firefighters vehicle rescue trained. 23 personnel per shift trained to technician level in vehicle and heavy rescue. Other: ARFF 1 cross-staffed small ARFF crash truck 39 personnel crossed-trained and certified. As shown in the previous figure, for fire suppression, DFD operates six fire engines, one quint, and one ladder truck (all ALS equipped). EMS response is achieved using eight Advanced Life Support ambulances. Additionally, apparatus are available for hazardous materials response, heavy rescue incidents, and aircraft firefighting operations. Minimum staffing is three personnel on engines, four on ladder trucks, four on the quint, and two personnel on ambulances. There are also personnel cross-trained to staff special call vehicles as needed (i.e., haz-mat and rescue). Community Risk Assessment/Standards of Cover City of Denton Fire Department 12 Assets & Resources DFD provides service delivery from eight fire stations (and a shared location in the City of Northlake). DFD’s apparatus and facilities are detailed next. Fire Stations Fire stations play an integral role in the delivery of emergency services for several reasons. A station’s location will dictate, to a large degree, response times to emergencies. Fire stations also need to be designed to adequately house equipment and apparatus, as well as the firefighters and other personnel assigned to the station. The following paragraphs are brief descriptions of each fire station utilized by the Denton Fire Department for service delivery. A detailed review of each fire station is provided in Appendix A. Fire Station 1 (332 E. Hickory Street) was originally constructed in the 1930s, then renovated in 2002, and is currently in good condition. This building also houses the fire department administrative offices. With more than 26,000 square feet and a total of five bays (all drive-thru bays, which reduces the risk of injury and accidents), this station can accommodate up to 14 personnel. Current apparatus assignments include a Battalion Chief, an ambulance, engine, truck, and rescue (cross-staffed unit with personnel from other apparatus as required). In addition, it has a reserve truck and reserve boat that can be placed in service when needed. Fire Station 2 (110 Mockingbird) was built in 2016, is over 13,000 square feet, and can accommodate a maximum of 8 personnel. This station houses an engine and an ambulance for emergency response. It has one cross-staffed apparatus (Brush 2), one rehab/command vehicle, and a reserve engine, ambulance, and boat to utilize as needed. This station is equipped with an apparatus exhaust system and is classified in excellent condition. Fire Station 3 (1204 McCormick Street) was constructed in 1971, is 5,672 square feet, and it has an engine and an ambulance assigned. The facility can house a maximum of 7 personnel, is currently listed in poor condition, is not ADA compliant, and has no vehicle exhaust system. Replacement Station 3 is currently under construction that will house a maximum of 11 personnel and can accommodate a second Battalion Chief and ladder truck. Fire Station 4 (2116 E. Sherman) was built in 2017, is in excellent condition, can house up to 8 personnel, and currently operates with an engine and ambulance. It has two cross-staffed apparatus (a brush truck and a UTV for EMS or brush fires). Additionally, it has a reserve engine and ambulance assigned. The station is 12,408 square feet, has three drive-through bays (reduced risk of injury and accidents), and is equipped with an apparatus exhaust system. Community Risk Assessment/Standards of Cover City of Denton Fire Department 13 Fire Station 5 (2230 W. Windsor) is 8,033 square feet and was built in 1988. It is a three-bay facility that houses an ambulance and a quint (apparatus that can perform the duties of an engine and truck company), in addition to cross-staffed brush and hazardous materials response vehicles. The station can accommodate up to 7 personnel and is listed in fair condition. This facility is not ADA compliant and has no vehicle exhaust system. Fire Station 6 (3232 Teasley) is a 5,995 square foot facility built in 1991. It can house as many as 7 personnel and has an engine and ambulance assigned. It has two bays (one drive-thru and one back-in bay), is not ADA compliant and does not have an apparatus exhaust system. It is listed in fair condition. Fire Station 7 (4201 Vintage Parkway) built in 2006, has more than 15,000 square feet of space with four drive-thru bays. Assigned to this station is a front-line engine and ambulance, two cross-staffed vehicles (a brush truck and a decontamination vehicle), a reserve engine, along with a bomb squad response vehicle and trailer. Currently classified in good/excellent condition, the station is ADA compliant and has a vehicle exhaust system. Station 8 (3535A I-35E) is a facility owned by Medical City Denton. It is a converted classroom building that houses an ambulance. The Denton Fire Department has purchased land and is currently in the design phase for a new fire station that will accommodate an engine and ambulance. The expected completion date for the new, approximately 8,500 square foot facility, is Winter 2020. Denton Fire Department facilities are generally in good shape, as there is only one listed in the poor category. Advantages include those which are ADA compliant, constructed with drive-thru bays, and equipped with vehicle exhaust systems. As facilities are built in the future, or if any current stations are renovated, these are features that should be included. As mentioned previously, drive-thru bays reduce the risk of accidents and/or injury to personnel as it eliminates the need to stand in traffic to guide apparatus as they back in the station. Vehicle exhaust systems are critical so personnel are not exposed to the products of vehicle emissions. Station Location and Resource Deployment The Denton Fire Department provides fire, emergency medical service (EMS), and other emergency response from eight fire stations, strategically located throughout the service area. To improve coverage and EMS response, the DFD operates from one non-owned facility which is the temporary Station 8, co-located at Medical City Denton (formerly known as the Denton Regional Medical Center). The following figure shows the city boundaries and the locations of all Denton fire stations and adjacent agency fire stations. • “Automatic Aid” stations house units that would be dispatched simultaneously with Denton units • “Mutual Aid” stations house units that would not be dispatched simultaneously with Denton units, but are available on request as part of regional mutual aid agreements. Community Risk Assessment/Standards of Cover City of Denton Fire Department 14 Figure 5: Denton Fire Station Deployment, including Automatic and Mutual Aid Stations Community Risk Assessment/Standards of Cover City of Denton Fire Department 15 Apparatus Response vehicles are an important resource of the emergency response system. If emergency personnel cannot arrive quickly due to unreliable transport, or if the equipment does not function properly, then the delivery of emergency service is likely compromised. Fire apparatus are unique and expensive pieces of equipment, customized to operate efficiently for a specifically defined mission. DFD uses several types of apparatus; primary unit types are described below. • Engine. Primary response unit from each station for most types of service requests. Each carries water and is equipped with a pump and hose. • Aerial (Ladder) Truck. A specialized apparatus equipped with long ladders, salvage, overhaul equipment, and rescue tools. Used for structure fires, rescues, and other service requests. • Quint. A specialized apparatus that combines the dual purposes of an engine and a truck by including the four functions of an engine—pumps, water supply, hose, and ground ladders with the function of an aerial ladder—into a single apparatus. Often used as either a primary response engine or an aerial ladder truck. • Medic. A mobile intensive care ambulance vehicle designed for the purpose of basic (BLS) and advanced life support (ALS) patient care and transport from the incident scene to a hospital. A copy of the assessment summaries for each fire station and assigned apparatus, including additional, specialized units, are included in Appendix A. Capital Replacement Planning A comprehensive capital improvement and replacement program is important to the long-term financial and operational stability of any fire and emergency medical service organization. Such programs provide systematic development and renewal of the physical assets and rolling-stock of the agency. A capital program must link with the planning process to anticipate and time capital expenditures in a manner that does not adversely influence the operation of the agency or otherwise place the agency in a negative financial position. Items usually included in capital improvement and replacement programs are facilities, apparatus, land acquisition, and other major capital projects. The DFD capital replacement plan and apparatus replacement schedule are described in the following figure. As shown, the DFD relies heavily on other City departments for plan approval and implementation. Figure 6: Capital Assets and Capital Improvement Planning Capital Assets and Planning Component Denton Fire Department Response Fire Stations/Structures Capital Improvement Plan maintained No formal plan. Period of plan (from–to) Capital Improvement Plan included with annual City budget. Funding mechanism identified Funding mechanism, usually through bond issue, identified as part of the initial concept approval process. List of FD standalone, non-station facilities Admin building co-located with Central Fire Station. Training facility completed early 2019. Community Risk Assessment/Standards of Cover City of Denton Fire Department 16 Capital Assets and Planning Component Denton Fire Department Response Apparatus Apparatus Replacement Plan maintained Yes Period of plan (from–to) Based on a point system on mileage, hours, and maintenance costs. Usually around 7 years. Funding mechanism identified Fleet replacement funding is handled through the City’s fleet department with input and specifications from FD. Support Equipment Support Equipment Replacement Plan maintained No formal plan. Most support equipment is purchased through fleet replacement—new tools and equipment for new apparatus. Items not included with fleet replacement require a supplemental budget request, 1-year or multi- year), e.g., upgrade of SCBA masks and voice amplifiers. Period of plan (from–to) Part of budget process in accordance with replacement point system. Funding mechanism identified City fleet department is responsible for funding with input from FD. Typically, the City Budget Office transfers funds, such as bond revenue, grants, or general funds, to the appropriate capital project fund as part of the budget and procurement process. Actual amounts are determined by fleet cost, inflation, and useful life. The approved FY 2018–19 budgeted capital transfer in was $ 231,695. Community Risk Assessment/Standards of Cover City of Denton Fire Department 17 STAFFING & PERSONNEL The most valuable assets of any organization are its people. The effective management of human resources requires optimizing the balance between maximum utilization of the workforce and a high level of job satisfaction for individual workers. To achieve this goal of job satisfaction consistently, management must combine reliability and consistency with a safe working environment, fair treatment, the opportunity to provide input, and recognition of individual commitment and job performance. For simplicity, personnel are grouped as follows; the ratio of each staff group is shown in the following figure. • Admin/Support Staff. Individuals considered full-time or part-time staff primarily assigned to manage, plan, or support the activities of the agency and its programs. • Community Risk Reduction Staff. Individuals considered full-time or part-time staff primarily assigned to fire prevention, fire inspection, fire/arson investigation, public education, and other community risk reduction (CRR) programs. • Operational Staff. Individuals considered full-time or part-time employees, primarily assigned to provide emergency services at the operational level. Figure 7: Ratio of DFD Staff Assignments Organizational Structure The department employs a total of 195 full-time equivalent (FTE) personnel, of which 189 are civil service employees. DFD is organized in a top-down hierarchy, similar to that found in most fire departments. The chain of command is identified via the organizational chart, and primary functional roles and reporting paths are well-defined as shown in the next figure. Operations, 86% Admin/Support, 9% Community Risk Reduction, 5% Community Risk Assessment/Standards of Cover City of Denton Fire Department 18 Figure 8: DFD Organizational Structure, 2019–20 Community Risk Assessment/Standards of Cover City of Denton Fire Department 19 The following figure provides an organizational overview of the DFD, including: • Responsibilities and authority • Agency description • Organizational structure • Success attributes • Critical Issues from a Chief’s perspective Figure 9: Organizational Overview Organizational Overview Denton Fire Department Responsibilities & Authority Type of governing body City Council/City Manager Head of elected governing body (title) Mayor Elected official authority defined Yes, City Charter Top appointed official (title) City Manager Governing body minutes maintained Yeas, access through City website Fire chief position (name) Kenneth Hedges Hired by contract/Term of contract No, not applicable Performance evaluations given Yearly Fire chief’s authority defined Yes, includes Emergency Management Chief’s span of control (highest ratio) 3 FD hiring/firing authority Fire Chief Policy and administration roles defined Yes, City Charter, Civil Service 143, meet and confer contract Agency Description Agency type Municipality All career, combination, or all volunteer All Career Organization first formed (year) 1874 FD history maintained Yes, but incomplete; Denton Fire Museum Individual or group responsible Museum group, 2 firefighters Organizational Structure Structure type (attach organization chart) See Organizational Structure section of this report Descriptions of all jobs maintained? Work in progress Job descriptions last updated (date) On-going Success Attributes Accreditation (CFAI, CAAS, others) No ISO Community Rating ISO 2 Community Risk Assessment/Standards of Cover City of Denton Fire Department 20 Organizational Overview Denton Fire Department Establishment and communication of: Mission, Vison, and Values Goals and Objectives Code of Ethics/Conduct/Expectations Policies, Rules, and Regulations Periodic review Yes Yes Yes, City and department Yes, in process of updating all with Lexipol Yes, annual Legal counsel available to fire chief Yes, City Legal Department Labor counsel available to fire chief Yes, City Legal Department and specialty lawyers when needed Critical Issues from Fire Chief’s Perspective First critical issue Continually decrease unit response times Second critical issue Employee safety and wellness (physical/mental) Third critical issue Recruitment/Diversity/Retention of employees Fourth critical issue Community risk reduction Administration & Support Staffing Without sufficient oversight, planning, documentation, training, and maintenance, the operational entities of a fire department will struggle to perform their duties well. Administration and support services require appropriate resources to function properly. Too large an emphasis on administrative staffing can have as much of a detrimental influence on the efficient functioning of an organization as too little. Thus, it is important to achieve an appropriate balance between the administration and support side of a department and its operational side. DFD’s primary administrative/support team includes the Fire Chief, two Assistant Chiefs, eight sworn administrative positions, and five civilian positions. Administrative chief officers are in charge of operations, CRR (Fire Marshal and Deputy Fire Marshal), training, EMS, and Safety/Wellness. Administrative Captains are assigned to training, EMS, and community services. Civilian admin positions are assigned to data and information technology, EMS liaison, office management, and other administrative/support functions. Day- to-day communications functions fall under the City’s Information Technology department. All administrative/support staff positions are shown in the next figure. Figure 10: Administrative and Support Staffing Title Type Number Basic Work Shift Fire Chief Civil Service 1 40-hr/week, M–F Assistant Chief Civil Service 2 40-hr/week, M–F Battalion Chief, Admin Civil Service 4 40-hr/week, M–F Captain, Admin Civil Service 4 40-hr/week, M–F Office Administration Civilian 5 40-hr/week, M–F Total Admin/Support Staff 16 Community Risk Assessment/Standards of Cover City of Denton Fire Department 21 ESCI has noted that appropriately and effectively staffed departments of similar size maintain administrative staff levels in the 10 to 12 percent range. ESCI believes DFD may be slightly understaffed administratively at 8 percent of the workforce, and to ensure staff is able to maintain an appropriate balance of administrative and support staff to workload, the department should consider increasing staff to maintain that balance. Emergency Services Staffing Practices DFD employs a total of 168 operational, or line, personnel. Typically, firefighters are assigned to a 56-hour workweek, rotating shifts, working 24 hours on-duty followed by 48 hours off duty. Typically, a fire department will have a “duty officer” or “Shift Commander” on call at all times. The duty officer manages any matters that arise on the shift during business and after hours and serves as the incident commander on larger incidents. DFD has one Battalion Chief on duty 24/7 to fill this role. This is an appropriate and essential position necessary to provide management, oversight, and incident command functions on a continual, day-to-day basis. The following figure shows the distribution of operational personnel. Figure 11: Operational Staffing Title Type Number Basic Work Shift Battalion Chief Civil Service 3 56-hr week/24-on, 48-off Captain Civil Service 24 56-hr week/24-on, 48-off Driver/Operator Civil Service 51 56-hr week/24-on, 48-off Firefighter/Paramedics Civil Service 90 56-hr week/24-on, 48-off Total Emergency Operations Staff 168 Total Emergency Operations Staff per shift (max) 56 Total Emergency Operations Staff per shift (min) 43 At full strength, 56 operations personnel are on duty at all times, with a 5.9:1 firefighter to operational officer ratio. When personnel are on leave—sick, vacation, FMLA, or other approved leaves—minimum staffing is 43 personnel per shift with a 4.6:1 firefighter to operational officer ratio. This is consistent with many other career fire agencies and is well within the recommended span-of-control for emergencies. At minimum staffing levels, three personnel are assigned to each engine company; four are assigned to each truck company, and two are assigned to each medic unit. Community Risk Assessment/Standards of Cover City of Denton Fire Department 22 Methodology for Incident Staffing The prompt, initial arrival of at least four personnel is critical for structure fires. Federal Occupational Safety and Health Administration (OSHA) Safety regulations (CFR 1910.120) require that personnel entering a building involved in fire must do so in groups of two. Further, before personnel can enter a building to extinguish a fire, at least two personnel must be on the scene and assigned to conduct search and rescue in case the fire attack crew becomes trapped. This is referred to as the two-in, two-out rule.4 There are, however, exceptions to this regulation. If it is known that victims are trapped inside the building, a rescue attempt can be performed without additional personnel ready to intervene outside the structure. Further, there is no requirement that all four arrive on the same response vehicle. Many fire departments rely on more than one unit arriving to initiate an interior fire attack. Later in this document, ESCI will provide an analysis of how effectively DFD is delivering personnel and other resources for incidents within its primary service area. This data is important and can be an indicator of the effectiveness of its staffing efforts. Major incidents, especially structural fires, require multiple response units to conduct a series of coordinated functions known as critical tasks. The ability of DFD to assemble adequate resources in a timely manner to conduct these critical tasks is known as an effective response force (ERF). The need for a multiple unit response to an incident within a specified period of time, also known as “resource concentration,” will be analyzed in a later section of this document. As a result, the department can expect to be challenged to meet minimum staffing demands for larger, and/or simultaneous incidents. In these cases, DFD relies on automatic and/or mutual aid from one or more neighboring fire departments to supplement staffing levels for major structure fires, other high-risk incidents, and during periods of high incident activity. These aid agreements provide a coordinated system of reciprocal, regional response to emergencies throughout the county.5 The following figure lists the DFD stations, staffed units, and the staffing assigned to each at minimum staffing. As shown, DFD staffing ranges from five personnel at most stations (engine and medic unit), with two personnel at Station 8 (medic unit only), six personnel at Station 6 (quint and medic unit, and 10 personnel at Station 1 (engine, truck, and medic unit, plus a Battalion Chief). In addition, there are cross- staffed apparatus at four stations (brush trucks, rescue unit, ARFF truck, and hazmat unit). 4 OSHA CFR 1910.120, Two-in, Two-out Regulation 5 Automatic aid is a preferred response agreement that shares resources in a seamless manner and automatically sends the closest available units to emergency incidents regardless of jurisdictional borders. In a traditional mutual aid agreement, aid is requested from surrounding jurisdictions when the scope of a single incident or series of incidents exceeds the resources of the responsible agency. Automatic aid is dispatched immediately through contractual agreement between two communities. The essence of an automatic aid agreement has multiple adjacent fire agencies operating in a seamless and unified response plan. Community Risk Assessment/Standards of Cover City of Denton Fire Department 23 Figure 12: Minimum Apparatus Staffing Station Apparatus Minimum On-duty Staffing Station 1 Battalion 1 Medic 1 Engine 1 Truck 1 Rescue 1 Truck 11 (reserve) 1 2 3 4 CS 0 Station 2 Medic 2 Engine 2 Medic 12 (reserve) Engine 12 (reserve) Brush 2 Rehab, Boat 2 (reserve) Boat 12 (reserve) 2 3 0 0 CS 0 Station 3 Medic 3 Engine 3 2 3 Station 4 Medic 4 Engine 4 Brush 4 UTV 4 Medic 14 (reserve) Medic 24 (reserve) Engine 14 (reserve) 2 3 CS CS 0 0 Station 5 Medic 5 Quint 5 Brush 5 HazMat 5 2 4 CS CS Station 6 Medic 6 Engine 6 2 3 Station 7 Medic 7 Engine 7 Brush 7 Decon 7 EOD 7 (bomb squad) Engine 17 (reserve) 2 3 CS CS 0 0 Station 8 Medic 8 2 Total Minimum On-duty Staffing 43 Community Risk Assessment/Standards of Cover City of Denton Fire Department 24 ISO PUBLIC PROTECTION CLASSIFICATION Insurance Services Office PPC Classification The Insurance Services Office, Inc. (ISO©) is an independent company that collects and analyzes data about municipal fire suppression efforts in communities throughout the United States. According to a recent report, the ISO’s Public Protection Classification program, or PPC, “is a proven and reliable predictor of future fire losses.”6 All other factors equal, commercial property insurance rates are expected to be lower in areas with lower (better) ISO PPC Class rating. At the time of the most recent ISO survey, the ISO Fire Suppression Rating Schedule (FSRS) measured four primary elements of a community’s fire protection system: Emergency Communications (max 10 points); Fire Department (max 50 points); Water Supply (max 40 points); and Community Risk Reduction (max 5.5 points); for a maximum possible total of 105.5 points.7 The ISO then assigns a grade using a scale of 1 to 10, with Class 1 representing the highest degree of fire protection, and Class 10 designating a fire suppression program that does not meet ISO’s minimum criteria. In 2018, the City of Denton was assigned an ISO classification of Group 2/2Y.8 As a result of the latest reclassification, Denton is one of 297 communities out of 2,845 communities surveyed across the State of Texas to achieve a Class 2 rating and ranks in the top 15 percent of all communities surveyed in the state, as shown in the following figure.9 Figure 13: Comparison of ISO Class Ratings, State of Texas 6 Public Protection Classification, (PPC™) Summary Report, Prepared by Insurance Services Office, Inc., Mt. Laurel, New Jersey. 7 The fourth category, community risk reduction, was added by ISO in 2012. 8 For the split classification, 2/2Y: • The first class (2) applies to properties within 5 road miles of a recognized fire station and less than 1,000 feet from a fire hydrant or recognized alternate water supply. • The second class (2Y) applies to properties within 5 road miles of a recognized fire station but beyond 1,000 feet from a fire hydrant or recognized alternate water supply. 9 Distribution of Communities by PPC Class Number within Classification: Facts and Figures about PPC™ Codes around the Country; Insurance Services Office, Inc., Mt. Laurel, New Jersey; 1996, 2017; retrieved from https://www.isomitigation.com/program- works/facts-and-figures-about-ppc-codes-around-the-country.html. 58 297 291 380 517 376 199 56 112 422 137 0 100 200 300 400 500 600 Class 1 Class2 Class 3 Class 4 Class 5 Class 6 Class 7 Class 8 Class 8B Class 9 Class 10 Community Risk Assessment/Standards of Cover City of Denton Fire Department 25 ISO Element Summary • Emergency Communications. Denton scored 8.99 points of a possible 10 points. • Fire Department. Denton scored 38.86 points out of a possible 50 points. • Water System. Denton scored 38.91 points out of a possible 40 points. • Community Risk Reduction. Denton scored 5.39 points out of a possible 5.50 points. • CAFS Credit. Denton scored 0.00 out of a possible 1 point. • Divergence. Denton had a divergence score of -3.91 points. • Total Score. Denton had a total score of 88.24 points out of a possible 106.5. The adjacent figure shows the grading for each of the four categories, plus divergence, from the most recent ISO audit. As shown, the highest scores for the City of Denton were Communications (8.99 points out of a possible 10 points) and Water Supply (38.91 points out of a possible 40.00 points). Divergence A note about “divergence.” According to ISO, divergence “recognizes any disparity in the relative level of effectiveness of your fire department and water supply.”10 A divergence score is always negative, and ISO will reduce the overall PPC score if the relative scores for the fire department and water supply are different. In fact, the divergence factor may be high enough to result in a poorer ISO PPC classification. Thus, it is important to consider both the water supply and fire department when seeking to improve a PPC classification; investing in one without the other will be less effective over time. Areas of divergence to be considered by the City, along with the resultant impact, are quantified in the ISO report. 10 Divergence Factor, Insurance Services Office, Inc., Mt. Laurel, New Jersey; 1996, 2017; retrieved from https://www.isomitigation.com/technical/divergence-factor.html. Figure 14: ISO Classification Scores Category Apr 2018 Communications Max score = 10.00 8.99 Percent max score 89.9% Fire Department Max score = 50.00 38.86 Percent max score 77.72% Water Supply Max score = 40.00 38.91 Percent max score 97.3% Risk Reduction Max score = 5.50 5.39 Percent max score 98.0% CAFS Credit Max score = 1.00 0.00 Percent max score 0.00% Divergence factor -3.91 Total Score 88.24 ISO Classification 2/2Y Community Risk Assessment/Standards of Cover City of Denton Fire Department 26 Possible Corrective Actions Areas of deficiencies within the Community Risk Reduction that would have the greatest impact are shown in the next figure. ESCI recommends that DFD confirm the overall potential impact on service delivery and implementation cost, its ISO rating, and potential discounts on property insurance premiums before investing in any improvements. Figure 15: Areas of ISO Divergence Factor Score Max Score % Max Score Impact 561. Credit for Deployment Analysis 5.31 10.00 53.1% HIGH 571. Credit for Training 6.57 9.00 73.0% MODERATE 420. Alarm Receipt and Alarm Processing 2.59 4.00 64.8% MODERATE 581. Training, Facilities/Use, Pre-Plan Inspections 1.80 4.23 42.6% MODERATE Community Risk Assessment/Standards of Cover City of Denton Fire Department 27 CURRENT SERVICE-DELIVERY OBJECTIVES Denton Fire Department strives to achieve the response performance goals and objectives described in NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. In the subsequent sections of this report, the objectives will be further discussed and analyzed in the context of DFD’s actual and desired response achievements. These standards are the foundational performance elements to achieve and demonstrate the DFD’s mission statement. Response Performance Goals and Objectives Dispatch Call Processing Time • Call Processing Time 60 seconds or less, 90 percent of the time 90 seconds or less with use of dispatch determinants, 90 percent of the time Turnout Time • Turnout Time 60 seconds for EMS calls, 90 percent of the time 80 seconds for fire calls, 90 percent of the time Travel Time • Travel Time, initial arriving unit 4 minutes or less, 90 percent of the time • Travel Time, initial ALS EMS unit 8 minutes or less, 90 percent of the time • Travel Time, full assignment 8 minutes or less, 90 percent of the time • Travel Time, full high-rise assignment 10 minutes, 10 seconds or less, 90 percent of the time Community Risk Assessment/Standards of Cover City of Denton Fire Department 28 Component C: REVIEW OF COMMUNITY EXPECTATIONS & PERFORMANCE GOALS Community Risk Assessment/Standards of Cover City of Denton Fire Department 29 COMMUNITY SERVICE-LEVEL CONSIDERATIONS The goal of any emergency service delivery system is to provide sufficient resources (personnel, apparatus, and equipment) to the scene of an emergency in time to take effective action to minimize the impacts of the emergency. This need applies to fires, medical emergencies, and any other emergency situation to which the fire department responds. Obtaining and understanding the desires and expectations of stakeholders is an important first step. The City of Denton and the Denton Fire Department are committed to incorporating the needs and expectations of residents and policy makers in the service delivery planning process. Although no structured community input was sought specifically for the purpose of developing this document, it will become increasingly important to emphasize the public process and to include input from community and business leaders, along with continued inter-agency communication, as development continues, as the needs of the community change, and as demand for critical services increases. The input received will help guide the department’s vision, planning efforts, policy decisions, and service delivery. Stakeholder Input For this report, ESCI relied on analysis of the information provided in interviews of key City departments and Chamber of Commerce members, and two formal surveys conducted by the City.11 Stakeholder Interviews ESCI interviewed a cross-section of stakeholders within the City’s and DFD’s management, and with members of the Chamber of Commerce, to gain a better understanding of issues, concerns, and opinions about DFD’s service delivery system. Questions sought to learn more about: • Perceived strengths of the current service delivery system • Identified weaknesses in the current system • Opportunities for enhancement and improvement of the existing model • Challenges that may need to be overcome in order to move forward in the future Citizen Survey ESCI reviewed the findings of the 2018 survey conducted by the City of Denton to assess the opinions of Denton residents about eight elements of community livability, including community safety. A total of 1,177 survey responses were received, 216 by mail and 961 online. These results were then compared to results from similar surveys conducted in 2008, 2015, and 2017. 11 The 2018 National Citizen Survey for Denton TX, presented by NRC in collaboration with ICMA, the National Research Center, Inc. and the International City/County Management Association, 2018. Retrieved from: https://www.cityofdenton.com/en- us/government/strategic-initiatives/planning-and-citizen-survey. The 2015 National Business Survey for Denton, TX, presented by NRC, the National Research Center, Inc., 2015. Retrieved from: https://www.cityofdenton.com/en-us/government/strategic-initiatives/planning-and-citizen-survey. Community Risk Assessment/Standards of Cover City of Denton Fire Department 30 Business Survey ESCI also reviewed the findings of the 2015 survey conducted by the City of Denton 2018 Citizen Survey to assess the opinions of 327 local business owners and managers about the quality of City services, including community safety. Summary of Discussions and Survey Results Interview Results Those interviewed believe the primary purpose, and their expectation, is for the DFD to provide a timely and well-prepared response to calls for emergency services. The overwhelming majority said DFD is meeting community expectations while providing a very high level of customer service. Key interests focused on: • The impact of economic development on service delivery needs, especially for the industrial areas and subsequent residential development on the west side of the city; • The impact of additional economic development on service delivery needs to the northeast and south parts of the extra-territorial jurisdiction (ETJ); • Collaboration with neighboring departments to maintain service delivery and keep services affordable across the region; • Additional collaboration to further improve current response times and reliability; • The negative impact of mobility and road construction on response time; • The positive working relationship of fire prevention and other City departments, especially economic development and building permits; • The positive change toward economic development and solution-based, performance-based design alternatives for new construction and re-purposing of existing buildings; • The need to periodically re-evaluate the location of existing fire stations and special services (hazmat, ARFF, technical rescue), and need for additional stations and personnel in light of economic development. Those interviewed believe the services currently provided by DFD are historically high levels, with new increased department standards and expectations. There is a predominant expectation within the department and the community that this trend of high standards will continue, with some caution about how to sustain the high levels of service delivery with existing resources, when given the anticipated rate of economic and residential development. Community Risk Assessment/Standards of Cover City of Denton Fire Department 31 Survey Results Safety is a priority for city residents and businesses. Overall, there is a very high level of satisfaction with the level of services provided by DFD, with room for improvement in selected areas. As examples: • The community ISO rating has improved to a 2/2Y (on a scale of 1 to 10, with “1” the highest rating). • DFD was one of three City departments that received a positive rating of 90 percent or better in 2018. • The positive rating for emergency preparedness continues to increase; however, only 22 percent of all respondents said they stock supplies for an emergency. • The greatest room for improvement is fire prevention and emergency preparedness. • There is concern about vehicular mobility and its effect on response times. The following figure shows the results of the City-conducted surveys. Figure 16: City of Denton Survey Trends, Percent Positive Rating, 2008–2018 Quality Rating 2008 2015 2017 2018 Citizen Survey Fire service 97 90 93 92 Ambulance/EMS 94 86 91 96 Fire Prevention & Education — 72 80 72 Emergency Preparedness — 66 69 72 Business Survey Fire service — 95 — — Ambulance/EMS — — — — Fire Prevention & Education — — — — Emergency Preparedness — 70 — — Source: City of Denton Surveys Percent positive rating is the percent of “Excellent/Good” responses. Community Risk Assessment/Standards of Cover City of Denton Fire Department 32 Community Service Level Area Considerations In many communities, it is appropriate to consider variations in the service levels and expectations of the community based on population densities and associated risk. The following are sample service delivery outcome goals established by ESCI for this Standards of Cover that accommodate the urban nature of the response area. These statements are based on ESCI’s understanding of expectations across communities of similar size, demographics, and risk. Figure 17: Community Outcome Goals Service Community Outcome Goal Fire Suppression For all fire incidents, the fire department shall strive to arrive in a timely manner with sufficient number and effective concentration of resources to rescue at-risk lives, contain and stop the escalation of the fire within the area of involvement, and perform property conservation operations while providing for the safety and security of the responders, the public, and the environment. Emergency Medical Services For all emergency medical incidents, the fire department shall strive to arrive in a timely manner with sufficient trained and equipped personnel to provide medical services that will stabilize the situation, provide care and support to the victim, and reduce, reverse, or eliminate the conditions that have caused the emergency while providing for the safety of the responders. Vehicle Extrication For all vehicle accidents where the rescue of victims is required, the fire department shall strive to arrive in a timely manner with sufficient resources to stabilize the situation and extricate the victim(s) from the emergency situation or location without causing further harm to the victim, responders, public, and the environment. Technical Rescue For all technical rescue incidents, the fire department shall strive to arrive in a timely manner with sufficient resources to stabilize the situation and establish an action plan for the successful conclusion of the incident. Working in conjunction with additional specially-trained and organized regional resources, the fire department will perform the necessary rescue functions while providing for the safety and security of the responders, public, and the environment. Hazardous Materials For all hazardous materials incidents, the fire department shall strive to arrive in a timely manner with sufficient resources to stabilize the situation and establish an action plan for the successful containment and notification and response of a specialized HazMat team and removal resources while ensuring the safety of the responders, the public, and the environment. Community Risk Assessment/Standards of Cover City of Denton Fire Department 33 Component D: OVERVIEW OF COMMUNITY RISK ASSESSMENT Community Risk Assessment/Standards of Cover City of Denton Fire Department 34 PHYSICAL RISK FACTORS This section provides an “all risks—all hazards” perspective of the service area. It is intended to assist fire department officials to 1) identify hazards and risks within the community; 2) prioritize risks in order to develop effective risk reduction strategies; and 3) determine the appropriate resources necessary to reduce risk and attain desired outcomes. This assessment relies on the use of both quantitative and qualitative data to describe the fire/EMS protection needs of the community. This section is intended to provide insight into what needs exist, where those needs exist, and how those needs are expected to change in the future. Physical, economic, and demographic data were utilized to assess the fire/EMS-related hazards and risks that threaten the community, to include: • Current hazard classifications, planning, and mitigation measures from various sources; • Specific information provided by the City of Denton about target hazards and land use; and • Planning zones established by the fire department. Characterizing Risk Simply stated, community risk assessment (CRA) is “the identification of potential and likely risks within a particular community and the process of prioritizing those risks.” This concept is consistent with the FEMA concept of “whole community” and shared responsibility for emergency preparedness.12 Thus, CRA is a critical component of the core capabilities, or phases, of emergency management—prevent, prepare, respond, recover, and mitigate as shown in Figure 18. • Prevention focuses on preventing human hazards, primarily from potential natural disasters or terrorist (both physical and biological) attacks. • Preparation is a continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action. • Response is the coordination and management of resources in an all-hazards approach with measures taken for life/property/environmental safety. • Recovery is the group of activities to restore critical community functions and begin to manage stabilization efforts. • Mitigation is the effort to reduce the loss of life and property by lessening the impact of disasters and emergencies. 12 National Planning Frameworks, U.S. Department of Homeland Security, FEMA, 2018. Retrieved from: https://www.fema.gov/whole- community#. Figure 18: CRA and the Core Capabilities of Emergency Management Community Risk Assessment/Standards of Cover City of Denton Fire Department 35 Unique Risk Factors Associated with the City of Denton Every community has risks that are unique to that community. These include natural hazards associated with climate and topography; population and demographics; technological and human-caused hazards; types of structures and their intended use, and the type of service and transportation infrastructure. The Denton Fire Department acknowledges there are hazards in the community, that these hazards pose a risk to life and property, that these hazards vary in likelihood and impact—both on the community and the agency—and that these directly influence the fire department planning and response activities. The City of Denton has expanded the basic risk analysis process to match the “all hazards—all risks” methodologies common to emergency management. In addition to the traditional characteristics of likelihood and community impact, this approach provides qualitative data about the probability and consequences of an incident for both natural hazards and technological/human-caused hazards. A detailed explanation of each of these hazards may be found in the Denton County Hazard Mitigation Plan. To limit repetition and ensure consistency with that plan, only a summary of each risk, as written in the plan with minimal adaptation, is provided in this report.13 ESCI recommends that all DFD officers and personnel review the County Plan and understand the fire department’s role for each hazard. Demographics—At-Risk Populations In addition to the distribution of the population, the demographics of the population can affect the amount of service demand and the nature of risk within a community. In urban cities, several factors have been identified that place groups of people at risk. An NFPA report has identified the groups that face a higher risk of being injured or killed in a fire as:14 • Males; • Children under 5 years of age; • Older Adults over 65 years of age; • People with disabilities; • People with a language barrier; and • People in low-income communities. 13 Material in this section is taken from pages F-1 to F-44 of the 2017 Hazard Mitigation Plan for Denton County, 2016. 14 National Fire Protection Association, 2007; Urban Fire Safety Project, Emmitsburg, MD; retrieved from http://www.nfpa.org/public- education/by-topic/people-at-risk/urban-fire-safety/reports-and-presentations. Community Risk Assessment/Standards of Cover City of Denton Fire Department 36 According to the latest Census Bureau estimate, a considerable number of the residents of the Denton service area are in one or more at-risk population groups. This segment of the population is more likely to use fire department services, especially EMS, than other population groups. As discussed in the Service Delivery Analysis, EMS incidents represent a significant percentage of service demand—with a 6-year average of over 72 percent of all responses. Older adults and individuals with lower incomes and no health insurance are more likely to use local EMS resources than individuals with health insurance and a personal physician. Further, quality of life issues and increased reliance on assisted living could affect service delivery and the number of resources required. Selected demographics—age, sex, ethnicity, housing type, income level, primary language, education, health, and assessed property values—are shown in the following figures. Areas in blue are at lower risk, areas in yellow are at higher risk, and areas in red are at the highest risk. 15 Gender: Males make up slightly less than the population; slightly more than half the population is female. Males, especially those under 25 years of age, are more prone to engage in risky activities and may require higher levels of emergency response. This is somewhat, but not completely, offset by complications during pregnancy. Age: Senior citizens can have difficulty escaping from fire due to physical limitations. Quality of life issues and increased reliance on assisted living could affect service delivery and the number of resources required due to an increase in service demand for emergency medical services. The very young also represent a vulnerable population, both regarding their ability to escape a structure fire as well as their susceptibility to serious medical ailments such as asthma, traumatic events, choking, or injury from vehicular accidents. The percentage of seniors and young children in Denton is a factor that increases service demand and hence community risk in the service area. The median age of the population is just over 29.1 years old. This compares to average age for the population of Texas of 34.5 years old, and 37.9 years old for the U.S.16 About 18.1 percent of the population is at risk due to age: 5.5 percent under 5 years of age (YOA) and 10.3 percent 65 and over. This is slightly more than the same metric for Denton County and lower than the state or national percentage. 15 U.S. Census Bureau, Quick Facts and American Fact Finder. Retrieved from: https://www.census.gov. 16 U.S. Census Bureau, Quick Facts and American Fact Finder. Retrieved from: https://www.census.gov. Under 5 5.5% 5 -64 84.2% 65 or older 10.3% AGE Male 48.2% Female 51.8% GENDER Community Risk Assessment/Standards of Cover City of Denton Fire Department 37 Disabilities: People living with a disability under 65 YOA make up 7.3 percent of the population. These people may have difficulty or be incapable of self-preservation during an emergency. Likewise, people under 65 years of age with no health insurance are more prone to chronic illness or exhibit poor physical condition simply because they do not seek treatment promptly. There are over 25,000 people (18.4 percent) living in Denton without health insurance. Thus, they may require a higher level of fire-rescue response. Language barrier: People may have cultural differences or language barriers that decrease the likelihood they would call for service or may affect their ability to communicate needs and concerns effectively. According to the NFPA, “Language barriers, cultural differences, and inexperience with unfamiliar home technologies are factors that mark the challenges of helping newcomers live safely from the threat of fire in the home.”17 According to census bureau data, 23.4 percent of the population speak a language other than English at home; this is slightly higher than the national average of 21.1 percent. The most prevalent non-English languages spoken is Spanish (34.3 percent). Low-income: Likewise, low-income people are more at risk from fire or medical condition; almost one in five residents (19.5 percent) of Denton live below the poverty level. This is significantly higher than the county, state, and national averages. Low income is often combined with other factors such as education, disability, and work status. 17 Serving Immigrant and Refugee Populations, National Fire Protection Association, 2017. Retrieved from: https://www.nfpa.org/Public-Education/Campaigns/Fire-Prevention-Week/Teaching-FPW/Serving-immigrant-and-refuge- populations. 7.3% 18.4% Disabled, under 65 No health insurance under 65 0.00%50.00%100.00% HEALTH No 38.6% Yes 61.4% SPEAK ENGLISH "VERY WELL," over 5 YOA Not in Poverty 80.5% In Poverty 19.5% POVERTY 10.9% 89.1% 38.1% No HS graduate or GED HS graduate / GED or higher Bachelor's Degree or higher 0.00%50.00%100.00% EDUCATION Community Risk Assessment/Standards of Cover City of Denton Fire Department 38 Housing type: Although housing type is not included in the NFPA at- risk categories, certain housing types, such as older multi-family units and/or mobile homes pose a higher risk due to potential loss of life or lack of fire protection features. Due to the presence of two four-year universities and other demographics, the City of Denton has a significant number of people living in apartments and dormitories. The proximity of these units to each other, combined with congested streets and on-street parking, suggests the potential for large loss of life and/or property. Physical Risk Factors History of Hazards and Vulnerabilities Since 1953, the number of federally-declared disasters in Denton County (19) is 27 percent higher than the Texas County average (15) and 46 percent higher than the U.S. County average (13).18 The cause for each of these declarations is shown in the next figure. Although some of these declarations did not affect the City of Denton directly, they are an indication of the hazards present throughout the county. Figure 19: Federally-Declared Disasters, 1953–2018 Type Number Percent Hurricane/Tropical Storm 6 31.6% Fire 5 26.4% Severe Storm 5 26.4% Drought 1 5.2% Flood 1 5.2% Other 1 5.2% Total 19 100.0% In addition to the federally declared disasters mentioned, there have been about 6,700 other extreme weather events within 50 miles of the city from 1950 to 2010. Over 93 percent of these events were categorized primarily as Hail (45%), Thunderstorm Winds (38%), or Flood (12%). Over 100 tornados of magnitude EF-2 or greater have occurred within 50 miles of Denton.19 18 FEMA Disaster Declarations Summary—Open Government Dataset, U.S. Department of Homeland Security, last updated February 5, 2019. Retrieved from: https://www.fema.gov/media-library/assets/documents/28318. 19 Natural Disasters and Extremes, USA.com. Retrieved from: http://www.usa.com/Denton-tx-natural-disasters-extremes.htm. 1-2 family 61.7% Multi-family 34.3% Mobile 4.0%Other 0.0% HOUSING TYPE Community Risk Assessment/Standards of Cover City of Denton Fire Department 39 Hazard Classification The City of Denton is susceptible to a variety of hazards. A hazard is described as, “a condition that presents the potential for harm or damage to people, property, or the environment.” For convenience, hazards are often grouped into one of two categories: natural or technological/human-caused. • Natural hazards are hazards which result from acts of nature; • Technological/Human-caused hazards are hazards that result from accidents or failures of systems and structures; or from the actions of people, both accidental and intentional. Natural Hazards Natural hazards are hazards that result from acts of nature and could include any of the following.20 • Avalanche • Animal Disease Outbreak • Dam/Levee Failure • Drought • Earthquake • Extreme Temperature • Flood • Hurricane/Tropical Storm • Landslide/Sinkhole • Thunderstorm/Hail/Lightning • Tornado • Tsunami • Volcanic Eruption • Wildfire • Winter Storm Technological/Human-Caused Hazards Technological or human-caused hazards are hazards that result from accidents or failures of systems and structures; or from the actions of people, either accidental or intentional. Intentional actions are always deliberate; however, the intent may differ; i.e., a deliberate action may be planned, careless, reckless, or with the intent to cause harm. In careless or reckless acts or those that are poorly planned and or executed, the outcome may have unintended consequences. Regardless, the potential for harm or damages exists. Typical types of technological/human-caused hazards are listed below. • Airplane Crash • Workplace Violence • Cyber Incident • Dam/Levee Failure • Fire or Explosion • Hazmat/CBRNE Release • Industrial/Mine Incident • Medical Emergency • Pandemic/Epidemic • Pipeline Emergency • Power Failure • Structure Collapse • Technical Rescue • Terrorist Threat • Train Derailment • Urban Conflagration 20 CPG 201: Threat and Hazard Identification and Risk Assessment Guide—Second Edition, U.S. Office of Homeland Security, FEMA, August 2013. Community Risk Assessment/Standards of Cover City of Denton Fire Department 40 Climate The weather classification for the Denton area is classified as humid subtropical with hot summers; however, it is also continental, characterized by a wide annual temperature range. As shown in the following figure, the year-round average high temperature is 76 degrees F, with a monthly low average of 35 degrees and a monthly high average of 96 degrees. July and August are the hottest months; December and January are the coldest. The relative humidity is about 70 percent year-round but can reach 90 percent during summer months. The city receives about 40 inches of rainfall annually, which is an inch above the national average of 39 inches. May is the wettest month (5.5 inches), followed by October (4.5 inches). The summer months of July and August are the driest months averaging 2 inches of rainfall per month. Figure 20: Temperature and Rainfall Totals21 As shown here, the year-to-date temperature for the region is about the same as the historical average from 1895 to 2019. Precipitation for the region for the same period is above average. Figure 21: Temperature and Rainfall Trends22 21 City-Data. Retrieved from: http://www.city-data.com/city/Denton-Texas.html. 22 National Oceanic and Atmospheric Administration, April 2019. Retrieved from: https://www.ncdc.noaa.gov/temp-and-precip/. Community Risk Assessment/Standards of Cover City of Denton Fire Department 41 Topography and Ecosystem Characteristics The geography of Denton is mainly grassy flatlands with few trees and hills. This topography made the city an ideal location for the development of farms, ranches, and commercial development, which helped to secure its economic vitality. The Barnett Shale, a major formation for the production of natural gas lies underneath the southwest portion of the city, and there are about 300 gas wells inside the city limits and another 200 located in the city’s Extraterritorial Jurisdiction (ETJ). Two lakes, Lake Lewisville to the east, and Lake Ray Roberts to the north, are within 10 miles of the city. Both lakes are freshwater reservoirs that supply water to the City of Denton. Figure 22: Topography and Ecosystem Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Avalanche 0 0 0 0 0 0 0 0% Dam/Levee failure 1 0 0 1 1 1 1 4% Landslide/ Sinkhole 0 0 0 0 0 0 0 0% Tsunami 0 0 0 0 0 0 0 0% Volcanic Eruption 0 0 0 0 0 0 0 0% Wildfire 2 1 1 2 1 2 1 17% Community-Wide Risks Biological Incident A biological incident refers to an accidental or naturally-occurring disease outbreak of known or unknown origin that poses a threat to the health of living organisms, primarily that of humans, but also includes biological agents found in the environment, or diagnosed in animals, that have the potential for transmission to humans. Examples of biological events include Zika, H1N1, Ebola, and West Nile. Figure 23: Biological Incident Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Animal Disease 0 0 0 0 0 0 0 0% Mass Casualty Epidemic/ Pandemic 2 3 2 3 1 1 1 23% Community Risk Assessment/Standards of Cover City of Denton Fire Department 42 Communications/Infrastructure Failure Infrastructure is the basic facilities and services needed for a community. The City of Denton infrastructure includes roads, wastewater treatment plants, water and wastewater pipes, power plants, electrical lines, bridges, an airport, railroads, and schools. Infrastructure also includes telecommunications equipment, which, if impacted, may cause a communications failure. A communications failure is the interruption or loss of communications systems, including transmission lines, communications satellites, and associated hardware and software necessary for the communications system to function. It can include telecommunications, radio, and information technology failures. A communications failure may be the result of an equipment failure, human act (deliberate or accidental), or the result of another hazard event. Nearly every aspect of modern life is dependent on digital infrastructure. Critical infrastructure services, such as emergency services, utility services, water services, and telecommunications can be impacted by a communications or infrastructure failure. Failures can result in a 911 or emergency warning system failure, a delay of response times by emergency service providers, and has the potential to impact the entire community. Figure 24: Communications/Infrastructure Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Communications Failure 2 2 0 3 2 2 2 23% Electrical failure 3 1 1 1 1 1 1 19% Fire Protection System Failure 0 0 0 0 0 0 0 0% Flood, Internal 1 1 2 2 1 1 1 8% Fuel Shortage 1 1 2 2 1 1 1 8% Generator Failure 1 1 1 1 1 1 1 6% HVAC Failure 2 1 1 2 1 1 1 15% Information Systems Failure 3 3 1 3 2 2 1 38% Medical Gas Failure 1 1 0 1 1 1 1 5% Medical Vacuum Failure 1 0 0 0 0 0 0 0% Natural Gas Failure 1 1 1 1 1 1 1 6% Steam Failure 1 0 0 0 0 0 0 0% Structural Damage 1 1 2 2 1 1 1 8% Supply Shortage 2 1 1 1 1 1 1 13% Transportation Failure 1 1 1 1 1 2 1 7% Community Risk Assessment/Standards of Cover City of Denton Fire Department 43 Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Wastewater Failure 1 1 1 1 1 1 1 6% Water Failure 2 3 3 3 1 1 1 25% Drought Drought is a period of time without substantial rainfall that persists from one year to the next. Drought is a normal part of virtually all climatic regions, including areas with high and low average rainfall. Drought is the consequence of anticipated natural precipitation reduction over an extended period of time, usually a season or more in length. Droughts can be classified as meteorological, hydrologic, agricultural, and socioeconomic. • Meteorological drought is an interval of time, generally on the order of months or years, during which the actual moisture supply at a given place consistently falls below the climatically appropriate moisture supply. • Agricultural drought occurs when there is inadequate soil moisture to meet the needs of a particular crop at a particular time. Agricultural drought usually occurs after or during meteorological drought, but before hydrological drought and can affect livestock and other dry land agricultural operations. • Hydrological drought refers to the deficiencies in surface and subsurface water supplies. It is measured as stream flow, snowpack, and as lake, reservoir, and groundwater levels. There is usually a delay between lack of rain or snow and less measurable water in streams, lakes, and reservoirs. Therefore, hydrological measurement tends to lag behind other drought indicators. • Socio-economic drought occurs when physical water shortages start to affect the health, well- being, and quality of life of people, or when the drought starts to affect the supply and demand of an economic product. Figure 25: Drought Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Drought 3 1 1 1 1 1 1 19% Community Risk Assessment/Standards of Cover City of Denton Fire Department 44 Earthquake Earthquakes are sudden rolling or shaking events caused by movement under the earth’s surface, usually happening along cracks, or fault lines, in the earth's surface, and can be felt over large areas. They usually last less than one minute but can cause substantial damage to infrastructure in a short amount of time. Figure 26: Earthquake Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Earthquake 1 2 2 2 2 2 1 11% Erosion Erosion involves the loss of rock and soil found along riverbeds and banks, along with rock and soil particles carried downstream. Erosion can be vertical, which deepens the channel, or lateral, which widens the channel. Both water erosion and wind erosion occur in Denton. All creeks, streams, and lakeshores in the City of Denton are subject to erosion. Droughts increase the effects of wind erosion since there is less vegetation to hold land in place. Likewise, sheet flooding and large amounts of storm run-off due to excessive rainfall increase the effects of water-caused erosion. Figure 27: Communications/Infrastructure Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Communications/ Infrastructure Failure 2 2 0 3 2 2 2 23% Expansive Soil Expansive soils contain minerals that are capable of absorbing water. When they absorb water, they increase in volume. This change in volume can exert enough force on a building or other structure to cause damage. Expansive soils will also shrink when they dry out. This shrinkage can remove support from buildings or other structures, and result in damaging subsidence. Figure 28: Expansive Soil Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Expansive Soil 2 2 0 3 2 2 2 23% Community Risk Assessment/Standards of Cover City of Denton Fire Department 45 Extreme Heat Extreme heat is characterized by a combination of exceptionally high temperatures and humidity. When these conditions persist over a period of time, they can damage buildings and facilities, but present a more significant threat to the safety and welfare of residents. Extreme heat is a common occurrence in summer months and residents are prepared and practiced in mitigating risk. The main concern with an extreme heat event is that it could be a precursor for other hazards, such as drought and dust storms. Figure 29: Extreme Heat Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Extreme Heat 2 2 0 3 2 2 2 23% Fire or Explosion Fire is “a rapid oxidation process, which is a chemical reaction resulting in the evolution of light and heat in varying intensities.” An explosion is “the sudden conversion of potential energy (chemical or mechanical) into kinetic energy with the production and release of gases under pressure. These high-pressure gases than do mechanical work such as moving, changing, or shattering nearby materials.”23 Fires are most likely to occur in residential structures due to careless acts involving cooking or smoking. The frequency of fires or explosions in large or high-risk structures is low due to fire-resistive construction and other fire protection systems; however, the potential impact may be serious. The full involvement of these structures is rare but may require special extinguishment techniques or the use of mutual aid from neighboring communities. An urban conflagration fire is a fire where multiple buildings or structures are involved. The risk of an urban conflagration in the City of Denton is unlikely, but the potential impact could be substantial. Figure 30: Fire or Explosion Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Structure Fires or Explosions High Risk 1 2 3 3 2 2 2 15% Moderate Risk 2 2 2 3 1 1 1 21% Low Risk 3 1 2 2 1 1 1 25% Wildland/Urban Interface 1 1 1 1 1 1 1 6% All Structure Fires 1.75 1.50 2.00 2.25 1.25 1.25 1.25 17% 23 NFPA 921: Guide for Fire and Explosion Investigations, 2017 Edition. National Fire Protection Association, Quincy, MA, 2016. Community Risk Assessment/Standards of Cover City of Denton Fire Department 46 Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Non-Structure Fires or Explosions High Risk 1 2 2 2 2 2 2 13% Moderate Risk 1 2 2 2 1 1 1 9% Low Risk 3 1 1 1 1 1 1 19% Wildland/Urban Interface 1 1 1 1 1 1 1 6% All Non-Structure Fires 1.50 1.50 1.50 1.50 1.25 1.25 1.25 13% Flood Floods are the most prevalent hazard in the United States. A flood is defined as “two or more acres of dry land, or two or more properties, that are covered by water temporarily.” There are three types of flooding that occur in Denton: river flood, inland (or sheet) flooding, and flash floods. • A river flood occurs when water levels rise over the tops of riverbanks due to excessive rain or persistent thunderstorms over the same area for extended periods of time. • Inland flooding, or sheet flooding, occurs when moderate precipitation accumulates over a large area over several days, with periods of intense precipitation over a short period. • Flash floods are usually characterized by raging torrents after heavy rains that rip through riverbeds and urban streets. A flash flood is caused by heavy or excessive rainfall in a short period of time, generally less than six hours. Flood zones are geographic areas that FEMA has defined according to varying levels of flood risk. Each zone reflects the severity of impact or type of flooding in the area. The following figure shows the City of Denton in relation to the 100- and 500-year floodplains. Figure 31: Flood Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Flood 2 1 1 2 2 2 1 19% Community Risk Assessment/Standards of Cover City of Denton Fire Department 47 Figure 32: FEMA 100- and 500-Year Floodplain within the City of Denton Community Risk Assessment/Standards of Cover City of Denton Fire Department 48 Hazardous Materials Release Hazardous materials are defined as “any item or agent (biological, chemical, radiological, and/or physical), which has the potential to cause harm to humans, animals, or the environment, either by itself or through interaction with other factors.”24 A release of hazardous materials can occur throughout the City of Denton, either during transport or while in production, use, packaging, or storage in a fixed facility. Thus, an incident involving hazardous materials could occur at any fixed site, including industrial, commercial, public, or residential locations. A release could also occur along any transportation route. In the City of Denton, the greatest potential for a release during over-the-road transportation would be along I-35E or I-35W. The greatest potential for a release during rail transportation would be along the routes of the Union Pacific and Kansas City Southern rail lines that closely follow the U.S. Highway 77 and I-35 highway corridors.25 Other areas of concern would be the rail spur line that services the industrial parks in the western parts of the city. A release of hazardous material could also occur along the route of any of the gas transmission, distribution, or service lines that lie underground throughout the City of Denton. While DFD currently has sufficient resources to mitigate a hazardous materials incident, its haz-mat unit is a cross-staffed apparatus utilized as needed. The department should consider staffing a full Type 1 haz-mat team as funding becomes available to ensure adequate coverage and response capability as the city develops and the relative risk percentage increases. Figure 33: Hazardous Materials Release Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Hazardous Materials Release Large Release, Night 1 3 2 2 2 2 2 14% Large Release, Day 1 3 2 2 2 2 2 14% Small Release, Night 2 2 2 2 1 1 1 19% Small Release, Day 3 2 2 2 1 1 1 28% All HazMat Incidents 1.75 2.50 2.00 2.00 1.50 1.50 1.50 20% 24 Institute of Hazardous Materials Management (IHMM). 25 Texas Department of Transportation State Railroad Map. Retrieved from http://ftp.dot.state.tx.us/pub/txdot-info/tpp/maps/2016- railrad.pdf. Community Risk Assessment/Standards of Cover City of Denton Fire Department 49 Medical Emergency A medical emergency usually involves an emergency medical services (EMS) response, i.e., pre-hospital medical care, usually delivered on-site by trained specialists with transport by ground ambulance. Common responses include sick calls, vehicular incidents, difficulty breathing, injuries due to trauma, and heart attacks. The number of patients is usually small, and symptoms are within the capabilities of first arriving units. Some calls require only first aid; others require basic life support (BLS), advanced life support (ALS), or mobile intensive care (MIC). Overall, EMS responses account for over 70 percent of all DFD calls for service. Mass casualty trauma calls involve multiple patients and require additional units. Mass casualty responses are most often associated with commercial bus, aircraft, or passenger train crashes; release of hazardous materials in a congested area (including a deliberate chemical attack); or evacuations of schools, office buildings, shopping centers, hospitals, or other health care facility. A mass casualty incident would cause minor to major impacts on the community; however, that type of incident is rare. On the other hand, medical emergencies are highly likely to occur, with a limited to minor impact on the community. Figure 34: Medical Emergency Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk First Responder 3 1 0 0 1 1 1 13% Basic Life Support 3 1 0 0 1 1 1 13% Advanced Life Support 3 3 0 0 1 1 1 19% Mass Casualty Trauma 2 3 1 3 1 1 1 21% Mass Casualty Epidemic/ Pandemic 2 3 2 3 1 1 1 23% Power Outage A power outage is defined as any interruption or loss of electrical service caused by disruption of power transmission which may be the result of an accident, sabotage, natural hazards, or equipment failure. A significant power failure is defined as any incident of a long duration, which would require the City of Denton to provide food, water, heating, cooling, and/or shelter. Community Risk Assessment/Standards of Cover City of Denton Fire Department 50 Power outages in the City of Denton are usually localized and are normally the result of a natural hazard involving high winds. As days get warmer in summer months, temperatures rise and demand for energy on the grid will increase, therefore increasing the vulnerability of the power providers in Denton. An extended power outage could become a cascading event that may cause impacts from extreme heat. Figure 35: Power Outage Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Power Outage 3 1 1 1 1 1 1 19% Severe Winter Weather Severe winter weather can be a variety of precipitation that forms at low temperatures such as heavy snowfall, sleet, or ice. Many winter depressions give rise to exceptionally heavy rain and widespread flooding. Conditions worsen if the precipitation is frozen. The biggest concern to the planning area is maintaining power to structures, as winter weather may cause disruptions. The other concern is the citizen’s inexperience in preparing for, and driving in, severe winter weather events. Figure 36: Severe Winter Weather Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Severe Winter Weather 3 3 1 2 1 1 1 28% Structural Collapse/Technical Rescue Structural collapse hazards are predominantly a problem in mature communities where several large structures predating modern building codes (built before 1970) are still in use by the public, or conversely, abandoned buildings, or buildings under construction, that have not been secured or destroyed. A structural collapse usually occurs when a building or structure collapses due to engineering or construction problems, metal fatigue, changes to the load-bearing capacity of the structure, human operating error or intentional act, or other cause such as severe weather. Other types of technical rescue include the specialized rescue of victims from vehicles, elevators, rising water, confined spaces, elevated spaces (high-angle), or similar environments. Figure 37: Structural Collapse/Technical Rescue Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Confined Space 1 2 1 1 1 1 1 7% Community Risk Assessment/Standards of Cover City of Denton Fire Department 51 Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Ice 1 1 1 1 1 1 1 6% Low/High Angle 1 1 1 1 1 1 1 6% MVA Extrication 3 2 1 1 1 1 1 22% Structural Collapse 1 3 3 3 2 2 2 16% Trench 1 2 2 2 1 1 1 9% Water, Rising 2 1 3 1 1 1 1 17% Water, Swift 1 1 1 1 1 1 1 6% Other 0 0 0 0 0 0 0 0% All Technical Rescue 1.22 1.44 1.44 1.22 1.00 1.00 1.00 9% Terrorism/Human-caused According to the Homeland Security Act of 2002, terrorism is defined as “activity that is dangerous to human life or potentially destructive of critical infrastructure or key resources.” There are different types of terrorism defined by the motivation behind attacks. There are also different methods and tactics that terrorists use in their attacks such as assassination, explosives, radiological threat, radicalization, chemical threats, biological threats, active shooters, infrastructure threats, arson, kidnapping, and cyber threats. Denton is a rapidly growing, dynamic jurisdiction with two four-year universities, and it is located near other areas in the Metroplex that have had terrorist incidents occur. Thus, the severity of impact could be substantial in the event of a terrorist attack. Figure 38: Terrorism/Human-caused Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Active Shooter 2 3 1 2 1 1 1 19% Bomb Threat 2 2 2 2 1 1 1 19% Civil Disturbance 2 3 3 3 1 1 1 25% Hostage Situation 2 3 1 2 1 1 1 19% Kidnapping/ Abduction 1 1 0 0 1 1 1 4% Terrorist Act 1 3 3 3 1 1 1 13% VIP Situation 1 0 0 1 1 1 1 4% Community Risk Assessment/Standards of Cover City of Denton Fire Department 52 Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Workplace Violence 2 3 1 2 1 1 1 19% All Terrorism/ Human-caused 1.70 2.40 1.40 2.10 1.00 1.00 1.00 16% Thunderstorm/Lightning/Hail The National Weather Service defines a severe thunderstorm as “a storm that has winds of at least 58 mph (50 knots), and/or hail at least 1-inch in diameter.” Severe thunderstorms also can be capable of producing a tornado. Straight-line winds are often responsible for wind damage associated with a severe thunderstorm. Downbursts or microbursts are examples of damaging straight-line winds. Wind speeds in some of the stronger downbursts can reach 100 to 150 miles per hour. Severe thunderstorms produce precipitation in the form of irregular pellets or balls of ice that combine and fall with the rain. The size of hailstones is a direct correlation of the severity of impact and size of the storm. High-velocity updraft winds are required to keep hail in suspension in thunderclouds. Generally, the higher the strength of the updraft, the longer the suspension time and hailstone size. Due to the unpredictable nature of hailstorms, it is impossible to determine the exact area of their future occurrences. Thus, the entire City of Denton is equally subject to thunderstorms, with accompanying lightning and hail. Large-size hail would cause major impacts to the community, causing severe roof damage and serious risk of injuries. Figure 39: Thunderstorm/Lightning/Hail Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Thunderstorm/ Lightning/Hail 3 3 3 2 1 1 1 34% Tornado/Severe Straight-Line Winds A tornado is defined as a rapidly rotating vortex or funnel of air extending groundward from a cumulonimbus cloud. Most of the time, vortices remain suspended in the atmosphere. Spawned from powerful thunderstorms, tornadoes can cause fatalities and devastate neighborhoods in seconds. A tornado appears as a rotating, funnel-shaped cloud that extends from a thunderstorm to the ground with winds that can reach 300 miles per hour. The City of Denton sits in “Tornado Alley,” and has a high vulnerability to tornados. Community Risk Assessment/Standards of Cover City of Denton Fire Department 53 Figure 40: Tornado/Severe Straight-Line Winds Hazards and Risks Event Probability Community Impact Mitigation Capacity Risk Human Impact Property Impact Business Impact Planning Internal Response External Response Relative Risk Tornado/Severe Straight-Line Winds 2 3 3 3 1 1 1 25% Figure 41: Tornado Wind Speeds in the United States26 26 FEMA RA1, Tornado Risks and Hazards in the Midwest United States, May 2007. Retrieved from: https://www.fema.gov/media- library-data/20130726-1619-20490-0806/ra1_tornado_risks_in_midwest_us_final_9_14_07.pdf Community Risk Assessment/Standards of Cover City of Denton Fire Department 54 Risk by Land Use Designation Local zoning and land use classifications affect the nature of the risk present in a community. The types of structures present and the density of development in geographic areas within the community can increase or decrease the relative risk throughout the community. ESCI used the City of Denton Land Use/Zoning Maps and other sources to examine current land use within the service area. Risk is assigned based on the intended use as follows: • Low Risk. Areas zoned for agricultural purposes; open space; and other low intensity uses. • Moderate Risk. Areas zoned for low-density and medium-density, single-family residential properties; small commercial and office uses; low-intensity retail sales; and equivalently-sized business activities. • High Risk. Higher-intensity business districts; mixed-use areas; high-density residential; and industrial, warehousing, and large mercantile centers. Current Land Use Overall, land use within the City may be considered in one of six categories: residential, commercial, industrial, parks and green spaces, infrastructure, and agricultural/undeveloped. A significant part of the city—about 56 percent—is agricultural/undeveloped.27 About 17 percent of the city’s land area is residential: single-family dwellings account for almost 80 percent of all residential structures; with the remainder equally split at 10 percent each between multi-family residences, primarily apartments and other residential types— townhouses, duplexes, triplexes, mobile homes, and assisted living facilities. Commercial use accounts for 5 percent of all land use, primarily along transportation corridors and closer to downtown Denton. Industrial use accounts for only 2 percent, most of it located near the Denton Enterprise Airport on the west side of the city. Government and community facilities (public buildings, schools, transportation corridors and facilities, and other infrastructure) use 18 percent. The remaining 3 percent is used for parks and open spaces. The following figure shows the mix of existing land use.28 27 Thirty-eight percent agricultural, 5 percent farm and ranch, and 13 percent undeveloped. 28 Denton Plan 2030, City of Denton, 2015. Retrieved from: https://www.cityofdenton.com/CoD/media/City-of- Denton/Government/Denton_Plan_2030.pdf. Community Risk Assessment/Standards of Cover City of Denton Fire Department 55 Figure 42: Existing Land Use in Denton, 2010 Currently, about 60 percent of the City of Denton is classified as low risk, but that number is expected to shrink by half with the build-out of undeveloped areas. The majority of this land use is in the areas alongside creeks, in designated parks, and in undeveloped areas in the west and northern parts of the city. A similar risk is found in the 5-mile ETJ. Moderate risk land use accounts for about 21 percent, primarily for low- to medium-density residential purposes and commercial retail and office use. Moderate-risk properties include commercial properties, light industrial, and high-density housing located throughout the city. Note: Based on information from DFD, 25.8 percent of County buildings do not pay property taxes, although they are high utilizers of fire services. ESCI suggests partnering with these facilities and discuss an exchange of in-kind services (use of facilities, radios, etc.) or any other agreed-upon measure. High-risk land use accounts for around 17 percent of all land use where there is the potential for large loss of life, economic or historical impact, or interruption of critical government services. With the exception of multi-family housing throughout the city, high-risk areas are located primarily along major transportation corridors, in and around the two, 4-year universities, and the central business core. Industrial areas are primarily located in the western part of the city, west of I-35W and south of U.S. 377. Agriculture/Undeveloped 56% Residential 17% Gov't Infrastructure 17% Commercial Retail/Office 4% Parks/Open Space 3% Commercial Industry 2%Other 1% Community Risk Assessment/Standards of Cover City of Denton Fire Department 56 Wildland-Urban Interface Areas An urban interface is an area where urban development meets other land uses. Usually, the term refers to the wildland-urban interface where urban development meets nature. The City of Denton has a very limited number of wildland-urban interface areas that are at an elevated risk. Generally, the potential vulnerability is greatest in the areas with the highest number of houses or other development per acre. Most of the areas inside the city are highly developed and unburnable. As shown in the risk index map and given the urban nature of Denton, one would expect the probability of number and severity of wildfires to be negligible. Outside the central, non-burnable city center, the likelihood or probability of a wildfire is low to very low. Exceptions are the southwest, northwest, and far northern areas of the city, where the probability of a wildfire is moderate. That said, there are large areas of the city where there is a potential for significant negative economic impact, i.e., property loss. The negative impacts, shown in yellow, orange, and red in Figure 44 are most likely to be felt in the developed areas listed here: • On the south side of the city, east of I-35W and south of I-35E; • On the entire east side of the city east of Loop 426 and U.S. 380 Truck Route; • In the undeveloped areas in the northwest corner of the city, south of U.S. Truck Route 380 and north of U.S. 377; and • In the far southwest corner of the city in and around the Robson Ranch subdivision. Community Risk Assessment/Standards of Cover City of Denton Fire Department 57 Figure 43: Wildland-Urban Interface Area Risk, Probability29 29 Texas Wildfire Risk Assessment Summary Report, Denton. Texas A&M Forest Service, 2019. Community Risk Assessment/Standards of Cover City of Denton Fire Department 58 Figure 44: Wildland-Urban Interface Area Risk, Impact30 30 Texas Wildfire Risk Assessment Summary Report, Denton. Texas A&M Forest Service, 2019. Community Risk Assessment/Standards of Cover City of Denton Fire Department 59 Risk by Geographical Planning Zone For the purposes of this study, ESCI has used the city limits as the planning zone to describe system and unit performance utilizing historical response information provided by the department. Details of service delivery and deployment are described in detail in the following sections of this report. For primary fire and EMS emergency response, ESCI suggests the DFD adopt multiple planning zones that match station first-due territory, or district, as shown in the following figure. This action will encourage risk- based resource deployment, provide more detailed data acquisition with regard to performance measures and outcomes, and can be easily linked to political subdivisions and land use. Figure 45: Suggested Fire Planning Zones Community Risk Assessment/Standards of Cover City of Denton Fire Department 60 Risk by Target Hazard A target hazard is any location at which there is a great likelihood of loss of life or property. These locations may require greater numbers of emergency response resources during an emergency. DFD has identified several buildings to list as target hazards, e.g., places of public assembly, schools and childcare centers, medical and congregate-care facilities, residential care facilities, multi-family dwellings, and high-rise office buildings, and those that, if damaged or destroyed, would have a significant impact on the community. Responses to target hazards are expected to require a significant number of resources during an incident. Examples of identified target hazards, along with vulnerability assessment observations by the ESCI assessment team, appear in the following figures. The following information and figures are not intended to list all buildings of a given type or occupancy. Rather, the locations included here have been identified by DFD for a potentially significant impact on the community in case of fire. This information is subject to change given specific characteristics as determined by DFD. Critical Infrastructure and Key Resources The term “critical infrastructure and key resources” (CIKR) describes resources that are essential for the functioning of a society and/or economy. Critical infrastructure is defined as a sector “whose assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination thereof.” There are 16 defined Critical Infrastructure Sectors (CIS):31 • Chemical Sector • Commercial Facilities Sector • Communications Sector • Critical Manufacturing Sector • Dams Sector • Defense Industrial Base Sector • Emergency Services Sector • Energy Sector • Financial Services Sector • Food and Agriculture Sector • Government Facilities Sector • Healthcare and Public Health Sector • Information Technology Sector • Nuclear Reactors, Materials, and Waste Sector • Transportation Systems Sector • Water and Wastewater Systems Sector Examples of CIKR locations could include hospitals; assisted living centers; community shelters; schools; airports; government offices; emergency operations centers and communications systems; hazardous materials sites; and water/sewage treatment facilities. It is recommended that discussions of CIKR should be limited and discussed in general terms in order to maintain CIKR security. 31 Infrastructure Security, Department of Homeland Security, Retrieved from: https://www.dhs.gov/critical-infrastructure-sectors. Community Risk Assessment/Standards of Cover City of Denton Fire Department 61 Other target hazards grouped by common characteristics or risks are listed in the remainder of this section. It is important the DFD have current pre-plans, including the resource allocation necessary to deliver an effective response force (ERF) for both high-frequency/low impact incidents, e.g., medical emergency or small fire, and low frequency/high impact incidents, e.g., tornado, mass casualty, or large structure fire at any of these locations. Certain buildings present a greater firefighting challenge and require additional responders, special equipment, operations, and/or training due to their size, building type, operational functions, and/or contents. Information for this section has been drawn from DFD records and other sources. The following are descriptions of representative target hazards found in the Denton service area. Maps showing identified target hazards follow this discussion. Commercial Facilities, Public Assembly, and Shopping Centers There are numerous buildings within the City of Denton where large numbers of people gather for entertainment or worship. A variety of nightclubs, theaters, and other entertainment venues exist, along with recreational, religious, and cultural sites; sporting and other event venues. These occupancies present additional risk due to the large number of people and the economic and social impacts on the community from a loss due to fire or some other event. Assembly facilities and shopping centers in the DFD service area are concentrated primarily in the central business core and along main thoroughfares such as I-35, I-35W, U.S. 77, and U.S. 380. Buildings intended for food or drink consumption (restaurant) and churches represent the majority of the assembly occupancies in the data provided by DFD. These sites may also pose greater risks to first responders due to size and/or configuration. Fire, criminal mischief, and potentially terrorism could cause a major medical emergency requiring significant emergency service resources.32 32 Note: There are many other businesses with the characteristics as an assembly occupancy but have an approved occupancy load of less than 50 people. These are not included in this category unless there is some other and compelling reason, such as historical or cultural significance. Community Risk Assessment/Standards of Cover City of Denton Fire Department 62 Figure 46: Assembly Occupancies Community Risk Assessment/Standards of Cover City of Denton Fire Department 63 Commercial Facilities, Large Buildings Three or More Stories in Height The Insurance Services Office (ISO) calls for a ladder truck within 2.5 miles of developed areas containing buildings three or more stories in height. Accessing the upper floors and roof of buildings this tall typically requires ladder truck capability as ground ladders may not provide access. Large Square Footage Buildings Large buildings, such as warehouses, malls, and large “box” stores require greater volumes of water for firefighting and require more firefighters to advance hose lines long distances into the building. Communications Emergency communication centers and the associated transmitting and receiving equipment are essential facilities for emergency response. The City of Denton provides call receipt and dispatch service for fire, police, and EMS. The Communications Center provides for the processing of 911 calls for emergency assistance, dispatching of fire and other emergency responders, and important support to the incident management function. There are other communication facilities and equipment that are equally important to the community and government operations. These are the telephone company central offices and the transmission lines of local telephone service providers. Internet service providers, along with wireless cellular communication providers, provide essential communication capabilities for the community as well as emergency personnel through their facilities and equipment. Dams, Levees, and Bridges Dams and levees include the systems, networks, and functions related to levees, dam projects, navigation locks, hurricane barriers, industrial impoundments, or other similar water retention and/or control facilities. Dams and levees are embankments that are designed and constructed to contain, control, or divert the flow of water so as to provide protection from temporary flooding, or to provide navigation. They may be constructed as earthen embankments, or concrete or steel, and may have closures, draining devices, and pumps. Although the likelihood of dam or levee failure is remote in the DFD service area, there is flood risk downstream from the outflow side of Lake Ray Roberts. Likewise, bridge locations may be the site of flood- related incidents due to high water—road closures, washouts, or risk of people being swept into rising water or swift water. Educational, Schools, and Daycare Centers Educational occupancies are defined as buildings that are used for schools or daycare centers. These facilities house concentrated populations of school-aged and younger children. Though primarily operational during the daytime hours, evening classes or athletic events create an environment in which many persons can occupy the property at varying hours of the day and early evening. School-age children (especially daycare children) represent a higher risk population, in a fire emergency. Community Risk Assessment/Standards of Cover City of Denton Fire Department 64 The Denton Independent School District and several private institutions provide education to children inside the cities of Denton, Rowlett, and Sachse. The district has a total of 72 school campuses and 17 other facilities, including two stadiums, a natatorium, and 14 other facilities. Total enrollment in the school district is about 56,000 students. There are two 4-year universities in Denton. The University of North Texas (UNT), formerly known as North Texas State University, has over 38,000 students and 4,600 faculty and staff. The Denton campus is the flagship institution of the UNT system. Texas Woman’s University (TWU), originally founded as the Girls Industrial College in 1910, is the nation’s largest university primarily for women and has a student enrollment of 15,000 and about 1,700 faculty and staff members. The following figure shows the locations of public schools, private schools, and daycare centers. Not all commercial and private facilities have been mapped. Figure 47: Educational Facilities Community Risk Assessment/Standards of Cover City of Denton Fire Department 65 Energy Previously discussed community services, from communications to traffic signals to normal operations, require the use of energy. Whether it is electricity generation and transmission systems, fuel distribution and storage tanks, or natural gas pipelines and regulator stations, the community is dependent upon energy sources and systems. These sites pose a potential risk due to interruption of business, government services, public health, and general commerce. Electrical service for the City is provided by Denton Municipal Electric (DME), its locally-owned, controlled, and operated not-for-profit municipal utility. In 1975, Denton joined other Texas cities and formed the Texas Municipal Power Agency (TMPA), which built and operates the Gibbons Creek Power Generating Plant near Bryan, TX. Today, about 50 percent of the city’s power supply comes from Gibbons Creek. Another 40 percent is provided by NextEra Energy, Inc., which operates the Wolf Ridge Wind Facility near Muenster, TX. Other renewable energy sources include a landfill gas project, solar, and wind generation. Local gas service for the City of Denton is provided by Atmos Energy. Natural gas service is delivered to locations through an underground pipeline network from a supply or storage facility, through transmission lines to an Atmos Energy City Gate, and into local distribution main lines. A service line connects the distribution line to the property’s natural gas meter. Financial There are no Federal Reserve Banks or other large financial institutions located in Denton. Food and Agriculture Although a significant portion of undeveloped land in the City of Denton is used for agricultural purposes, primarily for livestock grazing or cropland, there are no significant target hazards. Government Facilities Governmental services include properties and structures, many open to the public, for business activities, commercial transactions, public works, or recreational activities. Other facilities, not generally accessible to the public, may be the site of correctional facilities, military installations, embassies, courthouses, laboratories, and cyber-technology centers and systems. There is a higher potential risk at these locations due to the interruption of essential services and social impact. Hazardous Materials and Tier II facilities High-hazard occupancies include facilities that involve the manufacturing, processing, generation, or storage of hazardous materials, of sufficient quantity or type as to create an elevated risk to the public or first responders. Examples include Tier II and other Class H occupancies. Community Risk Assessment/Standards of Cover City of Denton Fire Department 66 During a spill, rupture, release, or fire, occupancies or locations that contain or store hazardous materials can create a dangerous environment for the community as well as the firefighters. Special equipment such as clothing and detectors, along with specialized training, are necessary to successfully mitigate a dangerous goods incident. These facilities are highly regulated and monitored through the City’s fire prevention and hazardous materials programs. These facilities are required to be familiar with the hazards present and have appropriate emergency procedures. There are no hazardous waste disposal sites or collection centers in the DFD service area. However, in addition to the fixed risks associated with hazardous materials major transportation routes like Interstate 35, State Highway 377 and State Highway 380, rail, and pipelines represent a higher degree of risk for hazardous substance releases and spills. As primary transportation routes into and out of the area, trucks, railcars, and pipelines move a significant amount of hazardous substances through the Denton area daily. These routes are discussed in more detail under Transportation. The following figure displays hazardous materials occupancies in the City of Denton. Community Risk Assessment/Standards of Cover City of Denton Fire Department 67 Figure 48: Hazardous Materials, Including Tier II Facilities and H-Occupancies Community Risk Assessment/Standards of Cover City of Denton Fire Department 68 Healthcare and Public Health Caring for the sick and infirmed is every community’s moral responsibility. However, when an emergency threatens the facilities that care for them or the community at large, this population must be assisted to reach a safe place that can continue to care for them. Although these facilities are generally built of highly fire-resistive construction with built-in fire suppression, emergencies can occur that require the quick movement of patients away from the hazard. Many of the occupants of these facilities are physically unable to leave without assistance. In addition to the elevated life safety risk due to the needs of the occupants, these facilities usually represent increased demand for emergency medical services. Medical and congregate care occupancies include facilities such as hospitals, clinics, skilled nursing facilities, and assisted living facilities are displayed in the following figure. Figure 49: Hospital and Other Health Care Facilities Community Risk Assessment/Standards of Cover City of Denton Fire Department 69 Manufacturing, Industrial, and Storage In addition to the presence of potentially hazardous materials, facilities used for manufacturing, storage, or other industrial uses may be the site of physical hazards, or potentially hazardous operations, processes, or combustible fire load. Target hazards of this type include high-pile storage, and manufacturing processes that involve extremely heavy materials, expose workers to extremes of heat or cold, automated or rotating machinery and equipment, or contain large amounts of plastics or other combustible fire loads. Nuclear Facilities There are no nuclear power or waste facilities in Denton; however, there are other facilities that use small amounts of radioactive materials for specific work or scientific processes. The most common of these in the Denton service area are nuclear medicine (both diagnostic and therapeutic), non-destructive testing, food irradiation, and scanning of baggage and shipping containers. Public Safety Services The mission of emergency services is to save lives, protect property and the environment, assist communities impacted by disasters, and aid recovery during and after emergencies. There are four separate and wide- ranging functions and roles commonly associated with emergency services—Law Enforcement, Fire/Rescue Services, Emergency Medical Services, and Emergency Management. Target hazard locations for public safety would include police, fire and EMS stations, the Emergency Operations Center (EOC), and related structures and properties. Residential Some structures used for residential purposes pose higher risks to civilians and firefighters than single-and- two-family residences. These include multi-family dwellings (primarily apartments and condominiums), hotels and motels, dormitories, fraternity and sorority residences, group homes, live/work units, and boarding homes. The first risk is the potential for a large loss of life and property. The second risk is the size and construction of the building. Often, older structures have limited fire department access, do not meet modern codes for means of egress, fire protection systems like automatic sprinkler systems, or fire separation and compartmentation. Attics and crawl spaces may be open or have penetrations in firestops caused by maintenance, installation of communications cabling, and damage. Transportation Transportation corridors provide necessary access and egress for the public, commercial enterprise, and emergency service providers. For this study, ESCI used geographic information systems (GIS) data supplied by DFD and others to understand and display the transportation network throughout the study area. The configuration of transportation systems can also affect the response capability of emergency services. Limited access freeways and rail lines can interrupt street connectivity, forcing apparatus to negotiate a circuitous route to reach an emergency scene. Pipeline and air routes are usually taken for granted by the public; however, a major incident could occur along any of these routes, often with the potential for hazardous material release, spill, or fire. Community Risk Assessment/Standards of Cover City of Denton Fire Department 70 Air There is one general aviation airport, Denton Enterprise Airport (DTO), in the DFD study area. DTO is located on the west side of the city, close to a large and growing industrial area, and is one of 11 reliever airports in the Dallas-Fort Worth area, and one of 24 reliever airports located in Texas.33 As part of the airport’s planning process to meet community and business needs, the airport has completed, or is completing, several expansion projects including land acquisition, a new parallel runway, taxiway improvements, and a new terminal building. Businesses have requested the Airport staff consider obtaining certification as a “Part 139-compliant” airport over the course of the next several years.34 Certification is achieved through obtaining an Airport Operating Certificate (AOC), for which airports must apply and agree to certain operational and safety standards and provide certain facilities, equipment, and pass an inspection. One of the primary requirements of obtaining an AOC is permanent Aircraft Rescue and Firefighting (ARFF) equipment and personnel capabilities (including standards for hazardous materials- HAZMAT handling and storage) in place at the Airport in the event of an emergency.35 The City of Denton is also close to flight paths for several area airports including Fort Worth Alliance Airport, Fort Worth Meacham International Airport, Dallas Love Field, and Dallas Fort Worth International Airport. • Fort Worth Alliance Airport (AFW) is a general aviation, executive, and air cargo airport located about 18 miles southwest of downtown Denton, close to Texas Motor Speedway and the BNSF intermodal yard and automobile terminal. • Fort Worth Meacham International Airport (FTW) is a general aviation and executive airport located about 30 miles southwest of downtown Denton. • Dallas Love Field Airport (DAL) is located about 28 miles southwest of downtown Denton and is the primary hub for Southwest Airlines. Delta and Alaska Airlines, plus several general aviation, also operate from Love Field. • Dallas/Ft. Worth International Airport (DFW) is located about 20 miles south of downtown Denton and is the primary hub for American Airlines. DFW is classified as a “major hub” commercial airport with over 900 daily flights to about 250 domestic and international destinations. DFW is the 14th busiest airport (in terms of passenger traffic) in the world, as well as the nation’s 9th busiest international air gateway. In 2018, the airport processed over 69 million passengers—a 3 percent increase from 2017. 33 A “reliever airport” is defined in 14 CFR Part 152, Subpart A as “Reliever airport means a general aviation airport designated by the [FAA] Administrator as having the primary function of relieving congestion at an air carrier airport by diverting from that airport general aviation traffic.” 34 Denton Enterprise Airport Master Plan, prepared by Kimberley Horn, October 2015. Retrieved from: https://www.cityofdenton.com/CoD/media/City-of-Denton/otherPDF/DTOMasterPlanReport.pdf. The Code of Federal Regulations (CFR) defines requirements for different types of airport operations in 14 CFR Part 139. DTO is not currently categorized as being compliant with Part 139, a certification required if the Airport were to serve scheduled and unscheduled air carrier aircraft with more than 30 seats or scheduled air carrier operations in aircraft with more than 9 seats but less than 31 seats. Part 139 prescribes the rules that govern the certification and operation of airports that serve these types of aircraft and activities. If DTO desired to serve these types of aircraft, which could include large charter aircraft, certification would be required. 35 The requirements for an ARFF station are identified in FAA AC 150/5210-15, Airport Rescue and Firefighting Station Building Design. The requirements related to the equipment specific to the appropriate ARFF Index are defined in 14 CFR Part 139. Community Risk Assessment/Standards of Cover City of Denton Fire Department 71 Marine There are no marine terminals or waterways in the city. Over-the-Road The City of Denton is served by several limited-access highways and arterial roadways. The limited access freeways provide rapid transit through the area and there is relatively good access across this transportation corridor. Business routes (U.S. highways) provide good access to the central business district. Arterial level roads are generally laid out on a grid system running mostly north-south and east-west with local roads connecting into the arterial network. Many traffic signals on the main arterials within the DFD service area are equipped with signal pre-emption devices. These devices provide improved response times and increase safety for both emergency responders and the public. The perimeter Interstates and Highways listed previously provide good access through the Denton service area. However, these transportation corridors represent a higher risk level due to increased service demand and the increased likelihood of more complex high-speed motor vehicle accidents. There are no designated hazmat routes in Denton. The primary highway routes are Interstate 35 (which runs north-south and splits in the vicinity of the University of North Texas into I-35W toward Ft. Worth and I-35E toward Dallas. Other primary highways are: • U.S. 380 (University Drive) which runs east-west through the city. • U.S. 377 which runs east-west and shares U.S. 380 on the east side of Denton, then parallels I-35W toward Ft. Worth in a southwest direction. • U.S. 77 (Elm Street) which travels north-south through the center of Denton, then shares I-35E toward Dallas in a southeast direction. • Loop 288 which circles the city’s east side and connects I-35E on the city’s south side with I-35 on city’s north side. Community Risk Assessment/Standards of Cover City of Denton Fire Department 72 Pipeline There are four gas transmission lines, two operated by Atmos Energy, and two operated by Enterprise Products in the city.36 There are residential gas mains and branch lines buried sub-surface throughout the city. There are also many well gathering lines, mostly west of I-35. The major transmission lines are: • Gas transmission line (Atmos Energy) running generally north-south along the western shore of Lewisville. This line has branch lines that provide service to the city. • Gas transmission line (Enterprise Products and Atmos Energy) running generally north-south along the western city limits. • Gas transmission line (Atmos Energy) running generally east-west north of U.S. 77 and then continuing generally southwest-northeast along E. Sherman Drive (FM 428). • Gas transmission line (Enterprise Products) running generally east-west south of Milam Road (FM 3163). Rail The Union Pacific Railroad (UP) operates a primary freight rail line that runs generally northeast-southwest through the heart of Denton. Most trains are pass-through, with spur service to customers along the right- of-way (notably Acme Brick, Ash Grove, Georgia Pacific, Morrison’s Corn-Kits, and Redi-Mix). Primary commodities are intermodal-wholesale, agricultural products, plastics, stone and gravel, industrial chemicals, auto parts, sand, and coal. The Kansas City Southern (KCS) operates a primary freight line that runs generally northwest-southeast where it joins the BNSF north of Krum and passes along the south side of Lewisville Lake. This route provides service to industrial areas in the western and southern parts of Denton (notably 84 Lumber, Budweiser, Hi- Tech, MayDay, Peterbilt, Tetra Pak, and future businesses located in the industrial area near the airport). Primary commodities are intermodal-wholesale, agricultural products, plastics, stone and gravel, industrial chemicals, auto parts, sand, and coal. The Burlington Northern Santa Fe Railroad (BNSF) operates a primary freight rail line that runs generally north-south on the far west side of Denton. Most trains are pass-through, with major classification and train assembly occurring at the intermodal logistics hub located just west of Alliance airport north of Ft. Worth. Primary commodities are intermodal-wholesale, plastics, stone and gravel, industrial chemicals, auto parts, sand, and coal. The Denton County Transportation Authority (DCTA) operates a commuter rail line (the A-train) that provides passenger service from Downtown Denton to the Trinity Mills Station in Carrollton. From there, passengers can transfer to the DART (Dallas Area Rapid Transit) Green Line which operates from Carrollton and Farmer’s Branch, then continues through downtown Dallas, with connections to the other DART Lines. The following figure highlights the various transportation systems within the city. 36 Texas Railroad Commission. Retrieved from: http://wwwgisp.rrc.texas.gov/GISViewer2/. Community Risk Assessment/Standards of Cover City of Denton Fire Department 73 Figure 50: Transportation System Community Risk Assessment/Standards of Cover City of Denton Fire Department 74 Water and Wastewater The City of Denton Water Department is responsible to provide safe, clean drinking water and the collection, treatment, and recycling of drainage water, storm run-off and wastewater. As mentioned earlier in this report, the primary water sources for the City of Denton are Lake Lewisville and Lake Ray Roberts. Water is also reclaimed at the Pecan Creek Water Reclamation Plant. The most obvious concern to the fire department is the water reservoir, water main, and fire hydrant system. Providing enough storage, distribution, and access to this valuable firefighting resource through well- distributed fire hydrants is very important. Hydrants are well-distributed through much of the service area except in sparsely populated areas. Based on the information provided and development plans, there most likely will be areas that may require additional water distribution infrastructure and fire hydrants.37 37 During the most recent (January 2017) Insurance Services Office (ISO) survey of Denton, the water system received 38.91 points out of a possible 40 points (97.3 percent of maximum score); only minor deficiencies were noted in the water supply, inspection, and flow testing portion of the score. Adequate fire suppression water supply and distribution is appropriately addressed in the City building codes, zoning regulations, and the comprehensive plan. Community Risk Assessment/Standards of Cover City of Denton Fire Department 75 Figure 51: Water Distribution System Community Risk Assessment/Standards of Cover City of Denton Fire Department 76 COMMUNITY RISK REDUCTION PROGRAMS An aggressive community risk reduction program is a fire department’s best opportunity to minimize the losses and human trauma associated with fires and other community risks. The National Fire Protection Association recommends a multifaceted, coordinated risk reduction process at the community level to address local risks. This requires engaging all segments of the community, identifying the highest priority risks, and then developing and implementing strategies designed to mitigate the hazards.38 The goal of any risk reduction program is to prevent the need for 9-1-1 calls and emergency response. Thus, community leaders need to understand and appreciate the importance of fire code enforcement, public education, and fire investigation in the community planning process, especially in a community with a diversity of residential, commercial, and industrial property uses. The fundamental components and respective elements of an effective fire prevention program are listed in the following figure. Figure 52: Fire Prevention Program Components Fire Prevention Program Components Elements Needed to Address Program Components Fire Code Enforcement Proposed construction and plans review New construction inspections Existing structure/occupancy inspections Internal protection systems design review Storage and handling of hazardous materials Public Fire and Life Safety Education Public education Specialized education Juvenile fire setter intervention Prevention information dissemination Fire Cause Investigation Fire cause and origin determination Fire death investigation Arson investigation and prosecution Currently, the Fire Marshal’s Office has 11.25 FTEs assigned to conduct community risk reduction activities. With few exceptions, all personnel assigned to the Fire Marshal’s Office are cross-trained as Fire Inspectors and Fire Investigators. Fire investigators licensed as Peace Officers are commissioned as Arson Investigators. 38 Kirtley, Edward, Fire Protection Handbook, 20th Edition, 2008, NFPA, Quincy, MA. Community Risk Assessment/Standards of Cover City of Denton Fire Department 77 Community risk reduction is a critical component of the City of Denton’s focus on developing and sustaining a safe, livable, and family-friendly community. The city has a large number of legacy buildings that predate modern building and fire codes. This large stock of pre-existing, non-compliant structures poses an increased risk to the public and firefighters. Also, continued growth and economic development have created a dynamic and changing mix of land use and fire risk. All indications are that overall fire risk will increase with development due to increased population density; large, “big box” construction and other commercial development, especially along the IH-35 corridor and in “gateway” communities; continued expansion of both University of North Texas and Texas Woman’s University; and more multi-family housing units, primarily apartments and vertical living units. The Denton Fire Department operates an active fire and life safety program which supports these fire prevention program components and the associated elements for each. Interviews conducted during the site visit established that DFD has a healthy appreciation of fire prevention within the community it serves. The department clearly understands the significance of having a quality program that is valid and credible and is committed to the department’s fire and life safety programs, as discussed here. Chapter 11 of City ordinances authorizes the City to provide fire prevention services, collect fees to recover the associated cost, create the office of the City Fire Marshal, administer and enforce the fire code adopted by Chapter 29, and establish minimum standards for fire lanes. The Denton Fire Marshal’s Office conducts fire prevention, code enforcement, public education, and fire investigations in all incorporated areas of the city. Fire Code Enforcement The most effective way to combat fires is to prevent them. A strong fire prevention program, based on locally identified risks and relevant codes and ordinances, reduces the loss of property, life, and the personal and community-wide disruption that accompanies a catastrophic fire such as the Market Square Fire in December 2017. To some extent, the fire potential in large or high-risk structures may be reduced by means of fire- resistive construction and other fire protection systems; however, periodic fire and life safety inspections, along with consistent code enforcement, are required. The following table provides information about the City of Denton’s Fire Code Enforcement programs. Figure 53: Fire Code Enforcement Programs Fire Code Enforcement Programs DFD Information Code Enforcement Fire codes adopted? 2012 IFC w/ Amendments Code used–year/edition/version? 2012 IFC w/ Amendments Local codes/ordinances, amendments adopted? 2012 IFC w/ Amendments Sprinkler ordinance in place? Yes (in amendments) New Construction Inspections & Involvement FD consultation on proposed new construction? Yes FD consultation on proposed occupancy changes? Yes Community Risk Assessment/Standards of Cover City of Denton Fire Department 78 Fire Code Enforcement Programs DFD Information FD consultation on proposed tenant improvements? Yes Perform fire & life-safety plan review? Yes Sign-off on new construction? Yes Charges for inspections or reviews? No; only permit fees Perform existing occupancy inspections? Yes Occupancies classification and types inspected? All businesses Special risk inspections? Yes Storage tank inspections? Yes Key-box entry program in place? (Type?) Yes; Knox Hydrant flow records maintained? (Location?) Yes; Denton Water Department General Inspection Program Self-inspection program used? (Who performs?) No Frequency of inspections? Annual Inspection program (describe) Yes; Systems Test annually/Routines annually Citation process in place (describe) Yes; After 4 inspections Court cited to? (Municipal, Hearing Examiner) No Inspections computerized? Yes No. of personnel devoted to inspection program? 9 Fees for specialty inspections? (describe) No As authorized by City Ordinance, the City of Denton has adopted and enforces a fire code, the International Fire Code, 2012 edition, with local amendments. Where practical, local amendments follow those recommended by the Regional Codes Coordinating Committee (RCCC) and its five advisory boards as approved by the North Central Texas Council of Governments (NCTCOG). The adopted code is not the most up-to-date available; both the IFC-2015 and IFC-2018 have been published and are available for adoption. There have been discussions about updating to the 2018 edition of the Code, but no effective date has been established. Plans for new construction of commercial and public buildings include a review of fire and life safety features—means of egress, occupant loads, and fire protection systems before a permit is issued. Fire inspectors work closely with Development Services during the commercial permitting process. Pre-planning of commercial and public buildings is by means of an informal walk-through conducted by operations personnel. Information about fire access, site hazards, fire protection systems, and means of egress is collected and kept in the station’s location record files. During each pre-planning site visit, each location may be inspected for fire/life safety hazards and code violations, with specific emphasis placed on means of egress and fire protection systems, including fire detection, fire control, and fire suppression, both passive and active. Deficiencies and notable code violations are forwarded to the Fire Marshal’s Office for further investigation and correction. Community Risk Assessment/Standards of Cover City of Denton Fire Department 79 Existing property inspections, to identify and cause the correction of fire and life safety hazards, are an essential part of the overall fire protection system. These efforts are most effective when completed by individuals having the proper combination of training and experience, and when completed with appropriate frequency. The department has indicated that the implementation of a self-inspection program for certain low-risk occupancies is a possible goal. Programs of this type have a variety of benefits, with the key among them being the involvement of the occupancy owners in the inspection process. Through the involvement of occupancy owners in the process, a more collaborative relationship evolves and helps to build trust between the two parties. Code enforcement inspections are conducted by certified Fire Inspectors assigned to the Fire Marshal’s Office. As part of this process, information about fire/life safety hazards and code violations is collected and kept in the department’s inspection records management system record book. Information gathered during the inspection process is entered into the department’s code enforcement records management system (RMS) and is readily accessible to other personnel in the department. This information could be converted to GIS layers and used in the calculation of location risk. Emergent conditions are identified for prompt correction and follow-up; all other deficiencies are required to be corrected in accordance with the department’s hazard correction schedule. The Fire Marshal’s Office has been authorized to issue citations for code violations inside city limits; however, this is used most often as a last resort; most compliance issues are resolved through proper education and positive relationships between the inspector and the property owner or representative. During a meeting with the Denton Chamber of Commerce, the Denton Fire Marshal’s Office was recognized for consistent application of the fire code; a desire to reach solution-based alternatives, and a focus on customer service. Fire and life safety inspections are defined as “any inspection of a structure or other property intended to reduce risk through the identification and correction of fire and life safety hazards.” Examples of fire and life safety hazards include the presence of a flammable substance; a dangerous or dilapidated wall, ceiling, or other structural element; improper electrical components, heating, or other building services or facilities; the presence of a dangerous chimney, flue, pipe, main, or stove, or of dangerous wiring; dangerous storage, including storage or use of hazardous substances; or inappropriate means of egress, fire protection, or other fire-related safeguard. Community Risk Assessment/Standards of Cover City of Denton Fire Department 80 The number of fire and life safety inspections performed by the Fire Marshal’s Office since 2009 is shown in the following figure. Figure 54: Fire and Life Safety Inspections Completed, 2009–2018 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 3,622 4,739 4,370 4,310 4,366 4,830 4,066 4,361 3,988 4,142 It was noted that the DFD has recently changed its software methodology to ensure proper record-keeping of the inspections. When complete, the new system is expected to fully integrate with other fire records management systems and provide additional insight into building hazards, corrective actions, and trends that have the potential to reduce fire risk and improve firefighter safety. Another benefit of enhanced documentation could be additional credit during the department’s next ISO survey. Recommendations: • The department should consider (1) a self-inspection program for low-risk occupancies; and (2) cross-training firefighters as Fire Inspectors in order to balance individual workload and staffing requirements with recognized models of efficiency and available funding. Community Risk Assessment/Standards of Cover City of Denton Fire Department 81 Fire and Life Safety Public Education Programs Fire and life safety education programs are intended to inform and educate the community in an effort to reduce the number of emergencies, and to take appropriate actions when an emergency occurs. As such, fire and life safety education programs provide the best chance for minimizing the effects of fire, injury, and illness to the community. Public education outreach by the Denton Fire Department is discussed in the following figure. Figure 55: Fire Safety and Public Education Programs Fire Safety and Public Education Programs DFD Information Fire Safety & Public Education Public education/information officer assigned? Yes Public education in the following areas: Calling 9-1-1? Yes EDITH (exit drills in the home)? Yes Smoke alarm program? Yes Carbon monoxide program? Yes Fire safety (chimney, electrical, cooking, etc.)? Yes Injury prevention (falls, burns, bike helmets, etc.)? No Fire extinguisher use? (describe) Yes; DFD has an extinguisher trainer Fire brigade training? (describe) No Elderly care and safety? (describe) Yes Curriculum used in schools? (describe) Yes; DFD Clown Program Babysitting classes offered? Not anymore CPR courses, BP checks offered? Yes Publications available to public? Yes Bilingual info available? (describe) Yes; some pamphlets have Spanish on them Annual fire prevention report distributed? Yes; Quarterly Juvenile fire-setter program offered? Yes Wildland interface education offered? No Community Risk Reduction Programs/Activities Community risk assessment completed (year)? Yes, 2018 Other plans/planning processes? GAP Analysis CRR program(s) in place (describe below)? Yes American Heart Association Program started in 1992. A monthly BLS healthcare provider class and classes by request from the community. Provide BLS training for all fire department members every two years. Maintain rosters of every class for 3-year period. Students complete an evaluation form at the completion of every course. Measures evaluated: Instructor, AHA program itself, facilities, and overall experience. Community Risk Assessment/Standards of Cover City of Denton Fire Department 82 Public education and outreach are appropriately prioritized in the organization. The level of attention that is paid to the program appears to be appropriate and there do not appear to be any career limitations—the Fire Marshal position is part of the senior leadership team at the Assistant Chief level. There is a dedicated public outreach position and many fundamental community outreach elements are being addressed. The DFD has implemented several public education efforts to improve the safety of the community’s residents and visitors as shown in the previous figure. The next step is to develop performance measures to monitor progress and check results. Public education and outreach are assigned to the Fire Marshal’s Office; the department has established a full-time Public Education Officer position within the organization. That person serves as the program leader for public education activities. One benefit of this concept is the maximum credit for Public Education during the last ISO survey. Recommendations: • The department should continue current community outreach and public education efforts. • The department should consider developing programs that address injury prevention, with an emphasis on college age students and industrial workers; fire warden training for multi-story office buildings, institutional facilities, and industrial locations; and wildland/urban interface fuels reduction and fire prevention. Community Risk Assessment/Standards of Cover City of Denton Fire Department 83 Fire Cause and Origin Investigation Accurately determining the cause of a fire is an essential element of a fire prevention program. When fires are set intentionally, identification and/or prosecution of the responsible offender is critical in preventing additional fires and potential loss of life. Further, if the cause of fires is accidental, it is also of great importance because of knowing and understanding how accidental fires start is the most effective way to identify appropriate fire prevention and public education measures to prevent a reoccurrence. Figure 56: Fire Investigation Programs Fire Investigation Programs DFD Information Fire Cause Determination Fire origin and cause determination? Yes Arson investigation and prosecution? Yes Arson investigation training provided? Yes Persons responsible for investigations? Yes Training and certification level of investigators? TCFP-Fire Investigator, Arson Investigator/TCOLE-Peace Officer Local FIT membership (agency partners)? Yes Process for handling juvenile suspects? Yes, Juvenile Fire Starter Program & SOPs for handling Juveniles Liaison with law enforcement? Yes Scene control practices in place? Yes Photographer available? (describe) Yes; Investigator takes photos Adequate equipment issued to investigators? Yes Evidence collection process in place? Yes Release required for entry? No Reports & records of all incidents made? Yes File, record, & evidence security? (describe) Yes Statistical Collection & Analysis Records kept by computer? Yes Information collected in following areas: Fire incidents by cause/location? Yes Time-of-day & day-of-week? Yes Method of alarm (how received)? Yes; CAD/Phoenix G2/Page out by Dispatch Dispatch times? Yes Response times? Yes Information analyzed & used for planning? Yes; to increase turnout and response times/PSAP requirements Reports made & distributed? Yes FTEs used in data collection & analysis (who)? No Community Risk Assessment/Standards of Cover City of Denton Fire Department 84 The results of fire investigations, if used accordingly, identify public education focus areas, the need for code modifications, and adjustment of fire deployment and training. Definition and mitigation of a community’s fire problem can be achieved via an effective fire cause and determination program. The DFD has three full-time personnel assigned to the Fire Marshal, plus two shift investigators, to conduct cause and origin investigations. Initially, fire investigations for the determination of origin and cause (O&C) start with the ranking Fire Officer on the scene of a fire. At a small incident, a company officer may determine whether a fire has an obvious cause or is undetermined in nature. If on-scene personnel view the fire as questionable or are unsure about the fire’s cause, they will request assistance from the Fire Marshal’s Office to conduct the cause and origin investigation. In situations where arson is believed to have been the cause of a fire, the investigation is turned over to the Fire Marshal’s Office for criminal investigation. DFD’s assigned fire investigators have all received appropriate training and certification in accordance with NFPA 1033 and NFPA 921, and there appears to be an ongoing, formal continuing education (CE) program. There was no discussion about independent peer review to ensure investigations are properly conducted and documented. Data Collection The department utilizes ESO® software for its records management system to record incident data and produce reports. This system allows the department to plan and establish departmental operations and adjust operational procedures. The department does not yet routinely use this software suite to document fire inspections or fire investigations, to determine response time benchmarks and performance, or to determine target hazard risks and locations. However, all these have been considered as part of the department’s ongoing BA (business analysis) initiative. Recommendations: • Verify that evidence and property management programs meet or exceed the requirements of the Texas Association of Property and Evidence Inventory Technicians (TAPEIT) and the accreditation program of the International Association for Property and Evidence, Inc. (IAPE). • Continue efforts to integrate fire prevention and investigation information into the department’s BA and Records Management systems. • Consider the assignment of a Data Analyst position, either part-time or as part of the duties of an existing position. Community Risk Assessment/Standards of Cover City of Denton Fire Department 85 Fire Prevention Staffing There are three widely-used fire service standards used to determine desired staffing levels for fire prevention programs. Each standard includes minimum staffing requirements based on the number of activities to be performed annually. All are similar in that they require adequate staffing—it is how the required number of personnel is calculated that differs. Any of these may be used by a fire department to determine preferred service levels, required staffing, and necessary funding. The following figure shows current fire prevention staffing levels for the Denton Fire Department. Figure 57: Fire Prevention Staffing Fire Prevention Staffing DFD Information Administration Division or branch responsible for prevention? Fire Marshal’s Office Positions in Fire Prevention Fire Marshal 1 Fire Inspectors/Investigators/Public Educators (FTEs) (2) Inspectors, (3) Inspector/Plans Reviewers, (3) Inspector/Investigators, and (1) Public Educator Administrative Assistants (FTEs) 1 Other positions: Assistant Fire Marshal Most of the work regarding fire prevention staffing levels has centered on fire and life safety inspections and code enforcement. The three responsible organizations, standard, and respective requirements are: • Verisk ISO Public Protection Classification (PPC®) Program, Fire Suppression Rating Schedule (FSRS), Section 1000. The jurisdiction must provide adequate personnel to perform fire prevention inspections on all nonresidential structures at least once a year. For the purposes of this section, pre-incident planning inspections with no component for fire prevention enforcement are not fire prevention inspections. • NFPA 1730: Standard on Organization and Deployment of Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education Operations. The AHJ shall determine the minimum resources, personnel, and equipment levels necessary to perform code enforcement and inspection activities. Existing occupancy fire prevention inspection and code enforcement inspection frequencies shall be not less than those specified in the following figure. Figure 58: Frequency of Inspections Risk Classification Inspection Frequency High Risk Every Year Moderate Risk Every 2 Years Low Risk Every 3 Years Source: Adapted from Table 6.7 NFPA 1730, 2016 Edition. Community Risk Assessment/Standards of Cover City of Denton Fire Department 86 • International Accreditation Service® ISO/IEC Standard 17020: Accreditation Criteria for Inspection Agencies (AC98). The inspection body shall employ, or have contracts with, a sufficient number of persons with the required competencies, including, where needed, the ability to make professional judgments, to perform the type, range, and volume of its inspection activities. Of these, the Verisk ISO standard is the most restrictive; it requires annual inspections of all non-residential structures. The IAS ISO/IEC standard is the most flexible and allows the agency to determine the type and volume of inspections. The NFPA 1730 standard requires periodic inspection based on defined risk and occupancy type. Based on community risk, anticipated development, and current staffing levels, ESCI recommends that DFD consider the use of a risk-based inspection model with NFPA 1730 as its basis for future staffing needs. The proposed risk-based inspection model uses a structure’s intended use, occupancy type, and risk as defined by NFPA 1730 to determine the desired inspection frequency and required number of Fire Inspectors. Occupancy types with higher fire or life safety risks are inspected more frequently; occupancy types with lower risks are inspected less often. A proposed conceptual model is shown in the following figure. The actual number of annual inspections is approximate and is subject to change based on the size, configuration, and operational nature of the buildings to be inspected. The actual number of inspectors required is based on the actual time available (total compensated time – leave time) and the time needed to complete each inspection and related tasks. Community Risk Assessment/Standards of Cover City of Denton Fire Department 87 Figure 59: Risk-Based Inspection Plan (Sample) NFPA 1730 Risk Frequency IBC Class Type Count Annual Inspections High Annual A Assembly 96 245 E Educational 24 F Factory 38 H High Hazard 1 I Institutional 28 R Residential, not single-family 34 U Seasonal vendors 12 M Mercantile, large 8 S Storage, High- Pile 4 Medium Every 2 years B Business 889 567 M Mercantile 245 R Residential, single-family 0 Low Every 3 years S Storage, Other 105 42 U Other 20 Total Annual Inspections 854 Total hours required 6,894 Total number of FTE inspection positions required 4.439 Note: The number of FTE personnel required is based on 1,562 available hours per year (2,080-hr. work year at 100% availability minus 344 hours of leave time (vacation, holiday, sick, other) minus an uncertainty factor of 10%). 39 This compares with an ISO PPC® model requirement for 1,481 annual inspections, 12,634 required hours, and 8.1 FTE inspector positions. The risk-based model could result in annual savings of about 47 percent when compared to an ISO annual inspection model. Community Risk Assessment/Standards of Cover City of Denton Fire Department 88 Summary From discussions and observations, it appears that personnel assigned to the Fire Marshal’s Office understand and support the City’s initiatives as described in the Denton Plan 2030 to “Ensure adequate fire and emergency prevention and response to protect the health and safety of the Denton Community and business population.” Specific items of note include ongoing efforts to: • 8.6.1 Plan and provide for fire and emergency services, offices, and supporting facilities adequate to support the level of service policies maintained by emergency services departments. • 8.6.2 Co-locate fire and emergency services facilities close by to other community facilities when possible for land use and operational efficiency. • 8.6.3 Continue to design fire and emergency service facilities to be recognized as notable civic buildings. Reuse and update existing fire and emergency service facilities when possible. • 8.6.6 Focus on prevention programs to heighten awareness, minimize loss, and support a safer community. • 8.6.7 Reduce the possibility of fire in commercial, industrial, and multifamily buildings through development review and a high-quality inspection program. • 8.6.8 Continue and strengthen the City’s participation in the National Incident Management System (NIMS). • 8.7 Establish a framework for the formation of programs to serve Denton’s communities of need. • 8.7.1 Establish a working group consisting of city, county departments, and community leaders to conduct an assessment of the existing programs serving community members in need in Denton. Determine if adequate. Community Risk Assessment/Standards of Cover City of Denton Fire Department 89 Overall Summary The City of Denton is susceptible to hazards, both natural and technological/human-caused. Of the potential hazards that pose risk to the City of Denton, this risk assessment identifies several because of the likelihood of everyday occurrence and/or potential consequences. Figure 60: Hazard-Specific Relative Probability and Severity As shown, EMS-Medical assist calls have the highest probability of occurrence, followed by structures fires, incidents involving hazardous materials, and other human-caused incidents. Incidents involving hazardous materials and structure fires have the highest potential for community impact; however, a low incidence- high consequence event such as a tornado could also cause great damage. Figure 61: Hazard-Specific Relative Risk 35%35% 43%44% 38% 75% 31% 44% 23%26% 37%40%34% 19% 30% 46% 0% 25% 50% 75% 100% Natural Hazards Technological Hazards Human Hazards Structure Fires Non-Structure Fires EMS-Medical Assist Rescue HazmatRelative Community Risk Probability Severity 8%9% 16% 17% 13% 15% 9% 20% 0% 5% 10% 15% 20% 25% Natural Hazards Technological Hazards Human Hazards Structure Fires Non-Structure Fires EMS-Medical Assist Rescue HazmatRelative Community Risk Community Risk Assessment/Standards of Cover City of Denton Fire Department 90 As shown in Figure 61, when probability and impact are combined, hazmat emergencies—primarily large releases at night—pose the greatest relative risk potential within the Denton service area, followed by structure fires, human hazards, and EMS-medical assists. Figure 62: Relative Community Risk As can be seen from the preceding figure, the overall probability of an incident occurring is moderate. The overall severity, or impact, of each incident type, is reduced by the high levels of DFD mitigation efforts— pre-incident preparation and the capabilities of both internal and external resources. Put another way, the risk reduction and fire prevention efforts in the city are reducing overall risk; however, there is still a moderate to high risk of an incident occurring within the city, and when the fire department is called to respond, there is a high likelihood they are needed and the severity of the incident warrants the response. Complete documentation of categorical scoring can be found in Appendix B. It should be understood that it is impossible to include or predict all aspects and indicators of hazards and risk. There are simply too many variables of weather, human behavior, and systems malfunction. Likewise, the potential impact on specific City-provided services may not be the same for all City departments. Thus, it would not be unusual for DFD to rank some hazards higher and others lower than the rankings provided by other City departments. This is reflected in the overall risk assessment found in Appendix F of the City’s Hazard Mitigation Plan. In general, DFD currently has properly trained and prepared personnel, plus well-maintained facilities and equipment, along with appropriate policies and plans to guide the organization in mitigating identified risks. They are currently able to provide appropriate levels of low-to moderate-risk response for the residential, industrial, and large commercial warehouse areas of the service area, and have taken into account their proximity to the larger Dallas metro area to secure additional, external resources through automatic and mutual aid for responses to low-frequency, high-impact incidents. As with most first responder agencies, there are opportunities for enhancements that will be discussed later in this report. ESCI recommends that DFD continue active participation in the process of reviewing and updating both the City of Denton Community Risk Assessment and Hazard Mitigation Plan and the City of Denton annex to the Denton County Hazard Mitigation Plan. In this way, DFD can ensure that plans contain the most accurate and up-to-date information available about community hazards, vulnerabilities, risks, and needs. 43% 32% 0% 25% 50% 75% 100% Probability SeverityRelative Community Risk Community Risk Assessment/Standards of Cover City of Denton Fire Department 91 DEVELOPMENT & POPULATION GROWTH Community Drivers in Development and Growth Denton Plan 2030, the City’s comprehensive plan provides the framework for change and management of growth over a 15-year period. To ensure consistency with that plan, and to reduce the duplication of information, this section provides summary information that is important for the development of needed capabilities by DFD. Detailed information may be found in the City’s planning document. …our Vision of Denton in the year 2030 is one in which we are recognized as a vibrant community of choice. Denton is characterized by its two growing state universities, its friendly, small-town character coupled with its big-city dynamism, its commitment to sustainability, and its culture of innovation, creativity, and authenticity. Our exceptional livability, the diversity of choices available to our people in employment, lifestyle, and neighborhood settings; and our North Texas values and culture define what Denton is and what we have to offer. We have realized our vision by respecting and building on our heritage, leveraging our assets, and making wise choices in guiding sound growth and investment, while balancing priorities for our four Strategic Directions: The Character of Denton. Our People, Institutions, and Government. The Strength of Our Economy. Sound Growth: Our Form and Function.40 Community Design Elements The Denton Plan 2030 envisions a compact development pattern which includes expanded areas of mixed- use, a broad array of housing and retail that meet the expectations of changing demographics and market preferences, with strategic re-investment and infill in established areas of the city. The plan is built on the “compact community” concept of: • An efficient transportation system with a mix of mobility options: a safe and well-connected road network, local and commuter rail transit, and accommodations for pedestrians and cyclists; • A well-planned and staged (phased) approach to the expansion of infrastructure systems; • A “vibrant” Downtown Denton that encourages an urban lifestyle of housing, shopping, arts, and entertainment that supports both day and nighttime activity; • Contiguous, planned growth in undeveloped areas that meet fiscal and environmental goals, while reducing fragmentation, discouraging premature development, protecting open space and greenways, enhancing development value, providing greater choices to landowners, and conserving the city’s future growing room. 40 Denton’s Vision for 2030. From Denton Plan 2030. Community Risk Assessment/Standards of Cover City of Denton Fire Department 92 Given the vast amount of available land area, both inside city limits and in the ETJ, this plan is intended to provide the elements necessary to ensure adequate delivery of fire protection, emergency medical, and related emergency services by the Denton Fire Department. Economic Development The City of Denton has the benefit of a diverse economic base as shown in the following figure. Figure 63: Major Employment Sectors Financially, a minimum of 3 percent annual growth in revenue is needed to sustain the status quo in government services; growth below this level will most likely result in stagnation or the possibility of slow decline. In developing areas, the growth rate must be higher to allow for the introduction of government services into newly-developed areas. Thus, it will be important to understand the impact of tax credits on City revenue and the ability to provide services.41 According to Denton Plan 2030, the economic development policy supports the growth strategy established by City Council by encouraging strategic investment and recruitment of potential growth industries and market opportunities, while maintaining the character and “brand” of the Denton community. The plan encourages community partnerships, workforce development, and a community-wide development strategy that addresses inherent economic and organizational challenges. 41 The 86th Texas State Legislature passed legislation that would limit local government property tax increases to 3.5 percent and 2.5 percent on school district property tax increases. Voter permission at the local level is required to exceed those caps. The changes do not affect new property value (value of new property added to the tax roll, as opposed to existing property). This legislation has been sent to the Governor for signature. Education Services 23.5% Retail and Personal Services 22.4%Office Professional 19.0% Industrial and Manufacturing 18.9% Health Care and Social Assistance 16.2% Community Risk Assessment/Standards of Cover City of Denton Fire Department 93 Housing and Neighborhood Development The Denton Plan 2030 calls for a “safe, livable, and hospitable community of friends and neighbors” that retains the city’s sense of community and shared values while welcoming new arrivals and growing diversity. As such, the plan relies on a compact development concept that provides managed, balanced, and sustainable growth in high-quality, mixed-use urban, suburban, and rural neighborhoods. Foundational to the plan is a vibrant Downtown Denton, compatible infill development in established neighborhoods, and thriving universities that benefit students, faculty, staff, and the non-academic community. Key is the continuation of controlled growth in the city’s ETJ. This is to be accomplished through an interlocal agreement with Denton County and required City approval of subdivision plats and permits in the ETJ. As envisioned, this planning element would ensure that proposed development in the ETJ, including the establishment of Municipal Utility Districts (MUDs) and oil and gas well development, is consistent with the City’s preferred growth concept. Transportation and Infrastructure Development The preferred growth concept described in the Denton Plan 2030 plans for the outward expansion of development, including areas currently in the ETJ, and encourages development patterns that should be able to achieve cost savings by maximizing existing capital facilities, generating revenue from new commercial activity and a diverse housing stock, and increasing the feasibility of added multi-modal distribution systems. The development described in the plan is necessary to provide desired growth but will require costly capital expansion of infrastructure and services. The Denton Plan 2030 calls for the City to attract new economic development by leveraging its strategic location, multi-modal access, and the newly-expanded Denton Enterprise Airport. This will require a robust and well-planned network of major arterial roadways and connectors to minimize congestion and maximize mobility for industry, the public, and first responders. Then plan also requires a well-planned, staged expansion of other infrastructure systems for water, wastewater, and utilities. The Plan identifies financial policies, such as the adoption of development impact fees, to ensure those requiring the expansions of services are bearing the cost to provide a consistent level of service to all development in the city. Public safety response times are an important indicator of service delivery and capital needs. As development in Denton expands outward, the Denton Fire Department will require new stations and capital equipment to maintain levels of service. Therefore, as development intensities shift, citywide levels of service must be constantly monitored to ensure the efficient use and allocation of all capital infrastructure and equipment. Community Risk Assessment/Standards of Cover City of Denton Fire Department 94 POPULATION & SERVICE-DEMAND PROJECTIONS Population History According to the most recent U.S. Census Bureau population estimate (July 2018), the current population of Denton is approximately 138,541, and as shown in the following figure. The population grew steadily from 1950 through 2018, with the greatest growth occurring from 2000 to 2010. As shown, the population of Denton grew by 1,200 people every year (about 2.3 percent) between 1950 and 2000. From 2010 to 2010, the rate of growth almost tripled to about 3,300 people (about 2.9 percent) each year. From 2000 to 2018, the population grew by about 3,100 people (about 2.3 percent) every year. Figure 64: Population History, 1950–2018 Future Population Projections This growth rate shows no signs of abating, and given the large amount of undeveloped land in the city and its ETJ, it is possible for this growth to accelerate even faster in light of greater sensitivity toward economic development and expedited permitting processes.42 From information collected from the U.S. Census Bureau (USCB), the North Central Texas Council of Governments (NCTCOG), and the Denton Plan 2030, the range in population shows some variation, with the Denton Plan 2030 anticipating the most growth. USCB and NCTCOG estimates are more conservative. ESCI used the historical (USCB) estimates for this study that suggests a population of about 217,000 by the year 2040. By 2030, Denton will add approximately 94,000 people, requiring 37,000 additional new housing units... —Denton Plan 2030 42 Why You Won't Even Recognize Denton In 10 Years, Dees Stribling, Bisnow National, February 2019. Retrieved from: https://www.bisnow.com/dallas-ft-worth/news/economic-development/denton-county-poised-for-major-residental-growth-with- commercial-following-those-rooftops-97372. 0 25,000 50,000 75,000 100,000 125,000 150,000 1950 1960 1970 1980 1990 2000 2010 2018 Community Risk Assessment/Standards of Cover City of Denton Fire Department 95 Figure 65: Projected Population Increase, 2010–2040 Future Service-Demand Projections It is not the intent of this study to be a definitive authority for the projection of future population in the DFD service area, but rather to base recommendations for future fire protection and emergency services needs on a reasonable association with projected service demand. Since it is known that the service demand for emergency agencies is based almost entirely on human activity, it is important to have a population-based projection of the future size of the community. Examination of DFD incident data reveals that service demand increased by nearly 17.9 percent from 2014 to 2018, or about 4.5 percent each year. This is about twice the estimated population growth rate (2.3 percent) over the same time period. Based on that, ESCI was able to develop a range of projected increase in service demand—calls for service—from 2015 to 2040. This range was then compared to the historical records to determine a projected increase in service demand, based on a comparison of population-based and historically-based service projections, as shown in the following figure. 0 50,000 100,000 150,000 200,000 250,000 300,000 2010 2020 2030 2040 Historic NTCOG Denton Plan 2030 Community Risk Assessment/Standards of Cover City of Denton Fire Department 96 Figure 66: Projected Service Demand, 2015–2040 There is some disparity between the two projections, per capita and historical. In the DFD service area, the number of actual calls has increased at almost twice the rate estimated from population growth alone. This suggests that the call volume will increase faster than population growth as the fire department’s response models are asked to adopt an “all risks, all hazards” approach to emergency service delivery. This trend is not unique to Denton; it is occurring across the country and is expected to continue. Based on these comparisons, the “best case” demand for fire department services in the Denton service area is projected to increase by 78 percent by the year 2040. This represents an increase of approximately 25.6 percent every five years. 2015 2020 2030 2040 Demand, per capita 12411 13825 15401 17156 Demand, historical 12411 14943 19425 25252 Demand, projected 12411 15588 19579 24591 0 5,000 10,000 15,000 20,000 25,000 30,000 Service Demand, Number of Resposnes Community Risk Assessment/Standards of Cover City of Denton Fire Department 97 Component E: REVIEW OF HISTORICAL SYSTEM PERFORMANCE Community Risk Assessment/Standards of Cover City of Denton Fire Department 98 REVIEW OF HISTORICAL SYSTEM PERFORMANCE Service Delivery and Performance In this section, a review of current service delivery and performance for the Denton Fire/Rescue Department (DFD) was conducted. The operational components of service delivery and performance have been analyzed by ESCI from multiple perspectives including service demand, resource distribution, resource concentration, resource reliability, and response performance. In order to provide the highest level of service to the citizens and visitors of Denton, the sum of all these components must be effective and efficient. This is achieved with efficient notifications of incidents and rapid responses from effectively located facilities with appropriate typed apparatus staffed with an adequate number of properly trained personnel. This section will provide a current analysis of service delivery and response performance in the DFD service area. Service Demand The service demand analysis reviews current and historical service demand by incident type and temporal variation. GIS software provides a geographic display of demand. Data for the service delivery and performance analysis was provided from the department’s Record Management System (RMS), specifically the National Fire Incident Reporting System (NFIRS) records and the CAD system. The NFIRS data was obtained from DFD and was provided for the period January 1, 2014, to March 31, 2019. There were 140 fields of data included for each record. A total of 71,893 records—single incident—were included for the time period. In general, unless otherwise noted, only the full years of 2014 through 2018 were used for the various analyses. The CAD records that were provided included data for the three-year period of 2016 through 2018. For each incident, every unit that responded created a record. In all, 89,536 records were submitted for evaluation, specifically 28,711 for 2016, 30,001 for 2017, and 30,824 for 2018. For the performance analysis, single incident records had to be extracted. This was completed by pulling the best performance in each time category and then removing duplicates. After calculations and duplicate removal, there were 42,062 single unit records left from CAD data. The dataset that was best suited for each analysis was utilized. It should be noted that the total between analyses may differ from figure to figure due to some cases of unreported or misreported data. The following figure displays historical DFD service demand for the previous five calendar years. Community Risk Assessment/Standards of Cover City of Denton Fire Department 99 Figure 67: DFD Service-Demand (2014–2018) Overall, service demand increased by slightly more than 32 percent (32.4%) in the time period displayed in the preceding figure. This represents an average annual increase of 7 percent. The next three figures display DFD’s overall service demand for the previous three calendar years and a breakdown by NFIRS incident category including the total number of annual calls and the annual percentage increase. Figure 68: DFD Service-Demand by NFIRS Incident Type (2014–2018) 11,220 12,411 13,675 14,396 14,854 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 2014 2015 2016 2017 2018 2014 2015 2016 2017 2018 Fires 303 286 306 352 365 Rescue/EMS 7,754 8,382 9,235 9,376 9,939 Service Call 1,069 1,272 1,439 1,809 1,567 Cancelled/Good Intent 1,110 1,332 1,480 1,597 1,743 False Alarms 672 815 884 911 915 Other 312 324 331 351 325 0 2,000 4,000 6,000 8,000 10,000 12,000 Community Risk Assessment/Standards of Cover City of Denton Fire Department 100 The preceding figure illustrates service demand by NFIRS incident type from 2014 to 2018. In this figure and the next two, incidents typed as “Fires” include all types of fires such as structure, wildland, vehicle, etc.; “False Alarms” include manual and automatic fire alarms in which no fire problem was identified. The category titled “Other” includes NFIRS codes such as overpressure rupture (no fire), hazardous conditions (no fire), severe weather and natural disaster, and special incidents. Figure 69: Total DFD Service Demand (2014–2018) The preceding figure illustrates service demand increases from 2014 through 2018. The total number of incidents increased by 3,634 calls between 2014 and 2018, which represents an increase of 32.4 percent. 2014 2015 2016 2017 2018 Total 11,220 12,411 13,675 14,396 14,854 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 Community Risk Assessment/Standards of Cover City of Denton Fire Department 101 The following figure illustrates the variance of incident types as a percentage of the total service demand for DFD. Figure 70: DFD Service-Demand by NFIRS Incident-Type Percentages (2014–2018) Throughout the study period, the incident type percentages vary from a low of 2 percent for incidents typed as “Fire,” to a high of 67 percent for EMS incidents. Clearly, the NFIRS data indicates that EMS incidents comprise the highest percentage of service demand during the study period which is typical of studies performed by ESCI. Fires 2% Rescue/EMS 67% Service Call 11% Canceled/Good Intent 11% False Alarms 6% Other 3% Community Risk Assessment/Standards of Cover City of Denton Fire Department 102 Temporal Variation Demand for services can often occur in cyclical patterns. A temporal variation analysis is helpful in order to determine if there are specific trends during various time measurements where staffing can be modified to better fit the demand. In order to determine if these patterns exist, the following figures display variations by the month of the year, day of the week, and hour of the day. ESCI’s analysis follows each figure. The next figure illustrates service demand for both EMS and Fire/Non-EMS incidents by month during the study period based on CAD data. Figure 71: DFD Service-Demand by Month (2016–2018) As illustrated in the preceding figure, service demand remains relatively consistent throughout the year. The busiest month for DFD is typically October. Over the course of the study period, on average October accounted for over eight percent (8.85%) of the service demand. February was the slowest month accounting for just over seven percent (7.47%) of the total service demand during the study period. The range between the busiest month and the slowest month is just over one percent (1.38%). The next figure continues the temporal analysis with an examination of service demand by day of the week for both EMS and Fire/Non-EMS incidents. 0% 2% 4% 6% 8% 10% EMS Fire/Non-EMS Average Community Risk Assessment/Standards of Cover City of Denton Fire Department 103 Figure 72: DFD Service-Demand by Day of the Week (2016–2018) Similar to the service demand by month, the demand by day of the week remained relatively consistent. Typically, the most noticeable variation occurs during the weekends when service demand decreases. This is expected as more activity occurs during the workweek such as an increase in transient population tied to the retail/commercial labor force. In general, more activity occurs during the workweek. As expected, Saturdays and Sundays exhibit the lowest percentage of service demand in DFD’s service area. During the study period, Sundays accounted for just over 13 percent (13.06%) making it the slowest day on average for service demands. Fridays accounted for an average of over 15 percent (15.12%) of the service demand for DFD making it the busiest day of the week. The range between the busiest day and the slowest day is just over 2 percent (2.06%). The final temporal analysis of service demand examines demand summarized by the hour of the day for both EMS and Fire/Non-EMS incidents and is illustrated in the next figure. 0% 2% 4% 6% 8% 10% 12% 14% 16% EMS Fire/Non-EMS Average Community Risk Assessment/Standards of Cover City of Denton Fire Department 104 Figure 73: DFD Service-Demand by Hour of the Day (2016–2018) Analysis of service demand regarding specific times of the day revolves largely around the activities of the general population with workload increasing during daytime hours and decreasing during nighttime hours as illustrated in the preceding figure. Incident activity is at its highest between 8:00 am and 5:00 pm. Over 50 percent (53.61%) of DFD’s calls for service occurred between these hours which would be expected. The highest incident activity is at 11:00 am with over 5 percent (5.64%) of the total activity per day. The slowest hour for activity is at 4:00 am, which accounted for just fewer than 2 percent (1.98%) of the days call activity during the study period. Of note is that while demand is lower in the early morning hours, residential fatal fires occur most frequently late at night or in the early morning. According to the U.S. Fire Administration, for the period 2013 through 2015, the eight-hour peak period (11:00 pm to 7:00 am) accounted for 47 percent of residential fatal fires and 51 percent of deaths.43 43 Civilian Fire Fatalities in Residential Buildings (2013–2015), Topical Fire report Series Volume 18, Issue 4/July 2017, U.S. Department of Homeland Security, U.S. Fire Administration, National Fire Data Center. 0% 2% 4% 6% 8%Midnight0102030405060708091011Noon1314151617181920212223EMS Fire/Non-EMS Average Community Risk Assessment/Standards of Cover City of Denton Fire Department 105 Geographic Service-Demand Analysis In addition to the temporal analysis, it is useful to examine the geographic distribution of service demand. Utilizing DFD CAD data and GIS software, incident locations were plotted showing the geographical service demands for both fire and EMS incidents during the January 2017 to December 2018 study period throughout the department’s service area. In the following figures, an incident density analysis was completed to determine “Hot Spots,” or areas experiencing the highest levels of service demand. The next figure demonstrates the mathematical density of all incidents, summarized as incidents per square mile. Community Risk Assessment/Standards of Cover City of Denton Fire Department 106 Figure 74: Incident Density (Hot Spot Analysis), 2017–2018 Service demand is distributed widely throughout the DFD service area with a higher incident density located in the central region with incident density decreasing towards the outer regions. The main area of increased density is geographically located to the east of Interstate 35 and to the north and south of Interstate 35 East. The other most notable areas of increased incident densities are two pockets that are located in the west end of the service area geographically located to the west and east of Interstate 35 West. While both fire and EMS incidents are included, a majority of the incidents displayed in the figure are EMS incidents. Community Risk Assessment/Standards of Cover City of Denton Fire Department 107 As can be expected, areas of high incident density are typically linked to areas of higher population counts. The next figure illustrates the population density of the DFD service area, as reported by the 2017 American FactFinder. Figure 75: City of Denton Population Density, 2017 American FactFinder As illustrated in the preceding figure, the areas of highest population count are found near the central area of the City of Denton. This area is geographically located to the east of Interstate 35 and to the north and south of Interstate 35 East. Is should be noted in large part, the areas with the highest population density correspond with the areas of the highest incident density as displayed in the previous figure. Community Risk Assessment/Standards of Cover City of Denton Fire Department 108 Fire-Related Incidents The next figure illustrates incidents categorized as fires in the NFIRS data summarized as incidents per square mile. Figure 76: Fire Incident Density (Hot Spot Analysis), 2017–2018 Fire-only incidents are widely centralized in both the area of highest population density and the central region of the City of Denton which is geographically located to the north and east of Interstate’s 35 and 35 East. Regardless of this centralized distribution of fire incidents, it is important to maintain an initial and effective fire response capability for the entire city footprint. Community Risk Assessment/Standards of Cover City of Denton Fire Department 109 Emergency Medical Incidents The next figure illustrates the distribution of EMS incidents summarized as incidents per square mile. Figure 77: EMS Incident Density (Hot Spot Analysis), 2017–2018 It is apparent in the preceding figure that EMS incidents are the primary driver of service demand in the DFD service area. Similar to fire-only incidents, EMS incidents are widely centralized in both the area of highest population density and the central region of the City of Denton which is geographically located to the north and east of Interstate’s 35 and 35 East. The most notable exception to this would be the west end of the service area geographically located to the west and east of Interstate 35 West where two pockets of increased EMS incident density appear. Community Risk Assessment/Standards of Cover City of Denton Fire Department 110 University of North Texas Included in the most notable area of increased incident density located to the north and east of Interstate’s 35 and 35 East in Central Denton is the University of North Texas’s (UNT) campus. Based on the geographic location of UNT in relation to incident density, ESCI analyzed the amount of both fire and EMS incidents that occurred within the boundaries of the campus from 2017 through 2018. The next figure illustrates fire and EMS incident responses to the UNT campus. Figure 78: Fire and EMS Incidents; University of North Texas, 2017–2018 As illustrated in the preceding figure, a majority of DFD’s overall incidents on the UNT campus were EMS- related. Over the study period, UNT EMS-related incidents accounted for 1.59 percent of the total amount of EMS incidents for DFD. On-campus fire incidents accounted for 0.42 percent of the total amount of fire incidents for DFD. Overall, the 436 incidents located on the UNT campus accounted for 1.49 percent of the total incidents that DFD responded to during the study period. Community Risk Assessment/Standards of Cover City of Denton Fire Department 111 Texas Woman’s University Also included in the area of increased incident density is the campus of the Texas Woman’s University (TWU). Based on the geographic location of the TWU campus, ESCI analyzed the amount of both fire and EMS incidents that occurred within its boundaries from 2017 through 2018. The next figure illustrates fire and EMS incident responses to the campus of TWU. Figure 79: Fire and EMS Incidents; Texas Woman's University, 2017–2018 As illustrated in the preceding figure, a majority of DFD’s overall incidents on the TWU campus were EMS- related. Overall, TWU accounted for 35 fire and EMS incidents during the study period. Community Risk Assessment/Standards of Cover City of Denton Fire Department 112 Resource Distribution In the distribution analysis, ESCI presents an overview of the current facility and apparatus deployment. GIS data is utilized to examine the distribution of resources in the DFD service area. To provide a benchmark for performance, two national performance standards will be utilized, including the ISO criteria and the National Fire Protection Association (NFPA) standards. These are important standards for comparison purposes because while ISO focuses on fire suppression capabilities for insurance purposes, NFPA standards establish a foundation for overall system benchmarking for fire suppression, rescue, and other activities fire departments could be required to perform. The distribution of resources is examined by geographical location and by travel time over the existing road network. In addition, the water system (hydrant) distribution and coverage are evaluated. ISO Distribution The Insurance Services Office (ISO) is a national insurance industry organization that evaluates fire protection for communities across the country. ISO assesses all areas of fire protection as broken down into four major categories, including emergency communications, fire department, water supply, and community risk reduction. Following an on-site evaluation, an ISO rating, or specifically, a Public Protection Classification (PPC®) number is assigned to the community ranging from 1 (best protection) to 10 (no protection). The PPC® score is developed using the Fire Suppression Rating Schedule (FSRS), which outlines subcategories of each of the major four categories, detailing the specific requirements for each area of evaluation. A community’s ISO rating is an important factor when considering fire station and apparatus distribution and deployment due to its effect on the cost of fire insurance for the residents and business owners. The ability of a fire department to arrive on the scene of an incident equipped with personnel, equipment, and water sufficient to effectively mitigate a fire is a critical factor during an ISO evaluation. To determine whether or not a structure is eligible to receive a PPC rating better than 10, a measure of five road miles from a fire station is generally used. Typically, areas outside of five road miles may be subject to a split ISO rating if the fire department can demonstrate sufficient fire flow is available. In addition, to receive maximum credit for station and apparatus distribution, ISO evaluates the percentage of the community (contiguously built upon area) that is within specific distances of both engine/pumper companies (1.5 miles) and aerial/ladder apparatus (2.5 miles). The following figure illustrates engine company distribution for the DFD service area and the roadways within the ISO required 1.5 miles of travel distance. Community Risk Assessment/Standards of Cover City of Denton Fire Department 113 Figure 80: Study Area Station Distribution, ISO 1.5-Mile Engine Company Criteria DFD operates engine companies from Stations 1, 2, 3, 4, 6, and 7. As would be expected, the areas centrally located around these stations meet the 1.5-mile ISO requirement. While a high percentage of the City of Denton falls within 5 miles of travel distance from a DFD fire station, a noticeable exception would be the western area, which is located north of the City of Argyle. It should also be noted that this area has been identified as an area of increased incident density. The following figure illustrates aerial company distribution for the DFD service area, and the roadways within the ISO required 2.5 miles of travel distance. Community Risk Assessment/Standards of Cover City of Denton Fire Department 114 Figure 81: Study Area Station Distribution, ISO 2.5-Mile Aerial Company Criteria DFD operates two aerial/ladder companies that are housed at Stations 1 and 5. This limited deployment reduces the percentage of the service area that meets the 2.5-mile ISO requirement. As would be expected, the area centrally located around Stations 1 and 5 are the only regions of the service area meeting this requirement. Community Risk Assessment/Standards of Cover City of Denton Fire Department 115 NFPA 1710 The ISO Public Protection Classification (PPC®) program only addresses fire suppression activities and is primarily concerned with the geographic coverage of property. For jurisdictions such as DFD that respond to all types of emergencies, the travel time required to respond from a fire station to any type of emergency call for service is of equal importance. The national consensus standard NFPA 1710 provides travel time goals for fire, EMS, and special operations emergency responses.44 The following figures demonstrate travel time over the existing road network, using the parameters of the NFPA 1710 standard. Travel time is calculated using the posted speed limit and adjusted for negotiating turns and intersections. The NFPA 1710 standard specifies that career staffed fire departments deploy resources such that 90 percent of emergency service demand can be reached in four minutes’ travel time or less. Additionally, the standard recommends that the full first alarm assignment should arrive in eight minutes’ travel or less at a fire suppression incident (measured at the 90th percentile). This means that all units needed to conduct fire suppression operations must arrive on the scene and commence operations within that period of travel time. The next figure illustrates DFD travel time capabilities from the currently staffed fire stations. 44 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association, 2010). Community Risk Assessment/Standards of Cover City of Denton Fire Department 116 Figure 82: 4 and 8-Minute Travel Time, NFPA 1710 Criteria The quality and connectivity of the street network, traffic, geography, and barriers can all affect potential travel time performance. The street network in the City of Denton provides relatively good access through the service area, especially throughout the area of increased population density and increased incident density, which is geographically located to the east of Interstate 35 and to the north and south of Interstate 35 East. However, there are gaps in the travel time coverage illustrated in the preceding figure. Most notably, the west end of the service area geographically located to the west and east of Interstate 35 West which also includes the Denton Enterprise Airport (DTO) largely falls outside of both the four- and eight-minute travel time criteria. Community Risk Assessment/Standards of Cover City of Denton Fire Department 117 The next figure analyzes the percentage of emergency incidents within four- and eight-minutes’ travel of a DFD station. Figure 83: Travel Time Model and Emergency Service Demand, January 2017–December 2018 While the preceding figure shows a large percentage of DFD’s emergency incidents occur within four- and eight-minutes’ travel of a DFD station, there is an obvious pocket of incidents that fall outside of this travel time criteria. This area has previously been identified as an area of increased call density and is geographically in the western end of the City of Denton. Community Risk Assessment/Standards of Cover City of Denton Fire Department 118 It should be noted that the NFPA 1710 standard is not mandated or codified. However, it is an industry best practice and should be viewed as a desirable goal. Also, note that the travel time model does not measure actual travel time performance. The model demonstrates potential travel time, assuming all apparatus are in quarters and available. Actual DFD response performance is discussed in the Response Performance section of this report. Resource Concentration Accepted firefighting procedures call for the arrival of the entire initial assignment or Effective Response Force (sufficient apparatus and personnel to effectively deal with an emergency based on its level of risk) within a reasonable amount of time. The National Fire Protection Association (NFPA) Standard 1710 specifies that this reasonable amount of time equals eight minutes of travel time. Specifically, the 1710 standard states that the full first alarm assignment for a moderate risk structure fire (single story residential structure) should arrive within eight minutes’ travel. This is to ensure that enough personnel and equipment arrive in a timely manner to safely control a fire or mitigate an emergency before there is substantial damage or injury. The next figure examines DFD’s ability to assemble multiple resources across its service area by illustrating the number of personnel that can be assembled in eight minutes or less. Community Risk Assessment/Standards of Cover City of Denton Fire Department 119 Figure 84: Effective Response Force (ERF), 8-Minute Travel The preceding figure illustrates that the central portion of the DFD service area is within eight minutes’ travel time or less of an effective response force (ERF) of either 15 to 20 personnel (recommended for mitigation of single-family dwelling fires) or 20 to 35 personnel (recommended for apartment, strip mall, and commercial fires). The ability for DFD to assemble and ERF diminishes in the outer areas of the service area due to a decreased concentration of resources. This is most obvious in the western portion of the service area north of the City of Argyle. It should be noted that this area was also previously identified as an area of increased service demand. Community Risk Assessment/Standards of Cover City of Denton Fire Department 120 Resource Reliability The workload of emergency response units can be a factor in response time performance. If a response unit is unavailable for any reason, then a unit from a more distant station (or mutual/automatic aid department) must respond. This can obviously increase the overall response time. Although fire stations and units may be distributed in a manner to provide quick response, as illustrated previously in the deployment model, that level of performance can only be obtained when the response unit is available in its primary service area. Call Concurrency Concurrent incidents and the amount of time individual units are committed to an incident can affect a jurisdiction’s ability to muster enough resources to respond to additional emergencies. The higher number of calls that occur at the same time can drastically stretch available responses, thus leading to extended response times from more distant resources. In the following figure, ESCI examines 2016 through 2018 incidents for DFD to find the frequency that the jurisdiction is handling multiple calls. Figure 85: Concurrent Incidents (2016–2018) No. of Incidents 2016 2017 2018 1 42.90% 34.02% 48.58% 2 25.28% 38.78% 33.88% 3 18.91% 19.13% 12.84% 4 or More 12.9% 8.07% 4.70% On average, during the three-year study period, single incidents accounted for over 41 percent (41.83%) of the overall incidents for DFD. Over 32 percent (32.65%) of the time two incidents were occurring in DFD’s service area, which indicates that over 25 percent (25.52%) of the time, DFD is mitigating three or more incidents at once reducing its available resources. These figures indicate that a majority of the time, DFD is operating at concurrent incidents. DFD did not have available data to indicate the percentage of fire calls not handled by first-due companies. ESCI recommends developing a method to track those calls to give a better indication of resource usage. Unit Hour Utilization Unit hour utilization (UHU) describes the amount of time that a unit is not available for response because it is already committed to another incident. The larger the number, the greater its utilization, and the less available it is for assignment to subsequent calls for service. UHU rates are expressed as a percentage of the total hours in a year. The next figure displays the total time DFD apparatus were committed to an incident from 2016 through 2018, according to the CAD records provided. Community Risk Assessment/Standards of Cover City of Denton Fire Department 121 Figure 86: UHU Rates, 2016–2018 Unit Incident Count Total Time Average Time UHU Battalion Chief 1 1,613 1076:57:07 0:40:04 4.09% Engine 1 8,668 3052:38:50 0:21:08 11.61% Engine 2 8,176 3549:04:20 0:26:03 13.49% Engine 3 7,951 3055:55:42 0:23:04 11.62% Engine 4 5,274 2044:51:58 0:23:16 7.77% Engine 6 9,052 4086:39:49 0:27:05 15.54% Engine 7 2,370 1231:54:16 0:31:11 4.68% Medic 1 7,031 4475:58:07 0:38:12 17.02% Medic 2 5,913 4009:38:57 0:40:41 15.24% Medic 3 5,919 3400:33:45 0:34:28 12.93% Medic 4 977 648:43:38 0:39:50 9.8% Medic 5 5,925 3983:32:54 0:40:20 15.14% Medic 6 5,289 3685:27:09 0:41:49 14.01% Medic 7 1,708 1409:56:25 0:49:32 5.36% Medic 8 3,873 2494:43:18 0:38:39 15.0% Quint 5 6,417 2777:09:30 0:25:58 10.56% Truck 1 1,875 859:18:28 0:27:30 3.27% Average Units Above 0:33:28 11.0% The preceding figure illustrates that the average time each DFD apparatus was committed to an incident over the two-year study period was just over 30 minutes (33:28). This places the DFD apparatus at an average UHU of 11 percent during the study period. It should be noted that Medic 4 was not placed in service until April 4, 2018, which is the reason for the low UHU for that unit. Further, ESCI has found that UHU rates in the range of 25 to 30 percent can negatively affect response performance and possibly lead to personnel burnout issues. UHU rates higher than 30 percent tend to cause system failure in other areas, such as response time performance and fire effective response force (ERF) delivery degradation. When UHUs approach and exceed 30 percent, this implies that units are not available at least 70 percent of the time in their first due areas. It should also be noted that this analysis only looks at incident activity and does not measure the amount of time dedicated to training, public education and events, station duties, or additional duties as assigned. In May 2016, Henrico County (VA) Division of Fire published an article after they studied their department’s EMS workload.45 The commitment factors discussed were calculated as ESCI has calculated UHU for DFD. As a result of the study, they developed a general commitment factor scale for their department. 45 How Busy Is Busy?; Retrieved from https://www.fireengineering.com/articles/print/volume-169/issue-5/departments/fireems/how- busy-is-busy.html. Community Risk Assessment/Standards of Cover City of Denton Fire Department 122 The next figure illustrates a summary of these findings as it relates to commitment factors. Figure 87: Commitment Factors as Developed by Henrico County (VA) Division, 2016 Factor Indication Description 0.16–0.24 Ideal Commitment Range Personnel can maintain training requirements and physical fitness and can consistently achieve response time benchmarks. Units are available to the community more than 75 percent of the day. 0.25 System Stress Community availability and unit sustainability are not questioned. First-due units are responding to their assigned community 75 percent of the time, and response benchmarks are rarely missed. 0.26–0.29 Evaluation Range The community served will experience delayed incident responses. Just under 30 percent of the day, first-due ambulances are unavailable; thus, neighboring responders will likely exceed goals. 0.30 “Line in the Sand” Not Sustainable: Commitment Threshold—the community has less than a 70 percent chance of timely emergency service and immediate relief is vital. Personnel assigned to units at or exceeding 0.3 may show signs of fatigue and burnout and may be at increased risk of errors. Required training and physical fitness sessions are not consistently completed. Response Performance In the performance analysis, ESCI examines emergency incident response time performance within the DFD service area. The data used for this analysis is January 2016 through December 2018 emergency responses extracted from DFD data. Mutual aid incidents outside the study area, data outliers, and invalid data are removed from the data set whenever possible. Response performance is measured from when the fire apparatus is dispatched to when the first fire department unit arrives on the scene. In analyzing response performance, ESCI generates percentile measurements of response time performance of DFD. The use of percentile calculations for response performance follows industry best practices and is considered a more accurate measure of performance than “average” calculations. Commonly, the “average” measure is used as a descriptive statistic also called the mean of a data set. The reason to not use averages for performance standards is due to the fact that they may not accurately reflect the performance for the entire data set and may be skewed by data outliers. One particularly good or bad value could skew the average for the entire set. Percentile measurements are a better measure of performance since they show that most of the data set has achieved a particular level of performance. Community Risk Assessment/Standards of Cover City of Denton Fire Department 123 Fire service best practice documents such as the Center for Public Safety Excellence (CPSE) Community Risk Assessment: Standards of Cover, 6th Edition and the National Fire Protection Association (NFPA) 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments recommend measuring emergency response time performance at the 90th percentile; meaning 90 percent of emergency responses occur in the stated value or less.46, 47 In basic terms, the 90th percentile means that ten percent of the values are greater than the value stated, and all other data is at or below this level. This can then be compared to the desired performance objective to determine the degree of success in achieving the goal. Industry best practices recommend measuring response performance from the time the emergency call is received at the dispatch center to the arrival of the first fire department apparatus. Tracking the individual components of the total response time allows for identifying deficiencies and areas for improvement. While progressing through the performance analysis, it is important to understand that each of the components of response performance is not cumulative. Each is analyzed as an individual component and the point at which the fractile percentile is calculated exists in a set of data unto itself. Figure 88: NFPA 1710 Response Time Measurements 46 Center for Public Safety Excellence (CPSE) Community Risk Assessment: Standards of Cover, 6th Edition. 47 NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments (National Fire Protection Association, 2016). Community Risk Assessment/Standards of Cover City of Denton Fire Department 124 The response time continuum, the time between when the caller dials 911 and when assistance arrives, is comprised of several components. The following are the individual components analyzed by ESCI which are also illustrated in the preceding figure. • Call Processing Time—The amount of time between when a dispatcher answers the 911 call and resources are dispatched. • Turnout Time—The time interval between when units are notified of the incident and when the apparatus are responding. • Travel Time—The amount of time the responding unit actually spends on the road to the incident. • Response Time—A combination of turnout time and travel time. This is the most commonly utilized measure of fire department response performance. • Total Response Time—The time interval from the receipt of the alarm at the dispatch center to when the first emergency response unit is initiating action or intervening to control the incident. Total response time is the amount of time a resident or business waits for resources to arrive at the scene of an emergency beginning when they first call 911. This process begins for DFD once the appropriate unit is dispatched by the communications center. The NFPA standard for call processing is derived from NFPA 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. Similarly, NFPA 1710 provides response time measurements for career fire departments and is considered an industry best practice. The next figure illustrates these standards. Figure 89: NFPA 1710 Standard for Fire/EMS Responses Response Interval NFPA Standard Alarm Processing (NFPA 1221) 60 seconds or less at 90% for High Acuity Calls Turnout Time 60 seconds or less at 90% for EMS 80 seconds or less at 90% for Fire and Special Operations Travel Time 240 Seconds or less at 90% for the first arriving unit While ISO does not specify these specific numbers under its “Fire Department” section of the FSRS PPC® review, they do describe the expectation under “deployment analysis.” Specifically, ISO states that “the timing is in accordance with the general criteria in NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments.” Community Risk Assessment/Standards of Cover City of Denton Fire Department 125 Call Processing The call processing component includes the time at which dispatch receives the call to when the resources are dispatched. Dispatch is handled by the City of Denton Public Safety Communication Center. This is a combined dispatch center handling police, fire, and EMS dispatching. The next figure illustrates call processing performance for DFD’s response area. Figure 90: Call Processing, 2016–2018 As illustrated in the preceding figure, overall call processing times within the DFD’s service area during the study period (January 2016 through December 2018) falls outside of the 60-second recommendation. It should be noted that many incidents categorized as “other” appear to be law enforcement related that only received a law enforcement response that was followed later by a request for fire department resources. 02:04 02:03 10:56 02:38 01:00 01:00 01:00 01:00 0:00:00 0:02:00 0:04:00 0:06:00 0:08:00 0:10:00 0:12:00 EMS Fires Other Overall Benchmark 90th Percentile Community Risk Assessment/Standards of Cover City of Denton Fire Department 126 Turnout Time The turnout time component begins when emergency personnel are notified to respond by the dispatch center and ends when an apparatus begins to respond. Turnout time is an important piece of total response performance and can be influenced by factors such as station design, apparatus staffing, and the performance of the assigned personnel. Because of this, turnout time is one area of the overall response time that field personnel have some ability to control. The next figure illustrates DFD 90th percentile turnout time performance for the first apparatus on-scene at an emergency incident. Figure 91: Turnout Time, 2016–2018 NFPA 1710 provides a recommendation of 60 seconds for turnout time with an extra 20 seconds added to the turnout time recommendation for fire and special operations responses. DFD exceeds these recommendations in all noted categories. On fire incidents, DFD exceeded the benchmark by 29 seconds while on average for all other incident types, DFD exceeded the benchmark by 53 seconds. 01:49 01:49 02:00 01:52 01:00 01:20 01:00 01:00 0:00:00 0:01:00 0:02:00 0:03:00 EMS Fires Other Overall Benchmark 90th Percentile Community Risk Assessment/Standards of Cover City of Denton Fire Department 127 Travel Time Travel time is the time from when an apparatus leaves the station to when the apparatus reaches the scene of the emergency. Travel time is one component of total response time that is rarely controllable by fire department personnel. The existing road network, traffic congestion, geographic barriers, and the size of the service area all play critical roles in travel time performance. The next figure illustrates travel time performance throughout DFD’s service area. Figure 92: Travel Time, 2016–2018 As illustrated in the preceding figure, DFD exceeds the NFPA 1710 benchmark in all categories. The travel time performance does not vary much between the different incident types, with the exception of incidents coded as “fires.” On fire incidents, DFD exceeded the benchmark by 5 minutes, 8 seconds while on average for all other incident types, DFD exceeded the benchmark by 3 minutes, 17 seconds. 06:38 09:08 08:11 07:04 04:00 04:00 04:00 04:00 0:00:00 0:02:00 0:04:00 0:06:00 0:08:00 0:10:00 EMS Fires Other Overall Benchmark 90th Percentile Community Risk Assessment/Standards of Cover City of Denton Fire Department 128 Response Time As previously discussed, the most commonly utilized measure of fire department response is a combination of turnout time and travel time, referred to as response time or response performance. This is the time when fire personnel are notified of an incident by dispatch to when the first apparatus arrives on the scene. The next figure illustrates emergency response performance for DFD’s service area. Figure 93: Response Time, 2016–2018 NFPA 1710 provides a recommendation of 60 seconds for turnout time and 4 minutes for travel time, which totals 5 minutes for response time. An extra 20 seconds is added to the turnout time recommendation for fire and special operations responses. DFD exceeds these recommendations in all noted categories. On fire incidents, DFD exceeded the benchmark by 5 minutes, 20 seconds, while on average for all other incident types, DFD exceeded the benchmark by 3 minutes, 41 seconds. 08:00 10:40 09:34 08:29 05:00 05:20 05:00 05:00 0:00:00 0:02:00 0:04:00 0:06:00 0:08:00 0:10:00 0:12:00 EMS Fires Other Overall Benchmark 90th Percentile Community Risk Assessment/Standards of Cover City of Denton Fire Department 129 Mutual and Automatic Aid Systems DFD has signed mutual aid agreements with communities in the surrounding area. The fire chiefs associated with the mutual aid agreements meet every two months. Mutual aid is typically employed on an “as needed” basis where units are called for and specified one by one through an incident commander and are dispatched through Denton County Communications. Automatic aid agreements differ from mutual aid agreements in that under certain mutually agreed-upon criteria, resources from the assisting agency are automatically dispatched as part of the initial response as built into run cards. These agreements facilitate closest unit dispatch to emergencies in boundary areas and allow for the dispatch of additional apparatus and personnel to specific predefined emergencies. DFD has a signed automatic aid agreement with ESD #1 (Argyle FD) and also shares the cost of a joint fire station, which is staffed with Argyle personnel. Mutual and automatic aid responses are incorporated in the DFD dispatch protocols. The following figure displays DFD mutual and automatic aid responses summarized by year for 2016 through 2018. Figure 94: DFD Mutual/Automatic Aid Summary (2016–2018) Type 2016 2017 2018 Mutual Aid Received 17 23 18 Automatic Aid Received 32 8 6 Mutual Aid Given 78 84 102 Automatic Aid Given 10 9 14 Other Aid Given – 1 – Net (Aid Given – Received) (-39) (-63) (-92) In the time period illustrated in the preceding figure, DFD provided aid to neighboring jurisdictions 298 times while receiving aid 104 times. This shows a net benefit of (-194) for both mutual and automatic aid agreements. Community Risk Assessment/Standards of Cover City of Denton Fire Department 130 Component F: PERFORMANCE OBJECTIVES & MEASURES Community Risk Assessment/Standards of Cover City of Denton Fire Department 131 PERFORMANCE OBJECTIVES & MEASURES For a fire department to plan effectively and make appropriate decisions regarding the deployment of resources, it needs to use clearly identified criteria, response performance objectives (targets), and quantifiable means of measuring actual response relative to targeted objectives. To do so, ESCI advises that performance objectives and measures be developed using the “SMART” acronym, meaning that targets should be: ✓ Specific ✓ Measurable ✓ Attainable ✓ Relevant ✓ Timely ESCI emphasizes the importance of the establishment of response performance metrics by every fire department. Once established, these standards result in measurable goals for service delivery, which then form the foundation upon which planning for deployment of resources is based. Absent these processes, the organization is not able to determine where it needs to go, nor is it able to know when it is achieving its goals and meeting the community’s expectations. Response Objectives and Measures While the DFD has adopted a turnout time goal for fire incidents of 80 seconds and 60 seconds for EMS incidents (NFPA 1701), the department has not developed response time standards. Additionally, the dispatch center has developed call processing time standards. DFD lists a standard for the assembly of a full first alarm assignment for a moderate risk structure fire (a typical 2,000 square-foot, two-story single-family dwelling without a basement and no exposures), which it defines as three engines, one ladder, two medic units, and a battalion chief. This is often referred to as an Effective Response Force (ERF). This standard on all fire responses exceeds the NFPA 1710 standard of 17 firefighting personnel for a low and moderate structure fire response. This response standard can be met without the use of mutual or automatic aid. Community Risk Assessment/Standards of Cover City of Denton Fire Department 132 Figure 95: Effective Response Force (ERF) Based on Risk Classification Denton Fire Department Defined ERF Hydranted Areas Unit Type/Staff Moderate Risk High Risk Maximum Risk1 Engine 3/9 4/12 4/12 Ladder 1/4 1/4 1/4 Battalion Chief 1/1 1/1 1/1 Medic 2/4 3/6 3/6 Total 7/18 9/23 9/23 1 Initial response—If working fire then 2-alarm. The question then becomes whether existing response objectives align with standards and best practices, community expectations, agency capability, and a variety of other considerations. It is important to understand that response standards should be developed by the individual community, based on the expectations of elected officials and citizens balanced against the financial aspect of what a community is able and willing to afford. For this reason, ESCI cannot establish these standards, but rather will provide guidance and information with which the agency can determine whether its current standards equate to what would be acceptable metrics. Community Expectations and Performance Goals Obtaining and understanding the expectations and concerns of the community is an important step in the creation of performance goals. Community Outcome Goals were presented previously in this report. Critical Tasks, Risk, and Staffing Performance Critical Tasking and Alarm Assignments According to FEMA, the City of Denton is urban, but in reality, the department service area is mostly a suburban type of community. In 2000, it was estimated that only 40 percent of the available land in Denton was developed. The fire department should have the resources needed to effectively mitigate the incidents that have the highest potential to impact the community negatively. As the actual or potential risk increases, the need for higher numbers of personnel and apparatus also increases. With each type of incident and corresponding risk, specific critical tasks need to be accomplished, and certain numbers and types of apparatus should be dispatched. This section considers the community’s risks identified previously in the report and illustrates the number of personnel that are necessary to accomplish the critical tasks at an emergency. Work at fire emergencies can be categorized into two key components—life safety and fire flow. Life safety relates to the number of building occupants, their location within the structure, their status, and their ability to take self-preservation action. Life safety tasks involve the search, rescue, and evacuation of victims. The fire flow component creates an environment within the building that allows entry by firefighters and/or the escape of occupants, as well as the delivery of enough water to extinguish the fire. This helps to create an environment within the building that allows entry by firefighters. Community Risk Assessment/Standards of Cover City of Denton Fire Department 133 The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of fires. In the absence of adequate personnel to perform concurrent action, the commanding officer must prioritize the tasks and complete some in chronological order, rather than concurrently. These tasks include: • Command • Scene safety • Search and rescue • Fire attack • Salvage • Water supply • Pump operation • Ventilation • Backup/rapid intervention • Environmental protection A critical task analysis also applies to non-fire type emergencies including medical, technical rescue, and hazardous materials emergencies. Numerous simultaneous tasks must be completed to effectively control an emergency. The department’s ability to muster needed numbers of trained personnel quickly enough to make a difference is critical to successful incident outcomes. The following definitions and discussion apply to the process for classifying risk which will lead to an illustration of the minimum emergency incident staffing recommendation. Low Risk—A risk category measurement at a low level where threats are measured considering the probability of occurrence, and hazard, danger, or loss is measured in consequence. Moderate Risk—A risk category measurement at a moderate level where threats are measured considering the probability of occurrence, and hazard, danger, or loss is measured in consequence. High Risk—A risk category measurement at a high level where threats are measured considering the probability of occurrence, and hazard, danger, or loss is measured in consequence. Maximum Risk—A risk category measurement at a maximum level where threats are measured considering the probability of occurrence, and the hazard, danger, or loss is measured in consequence. These risk categories are based on a three-axis risk calculation method. This method allows an agency to assign a numeric value to each axis, which represents Probability, Consequence, and Impact. The surface area of the triangle helps to determine the magnitude of the risk. The greater the surface area the greater the risk score. The next figure is an example of a medium risk score—moderate risk. Community Risk Assessment/Standards of Cover City of Denton Fire Department 134 Figure 96: Three Axis Calculation Method Example A community assesses its risks based on the preceding model. Specifically, the three factors are defined as follows: Probability—What is the likelihood that an incident will occur at the location? Community Consequence—What is the level of impact on the community an incident would have if the property were destroyed or deemed unusable? The consequence to the community was based on the loss of life or debilitating injury, financial loss to the community, and effect on community infrastructure. Agency Impact—What would be the potential impact drawn on the fire department of an incident at this location against the available operational forces based on the critical tasks associated with the incident. Specifically, would an incident require a greater amount of resources because of the property characteristics, use, or location, and would this affect the department’s ability to fulfill its mission in other areas? The next figure is an example of staffing needs based on the risk and its classification. 0 2 4 6 8 Consequence Probability Impact Moderate Risk Example Community Risk Assessment/Standards of Cover City of Denton Fire Department 135 Figure 97: Example of Critical Task Staffing Analysis based on Risk48 Firefighter Personnel Needed Based on Level of Risk Structure Maximum Risk Structure High Risk Structure Moderate Risk Non- Structure Low Risk Attack line 4 4 2 2 Back-up line 2 2 (2) Support for hose lines/Water Supply 3 2# Ventilation 4 2 2 Search and rescue 4 2 2 Forcible Entry/Support 2 2 Standby/Rapid intervention team 4 2 2 Driver/Pump Operator 1 1 1 1 2nd Apparatus/Ladder Operator 1 Command 2 1 1 1# Communications/Safety 1 1 1 Accountability 1 Rehabilitation 2 Building Fire Pump Monitor (1) Attack line—Floor Above the Fire 2 Evacuation Management Teams 4 Elevator Operations Manager 1 Lobby Operations 1 Transport Equipment to Staging 2 EMS Crews 4 Division/Group Supervisors 4 Total 40–41 28 16–17 3–6 ( ) indicates tasks may not be required at all incidents. # indicates task may be completed concurrently with others. 48 Adapted from “Community Risk Assessment: Standards of Cover,” 6th edition; Center for Public Safety Excellence. Community Risk Assessment/Standards of Cover City of Denton Fire Department 136 As a comparison, the next figure is from NFPA 1710 and illustrates the critical staffing for tasks associated with various types of structural fires. Figure 98: Example of Tasks and Staff Required as Defined in NFPA 171049 Task Single- Family Dwelling1 Open-Air Strip Mall2 Apartments3 High-Rise4 Command 1 2 2 2 Apparatus Operator 1 2 2 1 Handlines (2 members on each) 4 6 6 4 Support Members 2 3 3 Victim Search & Rescue Team 2 4 4 4 Ground Ladders/Ventilation 2 4 4 Aerial Operator (if ladder used) 1 1 1 Initial Rapid Intervention Team 2 4 4 Initial Medical Care Component 2 2 Building Fire Pump Monitor 1 Hoseline–Floor Above Fire 2 Rapid Intervention Team 4 Accountability Officers (fire floor & floor above) 4 Evacuation management teams 4 Elevator Operations Manager 1 Incident Safety Officer 1 Interior Staging Manager 1 Member Rehabilitation 2 Vertical Ventilation Crew 4 Lobby Control 1 Transport Equipment 2 External Base Operations 1 EMS Crews with Transport 4 Total Required: 15 28 28 43 1Typical 2,000 sq-ft., two-story single-family dwelling without a basement and no exposures. 2Typical open-air strip mall/shopping center ranging from 13,000 to 196,000 sq-ft. 3Typical 1,200 sq-ft. apartment within a three-story, garden-style apartment building. 4Building with the highest floor greater than 75 feet above the lowest level of fire department vehicle access. 49 NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2016. Community Risk Assessment/Standards of Cover City of Denton Fire Department 137 Critical Tasking Critical tasks are those activities that must be conducted early on and in a timely manner by firefighters at emergency incidents in order to control the situation, to stop loss, and to perform necessary tasks required for a medical emergency. A fire department is responsible for ensuring those responding companies can perform all the described tasks in a prompt, efficient, and safe manner. These are the minimum number of personnel needed by incident type. More personnel will be needed for incidents of increased complexity or size. The next figure is a critical tasking summary provided by DFD. Figure 99: DFD Critical Tasking Task Number of Personnel STRUCTURE FIRE (HYDRANTED) TASKS Command 1 Safety 1 Pump Operations 1 Attack Line 2 Back-up Line 3 Search and Rescue 2 Ventilation 2 RIT 3 Other (hydrant) 3 Total: 18 STRUCTURE FIRE (NON-HYDRANTED) TASKS Command 1 Safety 1 Pump Operations 1 Attack Line 2 Back-up Line 3 Search and Rescue 4 Ventilation 3 RIT 3 Water Tender Operator 2 Total: 20 WILDLAND FIRE: HIGH RISK Attack Line 6 Structure Protection 3 Water Supply (mutual aid) 3 Total: 12 Community Risk Assessment/Standards of Cover City of Denton Fire Department 138 Task Number of Personnel WILDLAND FIRE: LOW RISK Attack Line 6 Water Tender Operator 3 Other (mop-up, overhaul, line) 3 Total: 12 AIRCRAFT EMERGENCY Command/Safety 1 Aircraft Fire Suppression 3 Attack Line 3 Back-up Line 3 Rescue 3 Emergency Medical Care 4 Water Supply 3 Total: 20 HAZARDOUS MATERIALS: HIGH RISK Command/Safety 1 Aircraft Fire Suppression 3 Pump Operations 6 Attack Line 3 Back-up Line 3 Total: 16 HAZARDOUS MATERIALS: LOW RISK Research/Support 2 Entry team, and backup team 4 Total: 6 EMERGENCY MEDICAL SERVICES Patient Management 3 Patient Care 2 Total: 5 MOTOR VEHICLE COLLISION: NO ENTRAPMENT Scene Management/Documentation 6 Patient Care/Extrication 2 Total: 8 Community Risk Assessment/Standards of Cover City of Denton Fire Department 139 Task Number of Personnel MOTOR VEHICLE COLLISION: WITH ENTRAPMENT Command 1 Safety 1 Scene Management 3 Patient Care 4 Extrication 4 Pump Operator/Suppression Line 1 Extrication/Vehicle Stabilization 2 Total: 16 MAJOR MEDICAL RESPONSE Incident Command 1 Safety 1 Triage 1 Treatment Manager 1 Patient Care 6 Transportation Manager 1 Documentation 1 Total: 20 TECHNICAL RESCUE: WATER Command/Safety 1 Rescue Team 4 Backup Team 6 Patient Care 2 Total: 13 TECHNICAL RESCUE: ROPE Command/Safety 1 Rescue Team 4 Backup Team 9 Patient Care 2 Total: 16 TECHNICAL RESCUE: CONFINED SPACE Command 1 Rescue Team 4 Backup Team 9 Patient Care 2 Total: 16 Community Risk Assessment/Standards of Cover City of Denton Fire Department 140 Task Number of Personnel TECHNICAL RESCUE: TRENCH RESCUE Command/Safety 1 Rescue Team 4 Backup/support team 9 Patient Care 2 Total: 16 Alarm Assignments In the next figure, the first alarm response assignments have been established to ensure sufficient personnel and apparatus are dispatched to an emergency event. “Total Staffing Needed” is the number identified in the critical tasking analysis in Figure 99. The number of personnel and apparatus required to mitigate an active and complex working incident will require additional resources above and beyond the numbers listed. Figure 100: Denton Alarm Assignments Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual LOW-RISE STRUCTURE FIRE (HYDRANTED) Engine 3 9 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 18 Total Staffing/Units Needed: 18 Gap/Deficit: 0 LOW-RISE STRUCTURE FIRE (NON-HYDRANTED) Engine 3 9 Tender 1 2 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 1 2 18 2 Total Staffing/Units Needed: 18 2 Gap/Deficit: 0 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 141 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual HIGH-RISE STRUCTURE FIRE (55+ feet) *Initial response (Big Box). If working fire, then 2-alarm. Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 431 Gap/Deficit: 202 MODERATE-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 HIGH-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 WILDLAND FIRE: HIGH RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 WILDLAND FIRE: LOW RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 1 NFPA 1710 2 Second Alarm Personal would narrow the gap. Community Risk Assessment/Standards of Cover City of Denton Fire Department 142 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff AIRCRAFT EMERGENCY Engine 2 6 Grass Unit 2 6 ARFF 1 3 Medic Unit 2 6 Battalion Chief 1 1 Total Staffing/Units Provided: 8 22 22 Total Staffing/Units Needed: 20 Gap/Deficit: 0 HAZARDOUS MATERIALS: HIGH RISK Engine 2 6 Battalion Chief 1 1 Hazardous materials unit 2 7 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 HAZARDOUS MATERIALS: LOW RISK Engine 1 4 Medic Unit 1 2 Total Staffing/Units Provided: 2 6 6 Total Staffing/Units Needed: 6 Gap/Deficit: 2 EMERGENCY MEDICAL SERVICES (Life Threatening) Engine or Ladder 1 3 Medic Unit 1 2 Total Staffing/Units Provided: 2 5 5 Total Staffing/Units Needed: 5 Gap/Deficit: 0 MOTOR VEHICLE COLLISION: NO ENTRAPMENT Engine or Ladder 2 6 Medic Unit 1 2 Total Staffing/Units Provided: 3 8 8 Total Staffing/Units Needed: 8 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 143 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff MOTOR VEHICLE COLLISION: WITH ENTRAPMENT Engine 2 6 Ladder/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 5 13 13 Total Staffing/Units Needed: 16 Gap/Deficit: 3 MAJOR MEDICAL RESPONSE (10+ Patients) Engine 3 9 Medic 5 10 Battalion Chief 1 1 Total Staffing/Units Provided: 9 20 20 Total Staffing/Units Needed: 20 Gap/Deficit: 0 TECHNICAL RESCUE: RISING OR SWIFT WATER Engine 2 6 Boat (type) 1 3 Battalion Chief 1 1 Ambulance 1 2 Total Staffing/Units Provided: 5 12 12 Total Staffing/Units Needed: 13 Gap/Deficit: 1 TECHNICAL RESCUE: ROPE Engine 3 9 Ladder/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 144 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff TECHNICAL RESCUE: CONFINED SPACE Engine 3 9 Truck/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 TECHNICAL RESCUE: TRENCH RESCUE Engine 3 9 Truck/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 145 Dynamics of Fire in Buildings Most fires within buildings develop in a predictable fashion unless influenced by highly flammable material. Ignition, or the beginning of a fire, starts the sequence of events. It may take several minutes or even hours from the time of ignition until a flame is visible. This smoldering stage is very dangerous, especially during times when people are sleeping, since large amounts of highly toxic smoke may be generated during this phase. Once flames do appear, the sequence continues rapidly. Combustible material adjacent to the flame heats and ignites, which in turn heats and ignites other adjacent materials if sufficient oxygen is present. As the objects burn, heated gases accumulate at the ceiling of the room. Some of the gases are flammable and highly toxic. The spread of the fire from this point continues quickly. Soon the flammable gases at the ceiling as well as other combustible material in the room of origin reach ignition temperature. At that point, an event termed “flashover” occurs; the gases and other material ignite, which in turn ignites everything in the room. Once flashover occurs, damage caused by the fire is significant, and the environment within the room can no longer support human life. There have been changes in the residential fire environment over the past several decades. These changes include larger homes, different home geometries, increased synthetic fuel loads, and changing construction materials.50 Figure 101: Changes in the Fire Environment and the Effect on Fire Dynamics 50 Stephen Kerber, Analysis of Changing Residential Fire Dynamics and its Implications on Firefighter Operational Timeframes, Underwriters Laboratories. Community Risk Assessment/Standards of Cover City of Denton Fire Department 146 Since flashover has such a dramatic influence on the outcome of a fire event, the goal of any fire agency is to apply water to the fire before flashover occurs. Although modern codes tend to make fires in newer structures more infrequent, today’s energy-efficient construction (designed to hold heat during the winter) also tends to confine the heat of hostile fire. In addition, research has shown that modern furnishings generally ignite more quickly and burn hotter due to synthetics. In the 1970s, scientists at the National Institute of Standards and Technology found that after a fire broke out, building occupants had about 17 minutes to escape before being overcome by heat and smoke. Today, that estimate is as short as three minutes. The necessity of effective early warning (smoke alarms), early suppression (fire sprinklers), and firefighters arriving on the scene of a fire in the shortest span of time is more critical now than ever. Perhaps as important as preventing flashover is the need to control a fire before it does damage to the structural framing of a building. Materials used to construct buildings today are often less fire-resistive than the heavy structural skeletons of older frame buildings. Roof trusses and floor joists are commonly made with lighter materials that are more easily weakened by the effects of fire. “Lightweight” roof trusses fail after five to seven minutes of direct flame impingement. Plywood I-beam joists can fail after as little as three minutes of flame contact. This creates a dangerous environment for firefighters. In addition, the contents of buildings today have a much greater potential for heat production than in the past. The widespread use of plastics in furnishings and other building contents rapidly accelerate fire spread and increase the amount of water needed to control a fire effectively. These factors make the need for early application of water essential to a successful fire outcome. Several events must take place quickly to make it possible to achieve fire suppression prior to flashover. The next figure illustrates the sequence of events with a comparison of modern materials vs. legacy materials. Figure 102: Fire Growth vs. Reflex Time51 51 Stephen Kerber, Analysis of Changing Residential Fire Dynamics and its Implications on Firefighter Operational Timeframes, Underwriters Laboratories. Community Risk Assessment/Standards of Cover City of Denton Fire Department 147 As is apparent by this description of the sequence of events, the application of water in time to prevent flashover is a serious challenge for any fire department. It is critical though, as studies of historical fire losses can demonstrate. The National Fire Protection Association found that fires contained to the room of origin (typically extinguished prior to or immediately following flashover) had significantly lower rates of death, injury, and property loss when compared to fires that had an opportunity to spread beyond the room of origin (typically extinguished post-flashover). As evidenced in the next figure, fire losses, casualties, and deaths rise significantly as the extent of fire damage increases. Figure 103: Loss Rates by Fire Spread 2012–2016 Home Structure Fires Loss Rates by Fire Spread in 2012–2016 Home1 Structure Fires2 Flame Spread Rate Per 1,000 Fires Average Dollar Loss Per Fire Civilian Deaths Civilian Injuries Confined Fire or fire spread confined to object origin 0.4 11.1 $1.200 Confined to room of origin, including confined fire and fire confined to object 1.8 23.8 $4,000 Spread Beyond the room of origin but confined to floor of origin 16.2 76.3 $35,000 Spread beyond the floor of origin 24.6 55.0 $65,900 1 The term “home” includes one- and two-family homes, manufactured homes, and apartments or other multi-family housing, regardless of ownership. 2 Source: National Fire Protection Association Standard 1710, 2020 Edition. Community Risk Assessment/Standards of Cover City of Denton Fire Department 148 Emergency Medical Event Sequence Cardiac arrest is the most significant life-threatening medical event in emergency medicine today. A victim of cardiac arrest has mere minutes in which to receive lifesaving care if there is to be any hope for resuscitation. The American Heart Association (AHA) issued a set of cardiopulmonary resuscitation guidelines designed to streamline emergency procedures for heart attack victims and to increase the likelihood of survival. The AHA guidelines include goals for the application of cardiac defibrillation to cardiac arrest victims. Cardiac arrest survival chances fall by seven to ten percent for every minute between collapse and defibrillation. Consequently, the AHA recommends cardiac defibrillation within five minutes of cardiac arrest. As with fires, the sequence of events that lead to emergency cardiac care can be graphically illustrated, as in the following figure. Figure 104: Cardiac Arrest Event Sequence The percentage of opportunity for recovery from cardiac arrest drops quickly as time progresses. The stages of medical response are very similar to the components described for fire response. Research stresses the importance of immediate CPR, rapid cardiac defibrillation, and administration of certain medications as a means of improving the opportunity for successful resuscitation and survival. Community Risk Assessment/Standards of Cover City of Denton Fire Department 149 People, Tools, and Time Time matters a great deal in the achievement of an effective outcome to an emergency event. Time, however, is not the only factor. Delivering sufficient numbers of properly trained, appropriately equipped personnel within the critical time period completes the equation. For medical emergencies, this can vary based on the nature of the emergency. Many medical emergencies are not time-critical. However, for serious trauma, cardiac arrest, strokes, or conditions that may lead to cardiac arrest, a rapid response is essential. Equally critical is delivering enough personnel to the scene to perform all the concurrent tasks required to deliver quality emergency care. For a cardiac arrest, this can be up to six personnel; two to perform CPR, two to set up and operate advanced medical equipment, one to record the actions taken by emergency care workers, and one to direct patient care. Thus, for a medical emergency, the real test of performance is the time it takes to provide the personnel and equipment needed to deal effectively with the patient’s condition, not necessarily the time it takes for the first person to arrive. Fire emergencies are even more resource critical. Again, the true test of performance is the time it takes to deliver sufficient personnel to initiate the application of water to a fire. This is the only practical method to reverse the continuing internal temperature increases and ultimately prevent flashover. The arrival of one person with a portable radio does not provide fire intervention capability and should not be counted as “arrival” by the fire department. Community Risk Assessment/Standards of Cover City of Denton Fire Department 150 Component G: OVERALL EVALUATION, CONCLUSIONS, & OPPORTUNITIES FOR IMPROVEMENT Community Risk Assessment/Standards of Cover City of Denton Fire Department 151 OPPORTUNITIES FOR IMPROVEMENT During the course of this study, a number of issues, concerns, and opportunities were identified. The following recommendations are intended to accomplish the primary objectives listed below: 1. Define and adopt expected service levels and performance standards to be provided by the fire department. 2. Identify service level improvement opportunities that can be implemented as funding becomes available. Consider recommended strategies to implement expanded service delivery on the westside of the city to accommodate future growth and development. The recommendations are described as improvement goals and should be implemented as funding allows. Each will improve the department’s ability to provide effective service to the community. Improvement Goal A: Formally Adopt Response Time Standards and Targets Previously in this report, ESCI emphasized the importance of response standards and targets. These standards establish measurable goals for service delivery, which then form the baseline for the deployment of resources. Without defined goals and targets, an organization is unable to appropriately identify how effective it is providing services that meet community expectations. Response performance goals must be tailored to match community expectations and conditions and balanced against the financial aspect of what a community is able and willing to afford. The response time continuum, the time between when the caller dials 911 and when assistance arrives, is comprised of several components. The following are the individual components analyzed by ESCI. • Call Processing Time: The amount of time between when a dispatcher answers the 911 call and resources are dispatched. • Turnout Time: The time interval between when units are notified of the incident and when the apparatus are responding. • Travel Time: The amount of time the responding unit spends on the road to the incident. • Response Time: A combination of turnout time and travel time. This is the most commonly utilized measure of fire department response performance. • Total Response Time: The time interval from the receipt of the alarm at the dispatch center to when the first emergency response unit is initiating action or intervening to control the incident. Total response time is the amount of time a resident or business waits for resources to arrive at the scene of an emergency beginning when they first call 911. This process begins for DFD once the communications center dispatches the appropriate unit. The NFPA standard for call processing is derived from NFPA 1221: Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems. Similarly, NFPA 1710 provides response time measurements for career fire departments and is considered an industry best practice. The next figure illustrates these standards. Community Risk Assessment/Standards of Cover City of Denton Fire Department 152 Figure 105: NFPA 1710 Standard for Fire/EMS Responses Response Interval NFPA Standard Alarm Processing (NFPA 1221) 60 seconds or less at 90% for High Acuity Calls Turnout Time 60 seconds or less at 90% for EMS 80 seconds or less at 90% for Fire and Special Operations Travel Time 240 seconds or less at 90% for the First Arriving Unit ESCI detailed the current Denton Fire Department response standards (fire and EMS) previously in this report, addressing call processing times, turnout times, and response times for the first unit on scene. To review, the next figure demonstrates the DFD emergency response performance for the first apparatus on the scene at an emergency incident. This information covers DFD baseline performance from January 2016 to December 2018: Figure 106: DFD Current Response Time Performance Standards (Fire) 90TH PERCENTILE BASELINE PERFORMANCE AND BENCHMARK GOALS (FIRST APPARATUS ON SCENE) Call Processing Turnout Travel Response Time (Dispatched To First Apparatus On Scene) DFD 90% Baseline 2:03 1:49 9:08 10:57 NFPA 1710 Goal 1:00 1:20 4:00 5:20 Figure 107: DFD Current Response Time Performance Standards (EMS) 90TH PERCENTILE BASELINE PERFORMANCE AND BENCHMARK GOALS (FIRST APPARATUS ON SCENE) Call Processing Turnout Travel Response Time (Dispatched To First Apparatus On Scene) DFD 90% Baseline 2:04 1:49 6:38 8:27 NFPA 1710 Goal 1:00 1:00 4:00 5:00 In addition to the response performance standards displayed in the previous two figures, DFD has defined its respective full first alarm assignments (ERF) for a structure fire. Recommendations related to the assembly of an effective response force are provided later in this section. In reviewing the standards developed by DFD, ESCI found that, in general, the response standards are higher than NFPA 1710 best practices. ESCI recommends that the DFD develop and formally adopt a single set of emergency response performance goals that work toward consistency with NFPA 1710 standards. These response performance goals should address the components of response performance (call processing time, turnout time, and travel time) as well as overall response performance goals for predominant risks present in the communities. Community Risk Assessment/Standards of Cover City of Denton Fire Department 153 A well-defined, formally adopted set of response goals will accommodate more effective planning. Further, when considering the future deployment of resources, potentially as a collaborative effort and combining the use of personnel and equipment from other agencies, decisions must be made using the same goals. In other words, it is much easier to strike a single target, rather than having different performance standards. The following figure displays combined sample performance goals for consideration that address the various components of total response time: Figure 108: Sample Response Goals—Components of Response Time (Fire) 90TH PERCENTILE PERFORMANCE BENCHMARK GOALS (FIRST APPARATUS ON SCENE) ANY EMERGENCY INCIDENT Call Processing Time Turnout Time Travel Time Response Time (Dispatched To First Apparatus On Scene) Total Response Time (Received At Dispatch To Arrived) Performance Goal 01:00 01:20 09:00 10:20 11:20 Figure 109: Sample Response Goals—Components of Response Time (EMS) 90TH PERCENTILE PERFORMANCE BENCHMARK GOALS (FIRST APPARATUS ON SCENE) ANY EMERGENCY INCIDENT Call Processing Time Turnout Time Travel Time Response Time (Dispatched To First Apparatus On Scene) Total Response Time (Received At Dispatch To Arrived) Performance Goal 01:00 01:00 06:30 07:30 08:30 The response performance benchmarks displayed in the previous two figures vary to some degree from the current 90th percentile performance of DFD components of response time. However, the total response time goal (call processing to the arrival of the first apparatus) is capable of being maintained with reduced turnout times and the addition of stations on the westside of the city recommended in Improvement Goal F. ESCI believes that adopting the recommended emergency response time goal of 10 minutes, 20 seconds for fire, and 7 minutes, 30 seconds for EMS (dispatch to arrival) for the first arriving unit allows DFD an opportunity to develop a compliance methodology to monitor actual response performance. This will provide Denton leaders with the necessary data to monitor compliance of the adopted standards and adjust the adopted response performance goals as needed. ESCI provides the following combined emergency response performance goals for the first unit on scene at any emergency incident, fire suppression emergencies, and EMS emergency incidents: Community Risk Assessment/Standards of Cover City of Denton Fire Department 154 All Emergency Incidents—Response Performance Standard For 90 percent of all emergency incidents, the first apparatus shall arrive within 11 minutes, 20 seconds response time (911 call pick up to first unit on-scene). The first apparatus on-scene shall be capable of establishing command, providing for scene safety, or initiating basic life support (BLS) or advanced life support (ALS) patient care. Fire Suppression Incident—Response Performance Standard For 90 percent of all emergency fire suppression incidents, the first fire apparatus staffed with a minimum of three personnel shall arrive within 11 minutes, 20 seconds response time (911 call pick up to first unit on- scene). The first fire apparatus on-scene shall be capable of establishing command, initiating scene size-up, and initiating a defensive fire attack operation. All EMS Incidents—Response Performance Goal For 90 percent of all emergency EMS incidents, the first on scene apparatus shall arrive within 8 minutes, 30 seconds response time (911 call pick up to first unit on-scene). The first on-scene unit shall be staffed with a minimum of two personnel who are capable of performing patient assessment, determining life-threatening conditions, and initiating patient care. Advanced Life Support EMS Incidents—Response Performance Goals For 90 percent of all emergency Advanced Life Support (ALS) EMS incidents, the first on-scene apparatus shall arrive within 8 minutes, 30 seconds response time (911 call pick up to first unit on-scene). The first on- scene ALS equipped unit shall be staffed with a minimum of two personnel, at least one of which must be certified to provide an ALS level of patient care. Combined response performance goals for the assembly of an effective response force (ERF) are discussed as part of Improvement Goal D. Improvement Goal B: Implement Processes to Reduce Call Processing Time Currently, the City of Denton Public Safety Communications Center (DPSCC) call taking and dispatch times are in excess of NFPA standards. DPSCC dispatch has undertaken initiatives and steps to enhance PSAP and dispatching services for the system. The new Computer Aided Dispatch System (CAD) has been installed. These efforts are to be commended. ESCI has identified several best practices and recommendations for review and consideration by the DPSCC dispatch system to utilize as appropriate. DPSCC dispatch should continue monitoring both call answer and call processing performance on a monthly basis and strive to maintain or exceed adopted standards (the department currently provides a monthly activity report to review performance measures). The NFPA 1221 standard recommends answering all emergency lines within 15 seconds, 95 percent of the time (the call answering portion of the standard has been met for over a year). NFPA 1221 further recommends that call processing takes 64 seconds or less from call pick-up to notification of first responding units, 90 percent of the time. There are exceptions to this standard based on the type of event that is reported. In December 2019, 1,544 emergency calls were processed within 1 minute, 9 seconds. The department will continue to monitor and verify adherence to the standard. The following are some call/event handling techniques that DPSCC can consider that will assist with compliance of NFPA standards: Community Risk Assessment/Standards of Cover City of Denton Fire Department 155 Call Answering: • Historical call records should be reviewed to determine call volume by the hour and day to determine days and times where maximum staffing should be on hand. Shift schedules should then be adjusted to ensure staffing availability at peak times. • Install an Automated Call Distribution (ACD) system. ACDs can be used in medium to large dispatch centers to automatically route the next incoming emergency phone call to the next available telecommunicator. The telecommunicator receives a “zip” tone to indicate an incoming call, eliminating the need for the telecommunicator to initiate the call. This is an efficient method to distribute workload and ensures the call is answered as quickly as possible. ACD systems are configured to handle emergency lines before non-emergency lines. • If an ACD system is not practical/feasible, it is critical to have defined roles for telecommunicators that dictate the need for the immediate answering of emergency lines. Policies should be in place defining the primary, secondary, and tertiary responsibilities of each position on the dispatch floor. • Agency policy should state that telecommunicators should put non-emergency calls on hold immediately and answer new emergency calls coming in. Call Processing: • Time savings can be had in the initial three components of call interrogation: ▪ Location Verification—DPSCC should continue to train their telecommunicators on effective call interrogation techniques with the goal of getting to the location as quickly as possible. Additional technology can help with location verification as well. While current wireless 911 technology can get you close to where the caller is, it is still several years away from pinpointing exactly where a wireless caller is. DPSCC uses third-party software that uses the GPS coordinates from the phone to give the telecommunicator a more accurate location. ▪ Callback Number—this information needs to be verified by the telecommunicator on wireline and wireless calls. ▪ What’s going on?—Quickly determining what the request for help is will depend on the telecommunicator’s call interrogation training. They need to ask questions of the caller in the order that the telecommunicator needs it, and not let the caller give information as they think the telecommunicator wants it. • Event Routing ▪ The radio dispatcher will retrieve the call from a pending queue in CAD, determine the correct emergency unit response, and commit the event. Delays can occur here if the radio dispatcher does not see the new pending event or did not hear an audible tone announcing a new event. The most common cause of delay here is a distraction—the radio dispatcher is doing some other task, is on a phone call, or simply is not facing their pending screen to see the new event. It is imperative to ensure that the radio dispatchers are not responsible for tasks that take their attention away from radios and pending calls to reduce call pending times. Community Risk Assessment/Standards of Cover City of Denton Fire Department 156 ▪ Determining the correct ERFs/ERUs for response will depend on how much automation is available from a CAD system. Having dependable unit status/availability in the system allows the radio dispatcher to merely verify the recommendation in CAD and send the alerts out. If the dispatcher has to verify the availability of units, or if the CAD system is not configured to recommend the appropriate resources, it will take additional time. • ERF/ERU Notification ▪ DPSCC uses an automated fire station alerting system. Once the radio dispatcher assigns the ERFs/ERUs, the system automatically sends the event data to the ERFs/ERUs. This is usually counted in milliseconds and is not a factor in call processing. Improvement Goal C: Improve Turnout Time Performance Turnout time is the one component of total response time over which the fire department has control and is not affected by outside influences. Turnout time, or the time from when the call is received by the response units (dispatched) to when the unit is en-route to the scene (responding), affects overall response times. Reducing this response time component reduces total response time. The NFPA 1710 Standard for Career Fire Departments calls for turnout times of 60 seconds for EMS incidents and 80 seconds for fire incidents. It is ESCI’s experience that the NFPA turnout time goals are difficult to achieve. This is affirmed in a study published in 2010 by the NFPA.52 As previously discussed, the DFD overall turnout time performance is approximately 1 minute, 52 seconds, 90 percent of the time. In the combined response performance goal recommendations, ESCI recommends that the DFD adopt a turnout time goal of 80 seconds (1:20) for 90 percent of emergency incidents. ESCI recommends that DFD monitor turnout time performance and provide the information to emergency response personnel for self-correction. With good information, training, and properly designed facilities that allow for rapid and efficient movement, responders can improve turnout time and hence total response time performance. 52 Quantitative Evaluation of Fire and EMS Mobilization Times, May 2010, available www.nfpa.org/foundation. Community Risk Assessment/Standards of Cover City of Denton Fire Department 157 Improvement Goal D: Improve Upon Response Deployment and Effective Response Force Assembly Effective Response Force Performance Goals A fire department’s concentration is the spacing of multiple resources close enough together so that an initial “Effective Response Force” (ERF) for a given risk can be assembled on the scene of an emergency within the specific time frame identified in the community’s performance goals for that risk type. An initial effective response force is defined as that which will be most likely to stop the escalation of the emergency. ESCI recommends the following ERF response performance goals for structure fires: Figure 110: Effective Response Force (ERF) Goal, Structure Fire Denton Defined ERF Full assignment of three engines, one aerial, 2 medic units, and a Battalion Chief (18 personnel). Figure 111: Sample Response Goals, Components of Response Time 90TH Percentile Performance Benchmark Goals (Effective Response Force) Structure Fires Call Processing Time Turnout Time Travel Time Response Time (Dispatched To First Apparatus On Scene) Total Response Time (Received At Dispatch To Arrived) Performance Goal 01:00 01:30 08:00 09:30 10:30 This recommended standard is in excess of NFPA 1710 for a moderate structure fire response. This response will be reflective of the City of Denton’s risk profile, incident history, and proposed response capacities with the addition of the airport fire station and additional stations on the westside of Denton covering Cole and Hunter Ranch (and possibly Robson Ranch depending on which recommendation is implemented). Moderate Risk Structure Fire—Effective Response Force (ERF) Response Performance Goal For 90 percent of all emergency structure fire incidents, the ERF with a minimum of 18 personnel deployed, a minimum of three engines, one aerial, two medic units, and one Battalion Chief shall arrive in 10 minutes, 30 seconds (from call processing to first unit on scene). The ERF shall be capable of establishing incident command, maintaining a sustained fire flow, advancing fire attack lines and back-up lines, initiating victim search and rescue, ventilation, and controlling utilities. Note that the effective response force may include mutual or automatic aid resources. If aid from adjacent agencies is required to achieve the ERF, it is essential that these resources be included in the initial dispatch. This reduces the response time necessary to assemble adequate resources to mitigate the emergency. This initial ERF does not necessarily represent the entire alarm assignment, as additional units may be assigned based on long-term incident needs and risks. Additional engines, ladders, or other specialty companies are assigned to higher risk responses to accomplish additional critical tasks that are necessary beyond the initial attack and containment. Community Risk Assessment/Standards of Cover City of Denton Fire Department 158 Figure 112: Airport, Plus Three Station ERF 8-Minute Response Community Risk Assessment/Standards of Cover City of Denton Fire Department 159 Improvement Goal E: Improve the Delivery of Emergency Medical Service Responses to requests for emergency medical service represent the greatest percentage of the DFD’s response activity. As the service most requested by its customers, it is imperative that DFD provide EMS services in the most effective and efficient manner possible. The DFD provides advanced life support first response services as well as providing advanced life support ambulance transportation services. While current service delivery is effective, and provides a very high quality of clinical care, the following improvement warrants consideration. Medical Priority Dispatch System Appropriate triage and dispatching of emergency medical calls are components of maintaining the viability and integrity of an EMS service delivery system. The use of a Medical Priority Dispatch System (MPDS) allows for more efficient utilization of emergency and non-emergency resources. Instead of sending a full complement of EMS responders, traveling with lights and sirens to every medical incident, including minor ones, calls are triaged at the dispatch center. Using a nationally accepted system of screening and prioritizing information for a caller, the appropriate level of response is then determined to ensure an effective level of resource allocation to a serious emergency, while also limiting the volume and speed of response to minor incidents. Once the EMS system is appropriately triaging and dispatching medical emergency calls, the DFD will be able to better utilize resources, allowing for the adaptation to future increased call volume and expanded service delivery. DFD is pre-alerting and responding Code 3 (lights and sirens) on all incidents. While this is a locally determined approach, and utilized in other jurisdictions, it does not fully leverage the proven and realized benefit of a properly implemented and managed MPDS system. An MPDS system that is meeting national standards can dispatch the right resource in a timely manner that connects the patient to the most appropriate medical resource in a manner that avoids bad outcomes and increased risk and liability. In order to manage an MPDS system in a manner that ensures timely and accurate dispatch and pre-arrival instructions, it is recommended that DFD work with the City of Denton Public Safety Communications Center to become an accredited center of Excellence (ACE) accreditation through the International Academies of Emergency Dispatch Accreditation. Financial Impact: According to the Denton Fire Department and Communications Center personnel, a new CAD system is currently in place and is the first step in improving MPDS capability. The incremental cost of implementing an accredited system of MPDS will need further study and be provided by the Communications Center. Community Risk Assessment/Standards of Cover City of Denton Fire Department 160 Implementation of Tiered Response to EMS Incidents When a request for emergency medical service is received by the Communications Center, call takers ask a series of questions to determine the nature and severity of the medical emergency. These questions are designed to quickly determine if the incident is potentially life-threatening or not. The primary purpose of this questioning process is to identify the most appropriate response. Life-threatening incidents require more resources (personnel and equipment) than non-life-threatening incidents. Although the Communications Center is using this process for emergency medical incidents within Denton, it does not result in the dispatch of differing amounts or types of resources. All incidents receive a Code 3 (lights and siren) response of least one fire engine or ladder truck staffed with a paramedic and a paramedic staffed ambulance for patient transport. Implementation of tiered EMS response can also be used to determine if ambulance resources are dispatched to an incident. Some EMS incidents may only require a single first responder advanced life support (FRALS) response to provide the patient evaluation. The use of tiered EMS response can reduce the number of units sent to EMS incidents. A conservative approach to a tiered response can be implemented. This approach would pre-alert and dispatch the closest FRALS and ambulance with lights and siren in the same manner as it is currently. Once MPDS protocols are completed, and the call is classified as an Alpha or Omega non-emergent call, the response can be downgraded to non-lights and sirens or cancellation of the ambulance pending an evaluation of the patient by the FRALS unit. Financial Impact: By prioritizing calls and sending only the appropriate apparatus, the department would save on fuel and maintenance costs (fewer responses to low priority medical calls) and would possibly defer future costs of hiring additional staff by adding response capacity (more available unit hours) into the system. Implementation of Community Paramedicine Program As a part of this project, ESCI conducted an analysis to identify potential opportunities for establishing a Mobile Integrated Healthcare-Community Paramedicine (MIH-CP) program to enhance and expand the service-delivery model of Denton Fire Department EMS. Also known simply as Community Paramedicine (CP) programs, they have become common throughout North America, and are found in a variety of configurations. Currently, DFD performs traditional 911 responses. Successful implementation of an MIH-CP program requires a good deal of preliminary investigation to determine both the need and potential sustainability of the program. Numerous systems around the nation have implemented MIH-CP programs, only to see failure due to a lack of adequate planning and/or financial sustainability prior to implementation. Community Risk Assessment/Standards of Cover City of Denton Fire Department 161 There are multiple, successful MIH-CP programs that address their community needs through different models. A recently completed study of MIH-CP pilot programs in California revealed that several models achieved cost-savings to payers, hospitals, and other participants. Additionally, overall patient satisfaction and quality of care improved in multiple instances. A summary of its findings follows: Post-Discharge, Short-Term Follow-Up Projects Hospital readmissions within 30 days of discharge decreased for all sites and diagnoses except for heart failure patients enrolled in one project, in which less-intensive services were provided as compared to other post-discharge projects. Community Paramedics identified 129 patients (14%) who misunderstood how to take their medications, or had duplicate medications, and were at risk for adverse effects. Community Paramedics explained to patients how to take their medications and identified incidences where they were given duplicate prescriptions. They also assisted patients in obtaining refills, if needed. Frequent EMS-User Projects These projects achieved reductions in numbers of 911 calls, ambulance transports, and emergency department (ED) visits among enrolled patients. Community Paramedics assisted patients in obtaining housing and other nonemergency services that met the physical, psychological, and social needs that led to their frequent EMS use. Both projects achieved cost-savings for payers, but only one realized sufficient savings to offset the expenses of operating the program. These projects also decreased the amount of uncompensated care furnished by ambulance providers and hospitals, because 35 percent of enrolled patients were uninsured. Hospice Project Community Paramedics mainly provided hospice patients and their families with psychosocial support and administered medications from the patient’s “comfort care” packs when necessary, and in consultation with a hospice nurse. The hospice project enhanced the EMS and hospice agencies’ ability to honor the wishes of the patient to receive care at home, by reducing rates of ambulance transports to an emergency department from 80 percent to 36 percent. The project also achieved savings for Medicare and other payers by reducing unnecessary ambulance transports, ED visits, and hospitalizations. Alternate Destination—Behavioral Health Care Project Paramedics performed medical screening of patients to determine whether they could be safely transported directly to a mental health crisis center. Ninety-five percent of patients were evaluated at the behavioral health crisis center without the delay of a preliminary emergency department visit. Only 5 percent of patients required subsequent transfer to the ED, and there were no adverse outcomes. After refining the field medical evaluation protocols, the rate of transfer to an ED fell to zero. The project yielded savings for payers, primarily Medi-Cal, because screening behavioral health patients in the field for medical needs and transporting them directly to the mental health crisis center averted the need for an ED visit and subsequent transfer to a behavioral health facility. For uninsured persons, the amount of uncompensated care provided by ambulance providers and hospitals also decreased. Community safety was enhanced because it reduced the time that law enforcement devoted to behavioral health calls. Community Risk Assessment/Standards of Cover City of Denton Fire Department 162 Alternate Destination—Urgent Care Projects More data are needed to make firm conclusions about the alternate destination—medical care projects due to the limited number of patients enrolled and the number of patients rerouted or transferred to an ED. Among the limited number of patients who were enrolled, paramedics were able to identify patients for whom transport to an urgent care center was an appropriate option. No patients experienced an adverse outcome, although two patients were transferred to an ED following admission to an urgent care center, and nine patients were rerouted to an ED because the urgent care center declined to accept the patient. To operate safely and efficiently, these projects need to closely match field-screening protocols with the capabilities of urgent care centers, and the illnesses and injuries they are willing to treat. The projects yielded modest savings because insurers paid less for treatment provided in urgent care centers than in emergency departments for the same illnesses and injuries. The aforementioned are but a few examples of the many programs that exist, with 33 states and several countries employing MIH-CP programs within their communities. Other notable programs include: • MedStar, Transport Alternative Destination/Alternative Transport Program (Texas)—A collaborative effort of MedStar, the emergency physicians board, and public health. The overall goal of this program is to help ensure the right patient, receives the right care, at the right time, and in the right setting. Patients in this program receive better healthcare at a reduced cost to them and the community. • Patients with chronic or non-acute conditions are treated by Advanced Practice Paramedics who bring preventative services to patients at the most risk for medical emergencies. The program reduces healthcare expenditures by reducing the probability of providing acute emergency medical care for at-risk and medically underserved patients. • Wake County EMS (North Carolina)—In addition to providing increased community resources for acute care, paramedics in this program also provide preventative care to some high-risk patient populations, and seek further care for those patients who may be better served at locations other than local hospital emergency departments. These paramedics are part of a healthcare team that improves emergency response, mitigates the need for some responses, and provides care to some patients that have limited access to any other care. Each of these communities identified special needs populations in their region that would benefit from the establishment of an MIH-CP program tailored to their specific needs. Identifying the Patient Population At a minimum, successful implementation of a CP program requires collaboration with healthcare organizations, hospitals, physicians, payer sources, social services, Accountable Care Organizations (ACO), home-health agencies, and mental health resources. Implementation of a CP program in the City of Denton would require identifying underserved populations or those patients in need of in-home services who could benefit from immediate and regular availability of assessment and intervention. Community Risk Assessment/Standards of Cover City of Denton Fire Department 163 Hospitals today are more interested in funding CP programs than they were a few years ago. The readmission penalties imposed by the Centers for Medicare & Medicaid Services (CMS) are having a greater impact on their revenue streams as additional diagnoses are added to the penalty list and the national readmission rates continue to decline. By using Community Paramedics to follow-up with recently discharged hospital patients, so as to ensure their compliance with medications and after-care therapy, experience has demonstrated reduced hospital re-admission frequency. For this and other reasons, a broad-based collaborative effort between EMS and their partners in the local healthcare system can reap benefits for all involved. While there is no direct correlation between these dispositions and the potential number of patients that might be seen by a MIH-CP program, it is reasonable to assume that a modest percentage of these patients could benefit from a CP response. Sustainability Sustainability is the key to establishing a long-term, successful program. The ability to demonstrate value to the payers over the long term is critical for continued funding. It is important for EMS systems to develop and mutually agree to meaningful metrics with healthcare partners early on in the process, which will demonstrate value to the payer. Additionally, CP programs are well aligned with the Institute for Healthcare Improvement’s Triple Aim initiative: • Improving the patient experience of care (including quality and satisfaction). • Improving the health of populations. • Reducing the per capita cost of healthcare. Community Paramedicine Discussion ESCI has interviewed paramedics from multiple agencies regarding their interest in Community Paramedicine, and all expressed some level of interest, with most being enthusiastic about a potential program. Staff buy-in of a MIH-CP program would be a critical first step in its development. The EMS Medical Director must have interest and enthusiasm in the potential development of a MIH-CP program. He/she would have to provide direction and oversight and have confidence in the abilities of Denton Fire Department paramedics to participate in a potential Mobile Integrated Healthcare-Community Paramedic program. Given the limited data, it was beyond the scope of this study to determine definitively whether a MIH-CP program in the City of Denton is warranted. However, there is sufficient information and anecdotal evidence to suggest further study and consideration. As with any program, funding is required to initiate and maintain service levels. Requests for funding through the City of Denton budget process would need to be developed and submitted. There may also be opportunities to seek funding sources through partnerships with local healthcare facilities. As mentioned previously, educating the public is a significant component of the program. Hospitals can incur financial penalties for readmission of patients and may be willing to provide some funding for the program to reduce these incidences. Community Risk Assessment/Standards of Cover City of Denton Fire Department 164 Additionally, the new Emergency Triage, Treatment, and Transport Model (ET3) may be a source of funding for the program. The Centers for Medicare and Medicaid Services (CMS) Center for Medicare and Medicaid Innovation (CMMI) has developed a program to pay participating agencies to transport patients to emergency departments covered under the regulations. It is anticipated applications can be submitted late this summer (2019). It is recommended DFD assign personnel to research the program and oversee application submission, follow-up, etc. Financial Impact: By reducing calls to non-emergent patients and continued use of the MPDS system, the department would save on fuel and maintenance costs (fewer responses to low priority medical calls) and would possibly defer future costs of hiring additional staff by adding response capacity (more available unit hours) into the system. Improvement Goal F: Reduce Span of Control by Adding a 2nd Battalion Chief to Provide Coverage on the Westside of Denton Growth and development in the City of Denton are continuing at a rapid pace, and in conjunction with the consideration to add fire stations in the westside service delivery area, ESCI recommends that DFD consider adding a Battalion Chief (BC) in operations. The ability to effectively manage the increased number of personnel can become problematic, considering the myriad of day-to-day duties of the BC, in addition to emergency responses. This problem will be compounded even more with the addition of new fire stations on the westside. Currently, there are 56 (minimum of 43) assigned to each of the three shifts. This number will increase by 15 with the airport plus two station option (20 with the airport plus three-station option). As indicated in the westside expansion recommendation, it would be appropriate for an additional BC to be placed at Station 3 as the westside develops and incident density increases. Station 3 will give the BC easy access to the west side of Denton, the airport/warehouse district, and the entire I-35 corridor (I-35, I-35E, and I-35W). Second Shift Battalion Chief Currently, each shift Battalion Chief is responsible for eight Captains and approximately 37 to 49 other personnel. This is a broad span of control. This configuration can result in significant limitations in general management, officer development, succession planning, and other activities. In addition, during large incidents, DFD requests a second Battalion Chief from staff personnel or a neighboring department to assist. In these cases, the City is left without a shift commander. ESCI recommends further evaluation of this issue to determine the timing and feasibility of the following: Add three new shift Battalion Chiefs: • Conduct a process to promote current Captains to the three new BC positions. This would require a staffing ordinance change to hire three new firefighters. The following is a list of other improvements that should be considered: Community Risk Assessment/Standards of Cover City of Denton Fire Department 165 • Require the BCs to devote more time to officer development and succession planning. • Divide the city into an East and West Battalion, with the Battalion Chiefs each assigned six stations, assuming the Airport Fire Station, plus three stations option is adopted. • Daily Operational & Administrative Roles: ▪ For those incidents requiring additional supervision and command, BCs should be required to respond to major EMS incidents, major motor vehicle accidents, and other emergencies as determined by the department. ▪ Additional duties should include ensuring scene safety; identification of incidents requiring Critical Incident Stress Management of personnel; infection control; and identification of the need for work improvement based on performance observations. • DFD will eventually need to purchase and equip a second command vehicle and will need to plan accordingly for the additional capital expense. Span of Control DFD’s BCs currently maintain a span of control ratio of one Battalion Chief to eight Captains (1.8). According to the National Incident Management System (NIMS), the optimal span of control for incident management is one supervisor to five subordinates (1:5). The Incident Command System (ICS) 200 training course states, “Management studies have shown that the span of control for a supervisor falls within a range of three to seven…” The lesson plan also states that the general rule for the span of control in ICS is one supervisor to five subordinates. The generally accepted industry standard is a ratio of one supervisor to three to seven subordinates. The preceding recommendations on the span of control are applicable to both the management of emergency incidents as well as the day-to-day administrative and supervisory activities of the Battalion Chiefs. It should be highlighted here that if possible, an optimum opportunity for implementation of the additional BC would be when the new Station 8 opens and is fully operational. The current span of control for the existing BC will increase with the additional station which could impact operational efficiency (increasing from 1:8 to 1:9). Once the western development and fire stations are operational, consideration of moving the second Battalion Chief to Station 10 for enhanced geographic and risk coverage is recommended. The following figure is based on a survey of ten comparable Texas cities and shows the number of Battalion Chiefs for each. Community Risk Assessment/Standards of Cover City of Denton Fire Department 166 Figure 113: Comparison of DFD Shift Battalion Chiefs to Other Texas Cities Cities in Texas Fire Stations Shift Battalion Chiefs Carrollton 8 3 Denton 8 3 Farmers Branch 3 3 Frisco 9 6 Garland 11 6 Irving 12 6 Lewisville 8 3 McKinney 9 6 Mesquite 7 3 Plano 13 6 Richardson 6 3 Of the ten other city fire departments surveyed, the combined average number of shift Battalion Chiefs employed by the fire departments was 4.5, compared to three at DFD. Financial Impact (Add 2nd Battalion Chief) Initial Capital, Operating, and Personnel Costs (FY 2020) One (1) Fire Apparatus (3/4 Ton Pick-up) and Equipment: $65,000 Total Capital Costs: $65,000 Annual Recurring Costs (FY 2020) Three (3) Battalion Chiefs’ Total Compensation: $606,000 Total Annual Recurring Costs: $606,000 Improvement Goal G: Add New Airport Fire Station West Side Opportunities for Enhancement (OFE) After a review of the current conditions, future City growth patterns, and associated risk profile, there are several potential enhancement opportunities that can be pursued to address the proposed standards of cover. First, given the need for airport fire protection, some type of staffed ARFF facility will be required. Two options are available for DFD to provide this component. The first, Enhancement Option A-1 would be the construction of a multi-purpose facility that could meet both the requirements of FAR Part 139 and provide for a structural protection and EMS function that would serve surrounding commercial and industrial development. The second option, Enhancement Option A-2, would be to construct and staff a stand-alone ARFF facility that would only be capable of meeting just the needs of the airport. Given the projected need to provide typical structural fire protection and EMS services to the growing mixed-use development in the airport vicinity and the need to provide additional back-up to other stations, ESCI recommends Option A-1, and that design and construction begin as soon as feasible. Community Risk Assessment/Standards of Cover City of Denton Fire Department 167 Enhancement A: Airport Fire Station Options • Option A-1: Consider a station design that would meet ARFF requirements, plus provide space for additional structural and medical personnel (Engine and Medic unit) to provide response coverage into industrial areas, the new power plant, and future development on the west side of the city, west of IH-35W and south of US-380 (University Drive). See the proposed location in Figure 115. • Option A-2: Add new ARFF-only Station on Airport property in the vicinity of Airport Road and Masch Branch Road to satisfy FAR Part 139, Class IV requirements. Note: Check response times to all parts of the Airport in order to verify compliance with FAR Part 139 requirements before finalizing actual station location. Figure 114: Enhancement A, Option A-1 and Option A-2 Comparison Community Risk Assessment/Standards of Cover City of Denton Fire Department 168 Improvement Goal H: Evaluate Current and Future Station Locations Given the intense growth predicted in the western portions of the city, at least two additional fire stations will need to be built and staffed to maintain the desired service level. These are in addition to the multi-use station recommended by ESCI in Enhancement Option A-1. Depending upon the intensity and trajectory of western growth in the city, two options are presented for consideration. The first, Enhancement Option B-1, involves the construction and staffing of two additional fire stations. The second, Enhancement Option B-2, would add a third structural fire station in the western Robson Ranch portion of the city. This option should be considered in light of the City’s desire to directly control and staff a fire station near the Robson Ranch area within the city limits. This would replace the existing first due engine for EMS and fire responses through the existing automatic aid and fire station agreement from the Argyle Fire District. The need and timing for each option are highly dependent upon workload and associated metrics. ESCI has provided some background on “trigger points” for the decision to build and staff new stations in Appendix C. These trigger points are summarized in Figure 137 of Appendix C. Enhancement B: Additional Western Fire Station Location Options • Option B-1: (See Figure 115). Add two new stations, one in the Cole Ranch development and another in the Hunter Ranch development, based on pre-determined “trigger points,” to provide adequate coverage to meet community needs and expectations. • Option B-2: (See Figure 117). Add three new stations, one in the Cole Ranch development, another in the Hunter Ranch development, and a third in the Robson Ranch development based on pre- determined “trigger points,” to provide adequate coverage to meet community needs and expectations. Community Risk Assessment/Standards of Cover City of Denton Fire Department 169 Station Funding Considerations: Based on the current construction and development processes underway, the City of Denton should consider including the Hunter and Cole Ranch stations and apparatus in a future Bond Initiative. Construction and staffing will be dependent on the rate of development and changing risk profile of the City’s western development. If a municipal bond is the preferred funding option, consider an amount to fund land acquisition and design now, with construction to follow. If either a MUD or PID is the preferred funding option, consider investigating the inclusion of the fire station and capital asset costs (such as apparatus and equipment) in the overall cost of community infrastructure development, along with assigned personnel as necessary for public safety, if allowable. Service Level Impact of OFE Option A-1 (ARFF Multi-Purpose) Plus Option B-1 (Two Stations) ESCI recommends that the City consider two courses of action with respect to adding additional fire stations. Both include OFE Option A-1, the addition of a multi-purpose ARFF/structural fire station. The first option for consideration is the two-station option (Option B-1). The second option for consideration is the three-station option (Option B-2). The following figures show the conceptual location and impact of each of the recommended stations under OFE Option A-1 with Option B-1; the two-station option. Note that each location is designed to provide coverage that represents the ISO-recommended 1.5-mile radius for fire engines as much as practical. A blue hex is for response coverage from existing stations; an orange hex is for response coverage from planned stations. Community Risk Assessment/Standards of Cover City of Denton Fire Department 170 Figure 115: Existing and Conceptual Station Location, Airport Plus Two-Station Option Because no approved or submitted street patterns or grids were available for the western development area, ESCI has used geographic coverage circles. In the following figures, the 1.5-mile coverage radius represents an estimated 4-minute travel time (First Due Unit) and the 3-mile coverage radius represents an 8-minute travel time (First Alarm Effective Response Force). All of the mapping models include an automatic aid response from the shared station with the Argyle Fire District. Community Risk Assessment/Standards of Cover City of Denton Fire Department 171 The following figure provides for an initial 4-minute drive time and an 8-minute ERF response for the Airport plus the two stations (Option B-1) to provide adequate coverage for the west side of Denton. Based on the figures, the recommended stations will generally provide a 4-minute drive time for the first arriving company, and an estimated 15 to 20 personnel effective response force within the 8-minute travel time on 85 to 90 percent of structure fire incidents. These assumptions will need to be validated using GIS road-based travel times once they are available for the development areas. This assumes each station is equipped with an engine or quint/truck and an ambulance with minimum staffing of five personnel. In the left figure, the 1.5- mile radius indicates the 4-minute first-due travel time, and the right figure indicates a 3-mile radius to obtain an effective response force of 15 to 20 personnel. Figure 116: Airport, Plus Two Station First-Due 4-Minute and ERF 8-Minute Response Community Risk Assessment/Standards of Cover City of Denton Fire Department 172 Service Level Impact of OFE Option A-1 (ARFF Multi-Purpose) Plus Option B-2 (Three Stations) The following figures show the conceptual location and impact of each of the recommended stations under OFE Option A-1 with Option B-2; the three-station option. As in the preceding discussion, each location is designed to provide coverage that represents the ISO-recommended 1.5-mile radius for fire engines as much as practical. A blue hex is for response coverage from existing stations; an orange hex is for response coverage from planned stations. Figure 117: Existing and Conceptual Station Location, Airport Plus Three-Station Option Community Risk Assessment/Standards of Cover City of Denton Fire Department 173 The following figure provides for an initial 4-minute drive time and an 8-minute ERF response for the Airport plus three stations. In these illustrations, the recommended stations will generally provide a 4-minute drive time for the first arriving company, and a 20 to 25 personnel effective response force within the 8-minute travel time on 85 to 90 percent of structure fire incidents on the west side from the mid-point and to the south, and 15 to 20 personnel towards the northwest. This again assumes each station is equipped with an engine or quint/truck and an ambulance with minimum staffing of five personnel. In the left figure, the 1.5- mile radius indicates the 4-minute first due travel time, and the right figure indicates a 3-mile radius to obtain the appropriate effective response force. Figure 118: Airport, Plus Three Station First-Due 4-Minute and ERF 8-Minute Response Comparison of Options 2-A (Two Stations) and 2-B (Three Stations) Figure 119 represents the DFD staffing and unit assignment scheduled for various alarm types and indicates the number of personnel required to establish an effective response force for a structure fire with and without fire hydrants. These numbers fall within the range shown in the previous figures to achieve the goal of an ERF within the 8-minute standard. Community Risk Assessment/Standards of Cover City of Denton Fire Department 174 Figure 119: Denton Alarm Assignments Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual LOW-RISE STRUCTURE FIRE (HYDRANTED) Engine 3 9 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 18 Total Staffing/Units Needed: 18 Gap/Deficit: 0 LOW-RISE STRUCTURE FIRE (NON-HYDRANTED) Engine 3 9 Tender 1 2 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 1 2 18 2 Total Staffing/Units Needed: 18 2 Gap/Deficit: 0 0 To obtain the required number of personnel and apparatus as described in the previous pages, it is recommended and supported by ESCI that the Airport station and apparatus as outlined in Enhancement Option A-1 be considered in a future Bond Initiative and the remaining stations and equipment in future funding initiatives as the provided additional station triggers are approached. Community Risk Assessment/Standards of Cover City of Denton Fire Department 175 Financial Impact of OFE Option A-1 (ARFF Multi-Purpose) and Option B-1 (Two Stations) or Option B-2 (Three Stations) The preceding discussion outlined to potential courses of action, each of which will have a significant positive impact on the service level demand that will be imposed by the future city growth both around the airport and in the western areas of the city. ESCI recommends that a multi-purpose ARFF facility be constructed and that either two or three additional structure fire stations be built and staffed. While the service level impact of each course of action was discussed previously, it is also important for policymakers to consider the initial and recurring costs associated with these service level enhancement opportunities. ESCI has provided information about “trigger points” for the timing on the construction of new fire stations in Appendix C which may provide guidance on when the City should consider adding the stations and staffing proposed in the two OFEs. Further, because the timing may and probably will vary based upon the rate of growth and other factors, decision unit costs have been provided with escalation factors over the next five- year period using FY 2019 costs as the base year. This will enable the Council to determine approximate start- up capital and operating costs for any of the stations in whichever year they wish to begin adding a new station over the five-year period. Staff, apparatus, and station initial and recurring costs are broken out in detail in Appendix C and were used in the following summary figures, which compare OFE Options A-1 plus B-1 (ARFF plus two stations) with OFE Options A-1 plus B-2 (ARFF plus three stations). The following notional new stations show which apparatus they will house, and the number of personnel assigned is based upon current staffing levels. In addition to the apparatus and crews assigned to the new stations under either course of action proposed, there will need to be a Shift Battalion Chief added. • Station 9 (Airport Multi-Purpose) – Structural Engine, crossed-staffed ARFF Unit (already purchased in FY 19/20) • Station 10 – Structural Engine, Ambulance • Station 11 – Structural Engine, Ambulance • Station 12 – Structural Engine The following two figures summarize the initial and recurring costs associated with either course of action outlined above. The analysis has included no additional staff to cover leave and/or other vacancies (no relief factor) nor has any additional overtime been added for that purpose. Further, the cross-staffed company at the airport station will consist of a four-person crew that is ARFF qualified and the ARFF apparatus has already been purchased. Community Risk Assessment/Standards of Cover City of Denton Fire Department 176 Figure 120: Financial Impact of Two Fire Station Option Figure 121: Financial Impact of Three Fire Station Option Community Risk Assessment/Standards of Cover City of Denton Fire Department 177 Improvement Goal I: Add 2nd Ladder Truck Along with considering a second Battalion Chief at Station 3, the department should also consider an opportunity for improvement by adding a second ladder truck. This addition will enhance coverage for the current call volume, as the volume increases (up 9.75% last year), and as the westside development occurs, it will allow consideration for movement of the aerial truck based on Improvement Goal F. Additionally, adding the aerial truck will ensure a Captain is staffed on each shift to serve as backup BC as required to maintain efficiency in operations. Improvement Goal J: Optimize Existing Station Locations When Possible The following figure is a station optimization map. This map looks at the city in its current configuration East of Highway 35W. The intent is to provide the City with optimized station locations given the current geography, development, existing service demand, and street patterns. For this analysis, it was assumed there were no fire stations within the city. Then by taking the incident density for years 2014 through 2018, the computer model indicates where stations should be located, and any additional station(s) that would be needed to achieve maximum 4-minute travel times throughout the city. While it is impractical and not recommended to move existing fire stations based on this model, it is a useful tool to utilize if a station is to be rebuilt. Should the opportunity and funding present itself for DFD to relocate existing stations, this model can serve as a guide on locations that best optimize coverage and travel time within the city. Community Risk Assessment/Standards of Cover City of Denton Fire Department 178 Figure 122: Fire Station Optimization Improvement Goal K: Modify Resource Deployment Models and Dispatch Assignments to Ensure Adequate Personnel for Emergency Incidents ESCI recommends that DFD work with Denton County Communications Center to ensure adequate resources are dispatched to cover all emergency incidents. As indicated in the following figure, responses to fire incidents are shown with the number of personnel required to mitigate the emergency. Certain incidents indicate gaps in those numbers (shown in red), meaning the resources dispatched do not provide the required number of personnel needed. In most cases, these are larger-scale incidents, commercial, high rise, rescues, etc. DFD should assess its current deployment model to those incidents and determine the additional resources needed to eliminate the gaps. This may include adding DFD fire companies to the specific incident or modifying mutual/automatic aid agreements to ensure sufficient personnel and equipment are dispatched to the scene of these emergencies. Community Risk Assessment/Standards of Cover City of Denton Fire Department 179 Figure 123: Denton Alarm Assignments Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual LOW-RISE STRUCTURE FIRE (HYDRANTED) Engine 3 9 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 18 Total Staffing/Units Needed: 18 Gap/Deficit: 0 LOW-RISE STRUCTURE FIRE (NON-HYDRANTED) Engine 3 9 Tender 1 2 Ladder 1 4 Battalion Chief 1 1 Medic Unit 2 4 Total Staffing/Units Provided: 7 18 1 2 18 2 Total Staffing/Units Needed: 18 2 Gap/Deficit: 0 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 180 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Dept. Mutual HIGH-RISE STRUCTURE FIRE (55+ feet) *Initial response (Big Box). If working fire, then 2-alarm. Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 431 Gap/Deficit: 202 MODERATE-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 HIGH-RISK COMMERCIAL STRUCTURE FIRE Engine 4 12 Ladder 1 4 Battalion Chief 1 1 Medic Unit 3 6 Total Staffing/Units Provided: 9 23 23 Total Staffing/Units Needed: 28 Gap/Deficit: 5 WILDLAND FIRE: HIGH RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 WILDLAND FIRE: LOW RISK Engine 1 3 Grass Unit 2 6 Total Staffing/Units Provided: 3 9 12 Total Staffing/Units Needed: 9 Gap/Deficit: 3 1 NFPA 1710 2 Second Alarm Personal would narrow the gap. Community Risk Assessment/Standards of Cover City of Denton Fire Department 181 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff AIRCRAFT EMERGENCY Engine 2 6 Grass Unit 2 6 ARFF 1 3 Medic Unit 2 6 Battalion Chief 1 1 Total Staffing/Units Provided: 8 22 22 Total Staffing/Units Needed: 20 Gap/Deficit: 0 HAZARDOUS MATERIALS: HIGH RISK Engine 2 6 Battalion Chief 1 1 Hazardous materials unit 2 7 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 HAZARDOUS MATERIALS: LOW RISK Engine 1 4 Medic Unit 1 2 Total Staffing/Units Provided: 2 6 6 Total Staffing/Units Needed: 6 Gap/Deficit: 2 EMERGENCY MEDICAL SERVICES (Life Threatening) Engine or Ladder 1 3 Medic Unit 1 2 Total Staffing/Units Provided: 2 5 5 Total Staffing/Units Needed: 5 Gap/Deficit: 0 MOTOR VEHICLE COLLISION: NO ENTRAPMENT Engine or Ladder 2 6 Medic Unit 1 2 Total Staffing/Units Provided: 3 8 8 Total Staffing/Units Needed: 8 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 182 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff MOTOR VEHICLE COLLISION: WITH ENTRAPMENT Engine 2 6 Ladder/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 5 13 13 Total Staffing/Units Needed: 16 Gap/Deficit: 3 MAJOR MEDICAL RESPONSE (10+ Patients) Engine 3 9 Medic 5 10 Battalion Chief 1 1 Total Staffing/Units Provided: 9 20 20 Total Staffing/Units Needed: 20 Gap/Deficit: 0 TECHNICAL RESCUE: RISING OR SWIFT WATER Engine 2 6 Boat (type) 1 3 Battalion Chief 1 1 Ambulance 1 2 Total Staffing/Units Provided: 5 12 12 Total Staffing/Units Needed: 13 Gap/Deficit: 1 TECHNICAL RESCUE: ROPE Engine 3 9 Ladder/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 183 Unit Type Denton FD Mutual Aid Total Personnel Units Staff Units Staff Units Staff TECHNICAL RESCUE: CONFINED SPACE Engine 3 9 Truck/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 TECHNICAL RESCUE: TRENCH RESCUE Engine 3 9 Truck/Rescue 1 4 Battalion Chief 1 1 Medic Unit 1 2 Total Staffing/Units Provided: 6 16 16 Total Staffing/Units Needed: 16 Gap/Deficit: 0 Community Risk Assessment/Standards of Cover City of Denton Fire Department 184 CONCLUSION The ESCI project team began collecting information concerning the Denton Fire Department in June 2019. The team members recognize this report contains a large amount of information and ESCI would like to thank the DFD staff and many officials for their efforts in bringing this project to fruition. ESCI would also like to thank the various individuals and external organizations for their input, opinions, and candid conversations throughout this process. It is ESCI’s sincere hope the information contained in this report is used to its fullest extent and the emergency services provided to the citizens of Denton and the surrounding area will be improved by its implementation. Community Risk Assessment/Standards of Cover City of Denton Fire Department 185 APPENDIX A: FACILITIES AND ASSIGNED APPARATUS A detailed description of each station facility and assigned apparatus is on the following pages. The following criteria were used to rate the condition of each fire station. Excellent Like new condition. No visible structural defects. The facility is clean and well maintained. Interior layout is conducive to function with no unnecessary impediments to the apparatus bays or offices. No significant defect history. Building design and construction match building purpose. Age is typically less than 10 years. Good The exterior has a good appearance with minor or no defects. Clean lines, good workflow design, and only minor wear of the building interior. Roof and apparatus apron are in good working order, absent any significant full thickness cracks or crumbling of apron surface or visible roof patches or leaks. Building design and construction match building purpose. Age is typically less than 20 years. Fair The building appears to be structurally sound with weathered appearance and minor to moderate non-structural defects. The interior condition shows normal wear and tear, but flows effectively to the apparatus bay or offices. Mechanical systems are in working order. Building design and construction may not match the building purpose well. Showing increasing age-related maintenance, but with no critical defects. Age is typically 30 years or more. Poor The building appears to be cosmetically weathered and worn with potentially structural defects, although not imminently dangerous or unsafe. Large, multiple full-thickness cracks and crumbling of concrete on apron may exist. Roof has evidence of leaking and/or multiple repairs. The interior is poorly maintained or showing signs of advanced deterioration with moderate to significant non-structural defects. Problematic age-related maintenance and/or major defects are evident. May not be well suited to its intended purpose. Age is typically greater than 40 years. Community Risk Assessment/Standards of Cover City of Denton Fire Department 186 Station Name/Number: Fire Station 1 Address/Physical Location: 332 E. Hickory St., Denton, TX 76201 Office use only General Description: Office use only Structure Construction Type Type 2 & 3 Date of Construction Original 1930s; Renovated into a fire station in 2002 Seismic Protection No Auxiliary Power Yes General Condition Good Number of Apparatus Bays 5 Drive-through bays Back-in bays Special Considerations (ADA, etc.) ADA compliant Square Footage 26,368 Facilities Available Separate Rooms/Dormitory/Other 3 Bedrooms 3 Beds 11 Beds in dormitory Maximum Station Staffing Capability 14 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms Yes Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal Yes Security Yes Apparatus Exhaust System Yes Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Battalion 1 1 Shift BC Medic 1 2 ALS ambulance Engine 1 3 500-gallon pumper Truck 1 4 105’ Tower Ladder Rescue 1 CS Ford 550 Super Duty with gooseneck trailer Truck 11 0 Reserve Tower Ladder *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 187 Station Name/Number: Fire Station 2 Address/Physical Location: 110 Mockingbird, Denton, TX 76209 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 2016 Seismic Protection No Auxiliary Power Yes General Condition Excellent Number of Apparatus Bays 4 Drive-through bays Back-in bays Special Considerations (ADA, etc.) ADA Compliant Square Footage 13,785 Facilities Available Separate Rooms/Dormitory/Other 8 Bedrooms 8 Beds Beds in dormitory Maximum Station Staffing Capability 8 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal Yes Security Yes Apparatus Exhaust System Yes Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 2 2 ALS Ambulance Engine 2 3 500-gallon pumper Medic 12 0 Reserve ALS Ambulance Engine 12 0 Reserve 500 gallon pumper Brush 2 CS 300-gallon Brush truck Rehab 0 Rehab/Command bus Boat 12 0 Reserve zodiac boat *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 188 Station Name/Number: Fire Station 3 Address/Physical Location: 1204 McCormick St, Denton, TX 76201 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 1971 Seismic Protection No Auxiliary Power Yes General Condition Poor Number of Apparatus Bays 2 Drive-through bays 1 Back-in bays Special Considerations (ADA, etc.) Not ADA compliant Square Footage 5,672 Facilities Available Separate Rooms/Dormitory/Other 2 Bedrooms 2 Beds 5 Beds in dormitory Maximum Station Staffing Capability 7 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal No Security No Apparatus Exhaust System No Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 3 2 ALS Ambulance Engine 3 3 500-gallon pumper *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 189 Station Name/Number: Fire Station 4 Address/Physical Location: 2116 E. Sherman, Denton, TX 76209 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 2017 Seismic Protection No Auxiliary Power Yes General Condition Excellent Number of Apparatus Bays 3 Drive-through bays Back-in bays Special Considerations (ADA, etc.) ADA Compliant Square Footage 12,408 Facilities Available Separate Rooms/Dormitory/Other 8 Bedrooms 8 Beds Beds in dormitory Maximum Station Staffing Capability 8 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal Yes Security Yes Apparatus Exhaust System Yes Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 4 2 ALS Ambulance Engine 4 3 500-gallon pumper Brush 4 CS 300-gallon brush truck UTV 4 CS Utility ATV for EMS or Brush fires M24 0 Reserve ALS Ambulance E14 0 Reserve 500-gallon pumper *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 190 Station Name/Number: Fire Station 5 Address/Physical Location: 2230 W. Windsor, Denton, TX 76207 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 1988 Seismic Protection No Auxiliary Power Yes General Condition Fair Number of Apparatus Bays 2 Drive-through bays 2 Back-in bays Special Considerations (ADA, etc.) Not ADA compliant Square Footage 8,033 Facilities Available Separate Rooms/Dormitory/Other 1 Bedrooms 1 Beds 6 Beds in dormitory Maximum Station Staffing Capability 7 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal No Security No Apparatus Exhaust System No Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 5 2 ALS Ambulance Quint 5 4 500-gallon Quint with 75’ ladder Brush 5 CS 300-gallon brush truck HazMat 5 CS HazMat Command/Mitigation truck *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 191 Station Name/Number: Fire Station 6 Address/Physical Location: 3232 Teasley, Denton, TX 76210 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 1991 Seismic Protection No Auxiliary Power Yes General Condition Fair Number of Apparatus Bays 1 Drive-through bays 2 Back-in bays Special Considerations (ADA, etc.) Not ADA Compliant Square Footage 5,995 Facilities Available Separate Rooms/Dormitory/Other 1 Bedrooms 1 Beds 6 Beds in dormitory Maximum Station Staffing Capability 7 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal No Security No Apparatus Exhaust System No Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 6 2 ALS Ambulance Engine 6 3 500-gallon pumper *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 192 Station Name/Number: Fire Station 7 Address/Physical Location: 4201 Vintage Pkwy, Argyle, TX 76226 Office use only General Description: Office use only Structure Construction Type Type 2 Date of Construction 2006 Seismic Protection No Auxiliary Power Yes General Condition Good/Excellent Number of Apparatus Bays 4 Drive-through bays Back-in bays Special Considerations (ADA, etc.) ADA Compliant Square Footage 15,575 Facilities Available Separate Rooms/Dormitory/Other 10 Bedrooms 10 Beds Beds in dormitory Maximum Station Staffing Capability 10 Exercise/Workout Facilities Yes Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms Yes Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal Yes Security Yes Apparatus Exhaust System Yes Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 7 2 ALS Ambulance Engine 7 3 500-gallon pumper Brush 7 CS 300-gallon brush truck Decon 7 CS Ford Super Duty/trailer for HazMat decon EOD 7 0 Large bomb squad response vehicle and trailer Engine 17 0 Reserve 500-gallon pumper *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 193 Station Name/Number: Fire Station 8 Address/Physical Location: 3535 A I35E, Denton, TX 76210 Office use only General Description: Office use only *We have property purchased and an architect working on plans for a permanent station for the existing medic and engine. Staffing will then be 5. Construction expected to start around the end of this calendar year. Structure Construction Type Type 5 – This is a classroom building converted for Medic Date of Construction Unknown; Owned by Medical City Denton Seismic Protection No Auxiliary Power No General Condition Fair; Classroom conversion with one carport for Medic Number of Apparatus Bays 0 Drive-through bays 0 Back-in bays Special Considerations (ADA, etc.) Not ADA Compliant Square Footage 8,500 Facilities Available Separate Rooms/Dormitory/Other 2 Bedrooms 2 Beds Beds in dormitory Maximum Station Staffing Capability 2 Exercise/Workout Facilities No Kitchen Facilities Yes Individual Lockers/Storage Assigned Yes Shower Facilities Yes Training/Meeting Rooms No Washer/Dryer Yes Safety & Security Sprinklers Yes Smoke Detection Yes Decontamination/Biohazard Disposal No Security No Apparatus Exhaust System No Assigned Apparatus/Vehicles Apparatus Call Sign Minimum Staffing* Comments Medic 8 2 ALS Ambulance *If an apparatus is cross-staffed, enter “CS” after the minimum staffing number Community Risk Assessment/Standards of Cover City of Denton Fire Department 194 APPENDIX B: HAZARD ASSESSMENT AND ANALYSIS Figure 124: Natural Hazards Risk Assessment Community Risk Assessment/Standards of Cover City of Denton Fire Department 195 Figure 125: Technological Hazards Risk Assessment Community Risk Assessment/Standards of Cover City of Denton Fire Department 196 Figure 126: Human-related Hazards Risk Assessment Figure 127: Structure Fires Risk Assessment Community Risk Assessment/Standards of Cover City of Denton Fire Department 197 Figure 128: Non-Structure Fires Risk Assessment Figure 129: EMS Medical Assists Risk Assessment Community Risk Assessment/Standards of Cover City of Denton Fire Department 198 Figure 130: Technical Rescue Risk Assessment Figure 131: Hazardous Materials Risk Assessment Community Risk Assessment/Standards of Cover City of Denton Fire Department 199 Figure 132: Summary Risk Assessment 35%35% 43%44% 38% 75% 31% 44% 23%26% 37%40%34% 19% 30% 46% 0% 25% 50% 75% 100% Natural Hazards Technological Hazards Human Hazards Structure Fires Non-Structure Fires EMS-Medical Assist Rescue HazmatRelative Community Risk Probability Severity 8%9% 16% 17% 13% 15% 9% 20% 0% 5% 10% 15% 20% 25% Natural Hazards Technological Hazards Human Hazards Structure Fires Non-Structure Fires EMS-Medical Assist Rescue HazmatRelative Community Risk43% 32% 0% 25% 50% 75% 100% Probability SeverityRelative Community Risk Community Risk Assessment/Standards of Cover City of Denton Fire Department 200 APPENDIX C: FINANCIAL BASIS FOR COST PROJECTIONS Revenues and expenditures comprising the total funding and cost of operating the fire department are found in the City of Denton General Fund (GF). Major capital expenditures including fire station and other capital facility costs, as well as apparatus and major equipment purchases, are primarily accounted for in the City Capital Projects Fund budget supported by transfers from other funds, bond proceeds, and related revenues. The City operates on an October 1 to September 30 fiscal year and uses a modified accrual basis with a current financial resources focus for fund accounting. A detailed review of historical revenue, expenditure, fund balance, and cash flow was not undertaken in this study. In order to estimate the future costs of any service level enhancement opportunities, it is first necessary to understand current year (Fiscal Year 2019) estimated costs for various decision unit components such as firefighter salary/benefits, onboarding costs, apparatus and equipment costs, and fire station construction and operating costs. Depending upon when these components may be added to the system, the FY 2019 costs can be escalated based upon known or anticipated increases due to such influences as projected inflation for each component, Council authorized pay increases, rising benefit costs, or some combination of factors. Policy decisions regarding the adoption of any enhancements designed to improve service level are generally evaluated based upon projected initial and recurring cost versus the benefit provided. In order to understand the future costs of any enhancement, it is important to evaluate improvements in terms of decision units. A decision unit in the case of this Denton Fire Department study can be considered a career-staffed ambulance, engine or ladder company, ARFF unit, shift battalion chief, or an operating fire station with various staffed units. These decision units are comprised of components such as personnel with various associated initial and recurring costs, capital apparatus and facility acquisition, and recurring capital operating costs. The following discussion uses actual or estimated DFD FY 2019 costs, to the extent they are available, as a basis for costing of various decision unit components whose costs can then be escalated to that point in time when they may be added to the system. In other words, if the City determines that it needs to add an engine company to its operation in three years, the following FY 2019 personnel, capital, and operating costs will serve as a basis for the addition of that unit were it to be added in FY 2019. The escalation factors for the various components of that decision unit, as estimated from various sources, will then be applied to show the future cost at the point in time the department wishes to add that unit. Community Risk Assessment/Standards of Cover City of Denton Fire Department 201 Fiscal Year 2019 Personnel Costs Uniformed fire department positions discussed in the following section are covered by the City of Denton Civil Service Fire Pay Plan for FY 2018–19 which went into effect on March 23, 2019. The next figure provides hourly rate, annualized salary, estimated benefit costs, and the total compensation costs for various decision unit positions including: Firefighter (Pay Grade IA10) which has six steps (A–F) including new hire, Fire Driver (Pay Grade IB-10) which has three steps (A–C) including promotional, Fire Captain (Pay Grade IC10) which has three steps (A–C) including promotional and Battalion Chief (Pay Grade ID10), which also has three steps (A–C) including promotional. It is anticipated that additional, career-staffed apparatus would require some combination of these four positions. Figure 133: Annualized Salary/Estimated Benefits Various DFD Uniformed Positions, FY 2018–19 Title Grade Hourly Rate Annual Salary1 Estimated Benefits2 Total Compensation Firefighter (Step A-Starting) IA10 $21.44 $65,490 $28,816 $94,306 Firefighter (Step B-2 Years) IA10 $22.67 $69,234 $30,463 $99,697 Firefighter (Step C-3 Years) IA10 $23.90 $72,978 $32,110 $105,089 Firefighter (Step D-4 Years) IA10 $25.12 $76,723 $33,758 $110,481 Firefighter (Step E-5 Years) IA10 $26.35 $80,467 $35,405 $115,872 Firefighter (Step F-7 Years) IA10 $27.58 $84,214 $37,054 $121,268 Fire Driver (Step A-Promotion) IB10 $29.20 $89,162 $39,231 $128,393 Fire Driver (Step B-2 Years) IB10 $29.78 $90,960 $40,023 $130,983 Fire Driver (Step C-4 Years) IB10 $30.37 $92,759 $40,814 $133,573 Fire Captain (Step A-Promotion) IC10 $35.84 $109,456 $48,161 $157,616 Fire Captain (Step B-2 Years) IC10 $36.73 $112,183 $49,360 $161,543 Fire Captain (Step C-4 Years) IC10 $37.63 $114,908 $50,559 $165,467 Battalion Chief (Step A-Prom) ID10 $40.96 $125,097 $55,043 $180,140 Battalion Chief (Step B-2 Years) ID10 $42.14 $128,696 $56,626 $185,322 Battalion Chief (Step C-4 Years) ID10 $43.32 $132,290 $58,208 $190,498 1 Annual salary based on 2,928 scheduled work hours of which 252 must be paid as overtime per FLSA rule. 2 Benefit rate of 44% is estimated from total City employee salary/benefit compilation 10/1/18–7/19/19. Benefits are estimated at 44 percent of annual salary based upon the combined year-to-date FY 2019 City payroll for all employees from October 1, 2018, through mid-July 2019. Total benefits divided by total salaries paid during that period for all City employees averaged 43.8 percent. While it is understood that the overall benefit rate for uniformed fire service positions will be somewhat higher due primarily to higher retirement costs and workers compensation experience, police and firefighters whose special-risk benefit rates are generally higher than regular employees make up a majority of City payroll so that the actual firefighter benefit rate should not be significantly different than the overall average benefit rate. Community Risk Assessment/Standards of Cover City of Denton Fire Department 202 In addition to the annualized civil service salary amount for the various steps in each position outlined in Figure 133, there are also various certification and education pay amounts or stipends available for uniformed positions depending upon assignment and choice. The following figure identifies various extra pays available as an annual amount. Previous to this report, firefighter certification and educational pays could not be “stacked,” and, if multiple certifications and education pay could be applied, the highest would be granted. However, the City of Denton and the Denton Firefighters Association have signed an agreement that now allows firefighter certification and educational pays to be stacked when applicable. The paramedic certification pay can be added to either a firefighter certification or an educational stipend. The specialty certifications are based upon the assignment. For example, personnel certified and assigned to an ARFF unit will receive $600 annually as part of that assignment. Figure 134: Available Extra Certification/Education Pays, FY 2019 Certification/Education Pay Category Annual Stipend Specialty Certifications Aircraft Rescue FF (ARFF) $600 Bomb Technician $600 Hazmat Team $600 Fire/EMS Certifications1 Intermediate Firefighter $1,080 Advanced Firefighter $1,800 Master Firefighter $2,520 Paramedic2 $1,200 Educational Stipends1 30 hrs toward degree $720 Associate Degree $1,080 Bachelor's Degree $1,800 Master's Degree $2,520 1 Fire and EMS certification and education pay amounts can now be “stacked” based on new agreement signed by the City and fire association. 2 Paramedic pay can be added to one fire certification or educational pay. Community Risk Assessment/Standards of Cover City of Denton Fire Department 203 While it might be more appropriate to utilize Step A (starting salary and benefit costs) for additional Firefighter (Pay Grade IA10) positions added on various units, using Step B (the two-year annualized salary) will give a better “worst-case” cost scenario, so that recommended improvements do not end up costing more than originally projected. The salary used for adding Driver (Pay Grade IB10) positions is the Step A or promotional rate, which should align with department practice. The same assumption is made when adding Captain (Pay Grade IC10) and Battalion Chief (Pay Grade ID10) positions. That is, the Step A or promotional rate is used in these projections rather than higher rates that would be achieved after several years operating in that capacity. The paramedic certification pay of $1,200 is added to all positions based upon department current practice of staffing with cross-trained firefighter/paramedics on all units. Other stipends are added in the modeling as follows: Advanced Firefighter certification pay of $1,800/year added to Driver position, Master Firefighter certification pay of $2,520/year added to Captain position, and Master Firefighter certification pay added to Battalion Chief position. When adding positions, it is also important to include first-year on-boarding costs along with the recurring cost of each new position. These costs generally vary from department to department but typically include such items as background checks/polygraphs, physicals based upon the NFPA 1582 firefighter standard, recruit school costs, uniforms, SCBA facepieces, Personal Protective Equipment or Turnout Gear and may include radio/technology packages or other items. For the purposes of this study, an estimated on-boarding cost of $7,500 was used for FY 2019. After the initial year, these costs would not continue with the added position, and the only recurring costs associated would be the total annual compensation. However, it is also understood that the department’s annual operating costs over time would increase due to added PPE replacement, training, and other associated employee costs. As with any other City employee, firefighters receive time off for various reasons such as vacation, sick, and funeral leave among others. The DFD has determined minimum staffing requirements for various response units based upon risk and response protocols to emergency incidents. These minimum daily staffing needs require that when any firefighter is on leave, and daily staffing drops below the minimum, another firefighter must cover his or her position. DFD utilizes overtime personnel to maintain minimum staffing in these instances. As positions are added, an additional amount of overtime would likely be incurred to maintain higher minimum staffing levels. This additional overtime amount has not been included in this analysis but would need to be factored in to obtain a fully-loaded cost of adding additional riding positions as more response units are added to the system. Community Risk Assessment/Standards of Cover City of Denton Fire Department 204 Fiscal Year 2019 Capital Apparatus/Equipment Costs The next figure identifies FY 2019 apparatus costs based upon the current Denton Fire Department specifications for each apparatus class. Also included is the estimated cost to equip each type of vehicle. This table illustrates first-year capital costs only and does not consider annual or recurring operating costs such as fuel, oil, and routine maintenance costs (parts and labor). In order to build an accurate cost of adding each type of apparatus, these recurring costs would need to be considered for future years. Further, the department should consider an annual apparatus replacement cost as part of its annual apparatus replacement program based upon life expectancy and usage for each vehicle class. Figure 135: Apparatus and Equipment Costs, FY 2019 FY 2019 Apparatus Cost Vehicle Class Apparatus Equipment Total Engine1 $800,000 $200,000 $1,000,000 Ladder1 $1,700,000 $300,000 $2,000,000 Ambulance1 $250,000 $150,000 $400,000 ARFF Truck1 $750,000 $135,000 $885,000 Battalion Vehicle2 $50,000 $15,000 $65,000 1 Cost estimates provided by department based upon recent purchases according to apparatus replacement plan specifications. 2 ESCI estimate. Fiscal Year 2019 Facility Capital/Operating Costs The last category of costs considered as part of any potential future service level upgrade to consider is fire station costs—both initial construction and annual operating costs. Land costs will vary considerably depending upon many factors, such as market condition, developer proffers, environmental, and other factors. Therefore, land costs are generally not included in the estimated costs of any notional new fire stations. However, the staff has provided an estimate of land costs to be included with any recommended fire stations as part of this study.53 The City of Denton has recently completed two fire stations, Station 2 in 2016 and Station 4 in 2017, and is currently constructing a third. Therefore, the City has good data upon which to base fire station construction cost estimates for future stations using a standard design. Figure 136: Estimated Fire Station Construction Costs, FY 2019 Estimated FY 2019 Fire Station Costs A & E Fees $720,000 Building Construction $6,000,000 FF&E $150,000 Land $750,000 Total $7,620,000 53 Personal Communication, email from B. Lahart to L. Bright, August 19, 2019, providing information about estimated fire station construction costs. Community Risk Assessment/Standards of Cover City of Denton Fire Department 205 After construction costs are considered, there is an annual operating cost for a new facility that will be comprised of multiple components. Many jurisdictions provide and charge facilities maintenance, utilities, and related operating costs for various fire department and other facilities on a square footage basis as an interfund charge. Fire departments will also budget for some routine station operating costs such as various O&M needs. Typical operating costs generally budgeted for by departments include; printing/copying, telephone and internet, laundry and janitorial, office supplies, minor equipment, books and subscriptions, and other operating supplies. Costs either paid directly or to other internal service departments may include; utilities, routine maintenance and janitorial, grounds maintenance, refuse and pest control services among others. The DFD Fire Operations Division adopted budget for FY 2019 is $23,960,547 and the total department personnel budget is $25,986,804 of which approximately 86 percent is directly related to the Operations Division. Therefore, approximately $22,341,294 of the total Division operating cost is personnel. This leaves $1,619,253 in other operating costs spread amongst the seven fully staffed fire stations giving an average station operating cost of $231,322. While this is a very approximate and crude method of providing a recurring operating cost for a fire station, it serves as a reasonable starting point. Further, the department has estimated that its new fire station will have an annual operating cost of approximately $200,000.54 When a New Station or Response Resource is Needed The question that many communities have to address is when is a fire station, additional response resource, or an alternative response program required to meet time goals. Obviously, this has been answered in any community that has more than one fire station or response unit. The problem comes in finding a quantifiable threshold to determine that point for each specific situation because it varies from community to community and even within a specific jurisdiction. The overall answer is part financial and part professional judgment. In fact, in the literature of the fire service today, there is very little definitive guidance on how this should be accomplished. There are several steps that can be identified. They consist of: • Identifying areas with minimum coverage • Identifying feasible locations for a new facility or response resource • Evaluating those locations using specific criterion 54 Personal Communication, email from B. Lahart to L. Bright, August 19, 2019, providing information about estimated fire station construction costs. Community Risk Assessment/Standards of Cover City of Denton Fire Department 206 The description in this document is based upon a growing body of knowledge acquired by ESCI and aimed at quantifying this process. What is unfortunate is that there is no universally acceptable algorithm. The fire protection planning process allows for an evaluation of potential loss as a result of deteriorating response times. One form of measurement is to assess the road and transportation network to ascertain the percentage of road mileage that theoretically is covered by the time criterion. This is done using computer- based modeling that will create a polygon that describes the areas of coverage. In fact, this process will also identify gaps and deficiencies where response time is not adequate. As growth and development extend beyond the range of travel time of one station, the percentage of calls that exceed the performance requirement should begin to increase. It should be noted that growth, in and of itself, does not create an instantaneous demand. New construction has the advantage of better codes, a higher level of owner interest, and limited deterioration of fire-breeding conditions. A more subtle difference in today’s fire service is the fact that community demand for medical services is almost from day one of occupancy. In short, this means that new construction may place more value and lives at risk, but the demand for service will be incremental. When demand for service does begin, it will be based upon two factors—nature of the occupancy and hazards that are present. The incident increase may first appear as a change in the performance of an existing company in the annual analysis of emergency calls. For example, if a station has 1,000 alarms and a 90 percent compliance rate with the response standard, there would be about 100 alarms per year that were beyond the goal. This would be the baseline for existing response performance. If the following year, the number of alarms was 1,200 and the compliance percentage dropped to 85 percent, this would indicate that the department is losing ground on response performance. If the change in the number of alarms had merely increased because of more calls in the same area, the response time percentage should have remained similar. One exception to this rule is when a single company has such a high call volume that it cannot handle all calls without call queuing. However, since the alarm rate went up and the performance went down, the failure threshold may be approaching. The change in alarms that were not met may now go to 180 (15 percent of the overall). As stated earlier, analysis needs to be performed on the deficiency to determine how many of those incidents were handled in the increment of 60 seconds beyond the performance time. Based upon actual response time analysis, one threshold that needs to be considered is the increase in alarms and the percent of calls handled under the criterion adopted. Anything more than a 10 percent increase in calls and a 10 percent reduction in performance is a signal to evaluate the level of service provided. In larger departments, most practitioners are factoring out non-emergency calls and for actual incident performance, only looking at core emergencies. The definition of core can be made locally based on risk and importance to the community, but they are usually structure fires and moderate to severe status EMS calls. In general, if more than one measure must be slipping, an evaluation of all Standards of Coverage factors, along with the reason why the data is slipping, is required. A one-year snapshot may not be valid if the agency had a big storm event, a catastrophic weather event, major wildland fire, and stacked a bunch of calls for just a month of the year. Community Risk Assessment/Standards of Cover City of Denton Fire Department 207 The incident analysis approach depends upon having emergencies, which does not address what is at risk. That is where the mapping technology applies. As structures and different types of fire problems are constructed on the ground, they may represent additional lives and property that are at risk that deserve equity in protection. One of the elements for creating a governmental entity is to control land use and to create mechanisms for collecting taxes and determining ownership. Furthermore, these same individuals and properties are paying the taxes, fees, and permits for the level of service provided. In one sense, when growth occurs, the new properties are usually safer than the older part of the community because they are constructed to a higher standard. What is clear to almost any community is that being slightly out of the response standard range does not trigger a new facility or additional response unit from an existing facility. Assessed valuation or increased revenues in the form of benefit assessment or mitigation fees provide an incentive for new fire stations to be constructed and/or additional units staffed when the fire agency can afford them. One threshold that needs to be carefully monitored is the revenue stream that accrues from development. That revenue stream should provide a threshold when different elements of future fire stations or additional response units can be determined. For example, it may take several years to evolve a location into a staffed and functioning fire station. As the development revenue stream proceeds, funds could be available in phases for site acquisition, initial plans and specifications, site treatment, construction equipment, and staffing at different points of time. This may be a multi-year process. One industry threshold for additional response capabilities should be to provide a new fire station or additional response unit into the appropriate zone in the county or jurisdiction that has more than 35 to 50 percent of its parcels developed. Some of the secondary measures currently used are 300 to 500 calls for service for any individual fire company or a service population of 10,000 to justify a full-time paid company or response unit. The following criterion grid illustrates a series of measures that may be useful in deciding when a new fire station or additional response unit should be deployed within a county. Similar grids should be developed to help establish triggers for the deployment of additional emergency equipment and personnel in the Denton Fire Department response areas that are difficult to currently serve and areas experiencing significant development. Community Risk Assessment/Standards of Cover City of Denton Fire Department 208 Figure 137: Criterion Grid for the Addition of a New Station Action Choices Travel Distance Criterion Response Time Parameter Out of Area Calls Building/Risk Inventory Maintain status quo All risks within 1.5 miles 1st due company is within 5 minutes total response time, 90 percent of the time 100% in first due area Existing inventory and infill Temporary facilities and minimal staffing Risks 1.5 to 3.0 miles from existing station 1st due company Exceeds 4-minutes travel time 10% of the time, but never exceeds 8 minutes More than 10% of calls are in adjacent area New area has 25% of same risk distribution as in initial area Permanent station needed Risk locations exceeding 4.0 miles from the station 1st due company Exceeds 4-minutes travel time 20–25% of the time. Some calls < 8 minutes More than 20– 25% of calls are in outlying area New area has 35% of same risk distribution as in initial area of coverage Permanent station essential Outlying risk locations exceeding 5.0 miles from the 1st station 1st due company Exceeds 4-minutes travel time 30% of the time. Some calls < 10 minutes More than 30% of calls are in outlying area New area has 50% of same risk distribution as in initial area The decision process has to be placed into the context of staffing pattern decisions. It is not uncommon to have a station constructed and have the staffing patterns utilizing alternative response options evolve over years from one system to another. In the case of a station or alternative response resource under consideration, it should be anticipated that a policy decision needs to be made with respect to the staffing system to be used as soon as possible. Conversely, a fully staffed paid company has a significant price tag. ESCI’s experience has been that it takes multiple elements of the standards of coverage to be out-of-balance along with having additional economic resources to justify an additional paid company or staffing increase on one or more companies. Community Risk Assessment/Standards of Cover City of Denton Fire Department 209 Fiscal Year 2019 Decision Unit Staffing Costs The following figure shows the total number of personnel needed by rank and paygrade for an ALS engine company, an ALS ladder company, an ALS ambulance (staffed with a Driver and a Firefighter, both paramedic-certified), and an ALS ARFF truck company. However, as pointed out previously, an additional amount of overtime funding would need to be considered as additional personnel are hired to fill positions on newly added response units to obtain a true cost of expansion. An engine is staffed with three firefighters on each of three shifts—a Firefighter, a Driver, and a Captain. A ladder or aerial truck, as well as an ARFF truck, would be staffed with four firefighters per shift (2 Firefighters, a Driver, and a Captain), so total staffing would include three additional personnel versus an engine. Each 24- hour seat or position requires three budgeted personnel to meet minimum staffing requirements. The FY 2019 cost per rank needed for one FTE, excluding any additional overtime required, is shown along with the total cost for all personnel required in each rank for all three shifts. As stated previously, DFD hires personnel in an overtime capacity to maintain minimum staffing as required. Figure 138: Estimated Decision Unit Staffing Costs, FY 2019 ALS Engine Company Position Number Unit Cost Total Cost Firefighter 3 $101,425 $304,276 Driver 3 $132,713 $398,138 Captain 3 $162,973 $488,920 Crew Total 9 $1,191,333 ALS Ladder Company Position Number Unit Cost Total Cost Firefighter 6 $101,425 $608,551 Driver 3 $132,713 $398,138 Captain 3 $162,973 $488,920 Crew Total 12 $1,495,609 ALS Ambulance Position Number Unit Cost Total Cost Firefighter 3 $101,425 $304,276 Driver 3 $132,713 $398,138 Crew Total 6 $702,413 Community Risk Assessment/Standards of Cover City of Denton Fire Department 210 ALS ARFF Company Position Number Unit Cost Total Cost Firefighter 6 $102,025 $612,151 Driver 3 $133,313 $399,938 Captain 3 $163,573 $490,720 Crew Total 12 $1,502,809 Decision Unit Cost Projection Using the estimated decision unit staffing costs provided as a starting point, and various assumptions about cost increases over time, decision unit costs are projected through FY 2024 in the following figure. Personnel salary and benefit costs have been projected to increase at 3 percent annually while operating costs have been projected to increase by 2.3 percent annually based upon the Dallas metro area CPI-U for late 2019 as reported by the US Bureau of Labor Statistics.55 Historical apparatus and equipment costs have been observed by ESCI to increase at approximately 4 percent annually. According to Zarenski (2019), non- residential construction costs are estimated to have increased at 4–5 percent over the past five years and are expected to continue increasing at that rate.56 Construction costs can be as high as three times the Consumer Price Index and are heavily dependent upon labor and material costs as well as construction demand and backlog. Import tariffs on building materials such as steel and other commodities may have an increasing impact as well. Figure 139: Projected Decision Unit Costs, FY 2019 through FY 2024 Decision Unit Personnel Recurring Costs1 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Engine Company $1,191,333 $1,227,073 $1,263,885 $1,301,802 $1,340,856 $1,381,082 Ladder Company $1,495,609 $1,540,477 $1,586,691 $1,634,292 $1,683,321 $1,733,820 Ambulance Crew $702,413 $723,486 $745,190 $767,546 $790,573 $814,290 ARFF Company $1,502,809 $1,547,893 $1,594,330 $1,642,160 $1,691,424 $1,742,167 Battalion Chief $556,491 $573,186 $590,382 $608,093 $626,336 $645,126 Decision Unit Personnel On-Boarding Costs2 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Engine Company $67,500 $69,053 $70,641 $72,265 $73,928 $75,628 Ladder Company $90,000 $92,070 $94,188 $96,354 $98,570 $100,837 Ambulance Crew $45,000 $46,035 $47,094 $48,177 $49,285 $50,419 ARFF Company $90,000 $92,070 $94,188 $96,354 $98,570 $100,837 Battalion Chief $22,500 $23,018 $23,547 $24,088 $24,643 $25,209 55 https://www.bls.gov/regions/southwest/news-release/consumerpriceindex_dallasfortworth.htm. 56 Zarenski, Ed (2019); Construction Cost Inflation-Commentary 2019, in Construction Analytics Economics Behind the Headlines; see https://edzarenski.com/2018/02/15/inflation-in-construction-2019-what-should-you-carry/. Community Risk Assessment/Standards of Cover City of Denton Fire Department 211 Decision Unit Capital Apparatus (Equipped) Cost3 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Engine $1,000,000 $1,040,000 $1,081,600 $1,124,864 $1,169,859 $1,216,653 Ladder $2,000,000 $2,080,000 $2,163,200 $2,249,728 $2,339,717 $2,433,306 Ambulance $400,000 $416,000 $432,640 $449,946 $467,943 $486,661 ARFF Truck $885,000 $920,400 $957,216 $995,505 $1,035,325 $1,076,738 Command Vehicle $65,000 $67,600 $70,304 $73,116 $76,041 $79,082 Decision Unit Capital Facility (Initial and Recurring) Cost2, 4 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Construction $7,620,000 $7,962,900 $8,321,231 $8,695,686 $9,086,992 $9,495,906 Operating $200,000 $204,600 $209,306 $214,120 $219,045 $224,083 1 Increase based upon projected annual salary and benefit increase of 3%; does not include FTEs for relief factor or additional overtime. 2 Cost increase based upon the Dallas metro area CPI-U of 2.3% as of July 2019. 3 Cost increase based upon industry average annual increase of 4%. 4 Cost increase based upon historical non-residential construction cost increase over the last five years of 4–5%. The first table in the figure shows total annual staff costs, excluding a relief factor or additional overtime to maintain minimum daily staffing, for additional ALS engine, ladder, and ARFF companies, as well as ALS ambulances as projected from FY 2019 through FY 2024. The second table shows what the one-time on- boarding costs would be to hire the number of firefighters needed to fully staff each unit in any given year over the period. For example, if 9 FTE were added in FY 2019 to staff an engine company, it would cost $1,191,333 in personnel costs plus $67,500 in on-boarding costs for a total of $1,258,833 the first year. Personnel costs would then increase at 3 percent annually so that the personnel costs for the same 9 firefighters on that engine company would be $1,381,082 by FY 2024. If a ladder company were to be added, the personnel costs would need to be escalated by 3 additional FTEs whenever it was planned. ARFF company personnel costs would be increased by the $600 per firefighter per year; whether the assigned unit was an engine, an ARFF truck, or an ambulance assigned to the airport fire station. The following two tables in the figure show the capital costs; the first table shows the equipped apparatus cost throughout the projection period while the second table shows the facility construction and operating costs through FY 2024. Using the projected costs, a standardized station, including estimated land costs, would cost approximately $7.6 million to construct in 2019 with an annual operating cost of $200,000. That same station, if constructed in FY 2024 would cost approximately $9.5 million and have an operating cost of $224,083. Purchasing an equipped engine in FY 2019 would cost $1,000,000 while that same engine in FY 2024 would cost $1,216,653. For cost estimation purposes, it is assumed that a combination ARFF and structural fire station will be at least 25 percent higher in cost than a structural fire station in order to comply with FAR Part 139, Class IV requirements for airport fire station facilities. The projected figures for various decision unit components can be used as an approximate guide to determine the cost of implementing various potential enhancements as recommended in the study at whatever point over the next five years the City finds appropriate and is able to fund them. Community Risk Assessment/Standards of Cover City of Denton Fire Department 212 TABLE OF FIGURES Figure 1: DFD Study Area .............................................................................................................................. 2 Figure 2: Population Demographics .............................................................................................................. 6 Figure 3: Incident History .............................................................................................................................. 8 Figure 4: Emergency Services Capability ...................................................................................................... 11 Figure 5: Denton Fire Station Deployment, including Automatic and Mutual Aid Stations.......................... 14 Figure 6: Capital Assets and Capital Improvement Planning ........................................................................ 15 Figure 7: Ratio of DFD Staff Assignments .................................................................................................... 17 Figure 8: DFD Organizational Structure, 2019–20 ....................................................................................... 18 Figure 9: Organizational Overview .............................................................................................................. 19 Figure 10: Administrative and Support Staffing .......................................................................................... 20 Figure 11: Operational Staffing ................................................................................................................... 21 Figure 12: Minimum Apparatus Staffing ...................................................................................................... 23 Figure 13: Comparison of ISO Class Ratings, State of Texas ........................................................................ 24 Figure 14: ISO Classification Scores ............................................................................................................ 25 Figure 15: Areas of ISO Divergence ............................................................................................................. 26 Figure 16: City of Denton Survey Trends, Percent Positive Rating, 2008–2018............................................. 31 Figure 17: Community Outcome Goals ........................................................................................................ 32 Figure 18: CRA and the Core Capabilities of Emergency Management ........................................................ 34 Figure 19: Federally-Declared Disasters, 1953–2018 .................................................................................... 38 Figure 20: Temperature and Rainfall Totals ................................................................................................ 40 Figure 21: Temperature and Rainfall Trends ................................................................................................ 40 Figure 22: Topography and Ecosystem Hazards and Risks .......................................................................... 41 Figure 23: Biological Incident Hazards and Risks ......................................................................................... 41 Figure 24: Communications/Infrastructure Hazards and Risks .................................................................... 42 Figure 25: Drought Hazards and Risks ......................................................................................................... 43 Figure 26: Earthquake Hazards and Risks .................................................................................................... 44 Figure 27: Communications/Infrastructure Hazards and Risks ..................................................................... 44 Figure 28: Expansive Soil Hazards and Risks ............................................................................................... 44 Figure 29: Extreme Heat Hazards and Risks ................................................................................................ 45 Figure 30: Fire or Explosion Hazards and Risks ............................................................................................ 45 Figure 31: Flood Hazards and Risks ............................................................................................................. 46 Figure 32: FEMA 100- and 500-Year Floodplain within the City of Denton .................................................. 47 Figure 33: Hazardous Materials Release Hazards and Risks ......................................................................... 48 Figure 34: Medical Emergency Hazards and Risks ....................................................................................... 49 Figure 35: Power Outage Hazards and Risks ............................................................................................... 50 Community Risk Assessment/Standards of Cover City of Denton Fire Department 213 Figure 36: Severe Winter Weather Hazards and Risks ................................................................................. 50 Figure 37: Structural Collapse/Technical Rescue Hazards and Risks ............................................................ 50 Figure 38: Terrorism/Human-caused Hazards and Risks ............................................................................... 51 Figure 39: Thunderstorm/Lightning/Hail Hazards and Risks ........................................................................ 52 Figure 40: Tornado/Severe Straight-Line Winds Hazards and Risks .............................................................53 Figure 41: Tornado Wind Speeds in the United States .................................................................................53 Figure 42: Existing Land Use in Denton, 2010 ............................................................................................. 55 Figure 43: Wildland-Urban Interface Area Risk, Probability .......................................................................... 57 Figure 44: Wildland-Urban Interface Area Risk, Impact ............................................................................... 58 Figure 45: Suggested Fire Planning Zones .................................................................................................. 59 Figure 46: Assembly Occupancies ............................................................................................................... 62 Figure 47: Educational Facilities .................................................................................................................. 64 Figure 48: Hazardous Materials, Including Tier II Facilities and H-Occupancies ........................................... 67 Figure 49: Hospital and Other Health Care Facilities ................................................................................... 68 Figure 50: Transportation System ................................................................................................................ 73 Figure 51: Water Distribution System........................................................................................................... 75 Figure 52: Fire Prevention Program Components ....................................................................................... 76 Figure 53: Fire Code Enforcement Programs ................................................................................................ 77 Figure 54: Fire and Life Safety Inspections Completed, 2009–2018 ............................................................. 80 Figure 55: Fire Safety and Public Education Programs ................................................................................ 81 Figure 56: Fire Investigation Programs ........................................................................................................ 83 Figure 57: Fire Prevention Staffing .............................................................................................................. 85 Figure 58: Frequency of Inspections ............................................................................................................ 85 Figure 59: Risk-Based Inspection Plan (Sample) ...........................................................................................87 Figure 60: Hazard-Specific Relative Probability and Severity ...................................................................... 89 Figure 61: Hazard-Specific Relative Risk ..................................................................................................... 89 Figure 62: Relative Community Risk............................................................................................................ 90 Figure 63: Major Employment Sectors ........................................................................................................ 92 Figure 64: Population History, 1950–2018 ................................................................................................... 94 Figure 65: Projected Population Increase, 2010–2040 ................................................................................. 95 Figure 66: Projected Service Demand, 2015–2040 ...................................................................................... 96 Figure 67: DFD Service-Demand (2014–2018) ............................................................................................. 99 Figure 68: DFD Service-Demand by NFIRS Incident Type (2014–2018) ....................................................... 99 Figure 69: Total DFD Service Demand (2014–2018) .................................................................................. 100 Figure 70: DFD Service-Demand by NFIRS Incident-Type Percentages (2014–2018) .................................. 101 Figure 71: DFD Service-Demand by Month (2016–2018) ........................................................................... 102 Figure 72: DFD Service-Demand by Day of the Week (2016–2018) ............................................................. 103 Community Risk Assessment/Standards of Cover City of Denton Fire Department 214 Figure 73: DFD Service-Demand by Hour of the Day (2016–2018) ............................................................. 104 Figure 74: Incident Density (Hot Spot Analysis), 2017–2018 ...................................................................... 106 Figure 75: City of Denton Population Density, 2017 American FactFinder .................................................. 107 Figure 76: Fire Incident Density (Hot Spot Analysis), 2017–2018 ............................................................... 108 Figure 77: EMS Incident Density (Hot Spot Analysis), 2017–2018 .............................................................. 109 Figure 78: Fire and EMS Incidents; University of North Texas, 2017–2018 .................................................. 110 Figure 79: Fire and EMS Incidents; Texas Woman's University, 2017–2018 ................................................. 111 Figure 80: Study Area Station Distribution, ISO 1.5-Mile Engine Company Criteria.................................... 113 Figure 81: Study Area Station Distribution, ISO 2.5-Mile Aerial Company Criteria ..................................... 114 Figure 82: 4 and 8-Minute Travel Time, NFPA 1710 Criteria ........................................................................ 116 Figure 83: Travel Time Model and Emergency Service Demand, January 2017–December 2018 ................ 117 Figure 84: Effective Response Force (ERF), 8-Minute Travel ...................................................................... 119 Figure 85: Concurrent Incidents (2016–2018) ............................................................................................ 120 Figure 86: UHU Rates, 2016–2018 .............................................................................................................. 121 Figure 87: Commitment Factors as Developed by Henrico County (VA) Division, 2016 ............................. 122 Figure 88: NFPA 1710 Response Time Measurements ................................................................................ 123 Figure 89: NFPA 1710 Standard for Fire/EMS Responses ........................................................................... 124 Figure 90: Call Processing, 2016–2018 ....................................................................................................... 125 Figure 91: Turnout Time, 2016–2018 ......................................................................................................... 126 Figure 92: Travel Time, 2016–2018............................................................................................................. 127 Figure 93: Response Time, 2016–2018 ...................................................................................................... 128 Figure 94: DFD Mutual/Automatic Aid Summary (2016–2018) .................................................................. 129 Figure 95: Effective Response Force (ERF) Based on Risk Classification ..................................................... 132 Figure 96: Three Axis Calculation Method Example ................................................................................... 134 Figure 97: Example of Critical Task Staffing Analysis based on Risk ........................................................... 135 Figure 98: Example of Tasks and Staff Required as Defined in NFPA 1710.................................................. 136 Figure 99: DFD Critical Tasking .................................................................................................................. 137 Figure 100: Denton Alarm Assignments .................................................................................................... 140 Figure 101: Changes in the Fire Environment and the Effect on Fire Dynamics .......................................... 145 Figure 102: Fire Growth vs. Reflex Time .................................................................................................... 146 Figure 103: Loss Rates by Fire Spread 2012–2016 Home Structure Fires .................................................... 147 Figure 104: Cardiac Arrest Event Sequence ............................................................................................... 148 Figure 105: NFPA 1710 Standard for Fire/EMS Responses .......................................................................... 152 Figure 106: DFD Current Response Time Performance Standards (Fire) .................................................... 152 Figure 107: DFD Current Response Time Performance Standards (EMS) ................................................... 152 Figure 108: Sample Response Goals—Components of Response Time (Fire) ............................................. 153 Figure 109: Sample Response Goals—Components of Response Time (EMS) ............................................ 153 Community Risk Assessment/Standards of Cover City of Denton Fire Department 215 Figure 110: Effective Response Force (ERF) Goal, Structure Fire ................................................................ 157 Figure 111: Sample Response Goals, Components of Response Time ........................................................ 157 Figure 112: Airport, Plus Three Station ERF 8-Minute Response ................................................................ 158 Figure 113: Comparison of DFD Shift Battalion Chiefs to Other Texas Cities ............................................. 166 Figure 114: Enhancement A, Option A-1 and Option A-2 Comparison........................................................ 167 Figure 115: Existing and Conceptual Station Location, Airport Plus Two-Station Option ........................... 170 Figure 116: Airport, Plus Two Station First-Due 4-Minute and ERF 8-Minute Response ............................. 171 Figure 117: Existing and Conceptual Station Location, Airport Plus Three-Station Option ......................... 172 Figure 118: Airport, Plus Three Station First-Due 4-Minute and ERF 8-Minute Response ........................... 173 Figure 119: Denton Alarm Assignments ..................................................................................................... 174 Figure 120: Financial Impact of Two Fire Station Option ............................................................................ 176 Figure 121: Financial Impact of Three Fire Station Option .......................................................................... 176 Figure 122: Fire Station Optimization ........................................................................................................ 178 Figure 123: Denton Alarm Assignments ..................................................................................................... 179 Figure 124: Natural Hazards Risk Assessment ........................................................................................... 194 Figure 125: Technological Hazards Risk Assessment .................................................................................. 195 Figure 126: Human-related Hazards Risk Assessment ............................................................................... 196 Figure 127: Structure Fires Risk Assessment .............................................................................................. 196 Figure 128: Non-Structure Fires Risk Assessment ...................................................................................... 197 Figure 129: EMS Medical Assists Risk Assessment ..................................................................................... 197 Figure 130: Technical Rescue Risk Assessment ......................................................................................... 198 Figure 131: Hazardous Materials Risk Assessment .................................................................................... 198 Figure 132: Summary Risk Assessment ..................................................................................................... 199 Figure 133: Annualized Salary/Estimated Benefits Various DFD Uniformed Positions, FY 2018–19 ........... 201 Figure 134: Available Extra Certification/Education Pays, FY 2019 ............................................................ 202 Figure 135: Apparatus and Equipment Costs, FY 2019 ............................................................................... 204 Figure 136: Estimated Fire Station Construction Costs, FY 2019 ............................................................... 204 Figure 137: Criterion Grid for the Addition of a New Station ...................................................................... 208 Figure 138: Estimated Decision Unit Staffing Costs, FY 2019 .................................................................... 209 Figure 139: Projected Decision Unit Costs, FY 2019 through FY 2024 ........................................................ 210 City of Denton Legislation Text City Hall 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com File #:ID 20-253,Version:1 AGENDA CAPTION Receive a report,hold a discussion,and give direction regarding the exterior elevations for the Police Department Renovation, Sub-station and Indoor Firing Range facilities projects. City of Denton Printed on 1/31/2020Page 1 of 1 powered by Legistar™ City of Denton _____________________________________________________________________________________ AGENDA INFORMATION SHEET DEPARTMENT: Facilities Management CM: Sara Hensley DATE: February 3, 2020 SUBJECT Receive a report, hold a discussion, and give direction regarding the exterior elevations for the Police Department Renovation, Sub-station and Indoor Firing Range facilities projects BACKGROUND The City of Denton is currently underway with the plan design of a major interior renovation of the Police Department Headquarters located in City Hall East at 601 East Hickory Street. There will limited exterior modifications to this building and is proposed to keep similar features to blend in with the existing building façade. The Sub-station and Indoor Firing Range are new build facilities that will be located on the grounds of the previously planned Public Safety Training Center located on Vintage Boulevard and adjacent to Fire Station Eight and the Burn Tower. OPTIONS N/A RECOMMENDATION Consent of the proposed building elevations to allow incorporation into the construction documents currently being developed. ESTIMATED SCHEDULE OF PROJECT This start of construction is scheduled to begin January of 2021 with completion late 2022. EXHIBITS Exhibit 1: Agenda Information Sheet Exhibit 2: Presentation Respectfully submitted: Larry Chan, 940-349-7755 Construction Projects Manager City Hall 215 E. McKinney Street Denton, Texas www.cityofdenton.com Sara Hensley 20-165 Feb. 4, 2020Police Department ProjectsBuilding Exterior Elevation Preview EXISTING STAIR & RAMP TOREMAINDENTON POLICE DEPARTMENTHEADQUARTERSFebruary 03,2020NEW WINDOWSYSTEM AT POLICE LOBBYNEW MURALS BY LOCAL ARTISTCITY HALL EAST POLICE HEADQUARTERSView off of Hickory Street ‐ VIEW ONE20‐165 02/03/2020 NEW WINDOWSYSTEM AT POLICE LOBBYDENTON POLICE DEPARTMENTHEADQUARTERSFebruary 03,2020NEW MURALS BY LOCAL ARTISTNEW WINDOW SYSTEMAT CONFERENCE & OFFICESNEW SECURITY FENCE AT POLICE PARKING WITH SLIDING GATESCITY HALL EAST POLICE HEADQUARTERSview off of Hickory Street – VIEW TWO20‐165 02/03/2020 DENTON POLICE DEPARTMENTCOVERED WALKWAYTO FIRING RANGESECURITY FENCEALUMINUM WINDOW SYSTEMSTONE VENEER CANOPYSTANDING SEAM METAL ROOFBRICK VENEER METAL PANELSUBSTATIONFebruary 03,2020DENTON POLICE DEPARTMENT ‐ SUB STATIONview off of Vintage Boulevard20‐165 02/03/2020 DENTON POLICE DEPARTMENTALUMINUM WINDOW SYSTEMSTONE VENEERBRICK VENEERCOVERED WALKWAYWITH ENTRY FEATURETO POLICE PARKINGSECURITY FENCE WITH SLIDING GATESFIRINGRANGEFebruary 03,2020DENTON POLICE DEPARTMENT – INDOOR FIRING RANGEview off of Vintage Boulevard20‐165 02/03/2020 City of Denton Legislation Text City Hall 215 E. McKinney St. Denton, Texas 76201 www.cityofdenton.com File #:ID 20-317,Version:1 AGENDA CAPTION Consultation with Attorneys - Under Texas Government Code Section 551.071 Consult with the City’s attorneys on the status,strategy,funding,and potential resolution of litigation in Cause No.DC-17-08139,styled “Michael Grim and Jim Maynard v.City of Denton,Texas”pending in the 68th Judicial District Court,Dallas County,Texas;where public discussion of these legal matters would conflict with the duty of the City’s attorneys to the City of Denton and the Denton City Council under the Texas Disciplinary Rules of Profession Conduct of the State Bar of Texas,or otherwise compromise the City’s legal position in pending litigation. City of Denton Printed on 1/31/2020Page 1 of 1 powered by Legistar™