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Home My WebLink About; ; FIRE PLANNING STUDY FOR THE CITY OF CARLSBAD, CA; 2009-09-21'(IT'((jftlf ftSS°ClftTf S, We FOLSOM (SACRAMENTO), CA MANAGEMENT CONSULTANTS &¼!ID FIRE DEPARTMENT PLANNING STUDY FOR THE VOLUME I OF3 -MAIN REPORT September 21, 2009 II 2250 East Bidwell St., Ste #100 II Folsom, CA 95630 (916)458-5100 II Fax: (916) 983-2090 .. ,,,,_[_. ___ _ This page was intentionally left blank TABLE OF CONTENTS Section VOLUME 1 of 3 -(this volume) Executive Summary ...................................................................................................................... 1 Policy Choices Framework ......................................................................................... 1 Overall Citygate Perspective on the State of Carlsbad's Fire Services ....................... 2 Main Challenges .......................................................................................................... 3 Challenge 1: Field Operations Deployment (Fire Stations and Staffing) .......... 3 Challenge 2: Headquarters Program Functions .................................................. 5 Fire Plan Phasing and Costs ........................................................................................ 7 Priority One ........................................................................................................ 8 Priority Two ....................................................................................................... 8 Priority Three ..................................................................................................... 9 Priority Four ....................................................................................................... 9 Long Term ...................................................... : ................................................... 9 Section 1 Introduction and Background ................................................................................ 11 1.1 Report Organization ......................................................................................... 11 1.1.1 Goals of Report .......... _. ......................................................................... 11 1.1.2 Limitations of Report ........................................................................... 12 1.2 Background ...................................................................................................... 12 1.3 Carlsbad Project Approach and Research Methods ......................................... 12 1.4 Carlsbad Fire Department Background Information ........................................ 13 1.5 Regulation Affecting the Fire Service .............................................................. 14 1.6 Negative Pressures on Volunteer-based Fire Services ..................................... 15 Section 2 Standards of Response Cover (Station/Staffing) Analysis ................................... 17 2.1 General Fire Deployment Background Information ........................................ 17 2.2 Carlsbad Community Outcome Expectations -What is Expected of the Fire Departplent? ................................................................... -........................... 18 2.2.1 Carlsbad Existing Policy ...................................................................... 20 2.3 Carlsbad Fire Risk Assessment .................................................... , ................... 21 ... n .. page I Olrolllt llllroll!!i nc -----------------------------------• htftarunti\~h¾(H Table of Contents 2.3.1 Building Fire Risk ................................................................................ 23 2.3.2 Special Hazard Risks ............................................................................ 23 2.3.3 Wildland Fire Risk ............................................................................... 24 2.3.4 Desired Outcomes ................................................................................ 24 2.4 Staffing -What Must Be Done Over What Timeframe to Achieve the Stated Outcome Expectation? .......................................................................... 24 2.4.1 Offensive vs. Defensive Strategies in Structure Fires Based on Risk Presented ....................................................................................... 25 2.4.2 Daily Unit Staffing in the City ............................................................. 26 2.4.3 Staffing Discussion ............................................................................... 27 2.4.4 Company Critical Task Time Measures ............................................... 27 2.4.5 Critical Task Measures Evaluation ....................................................... 30 2.5 Current Station Location Configurations ......................................................... 32 2.5.1 Possible Re-Deployment Scenarios ...................................................... 37 2.6 Mapping Measures Evaluation ......................................................................... 38 2.7 Current Workload Statistics Summary ............................................................. 39 2. 7 .1 Incident Types ...................................................................................... 40 2.7.2 Demand by Station Area ...................................................................... 44 2.7.3 Carlsbad Response Times .................................................................... 44 2.7.4 Response Time Component Measurements ......................................... 46 2.7.5 Simultaneous Call Measurements ........................................................ 47 2.7.6 Interdepartmental Aid-Automatic and Mutual .................................. 48 2.7.7 First Alarm Fractile Compliance .......................................................... 49 2.7.8 Response Time Statistics Discussion ................................................... 50 2.7.9 Integrated Fire Station Deployment Recommendations ...................... 52 Section 3 Fire Department Review of Headquarters Program Functions ......................... 57 3.1 Overall Impressions .......................................................................................... 57 3.1.1 Management Team Organization and Duties ....................................... 57 3.1.2 Administrative Support Positions ......................................................... 60 3.2 Field Operations Systems ................................................................................. 62 3.2.1 Apparatus and Equipment Readiness ................................................... 62 3.2.2 Technical Rescues ................................................................................ 68 3.2.3 Pre-Incident Plans ................................................................................. 71 page ii 3.2.4 Training and Education ........................................................................ 72 3.2.5 Risk Management ................................................................................. 76 3.2.6 Emergency Medical Services (Paramedic) Response ......................... '. 78 3.2.7 Fire Prevention-Fire Investigation-Wildland Fuel Management Programs ............................................................................................... 80 3.2.8 Public Education and Public Information ............................................ 87 3.2.9 Information Systems ............................................................................. 89 3.2.10 Disaster (Emergency) Preparedness ..................................................... 91 3.3 Regional Issues ................................................................................................. 92 3.3.1 McClellan-Palomar County Airport ..................................................... 92 3.4 Fire Department Replacement Plans ................................................................ 94 Section 4 Fiscal Impacts .......................................................................................................... 95 4.1 Component Costs ............................................................................................. 95 Section 5 Recommended Solutions and Phasing Plan .......................................................... 97 5.1 Deployment Plan Findings and Recommendations .......................................... 97 5.2 Non-Deployment Headquarters Functions Findings and Recommendatio•ns .......................................................................................... 100 5.3 Priorities and Timing ...................................................................................... 104 5.3.1 Priority One ........................................................................................ 104 5.3.2 Priority Two ....................................................................................... 104 5.3.3 Priority Three ..................................................................................... 104 5.3.4 Priority Four ....................................................................................... 104 5.3.5 Long Term .......................................................................................... 105 VOLUME 2 of 3 -Map Atlas (separately bound) VOLUME 3 of 3 -Statistical Appendix (separately bound) .. n .. page iii Olm llfill:Jl!!ti nc ----------------------------------tiUtH:lUOn:l,.\htH~ Table of Contents This page was intentionally left blank EXECUTIVE SUMMARY The City of Carlsbad retained Citygate Associates, LLC to conduct a fire department planning study to include: ♦ A Standard of Response Cover planning analysis (fire station and crew deployment) to examine the levels of fire department service by occupancy type and land use classification; ♦ Fire station and staffing infrastructure triggers for additional resources, if needed; ♦ An analysis of headquarters and prevention systems; ♦ Order of magnitude costs and possible financing strategies for changes to the Fire Department. This comprehensive study is presented in several sections including: this Executive Summary summarizing the most important findings and recommendations; the fire station/crew deployment analysis supported by maps and response statistics; the assessment of headquarters functions; and the fiscal costs associated with the proposed recommendations. The final section integrates all of the findings and a recommendation presented throughout the report and concludes with suggested priorities. It needs to be stated at the front of this study that Citygate Associates team members who spent time in the City of Carlsbad found the fire staff at all levels very cooperative and helpful. They are committed to their city, agency, and mission. Given the struggle to keep service levels strong while coping with tight revenues, there is pride and on-going effort to deliver the best customer service with the currently available resources. Fires are being suppressed and medical calls are being answered with excellent patient care. We find that even with the suggested improvements identified in this report that can be accomplished over time, at present the City of Carlsbad Fire Department is one of the best suburban agencies we have had the pleasure of working with. This study needs to be taken in the context of a "best practices tune-up" for a good agency, not a set of fixes for an agency that is out-of-date. The Carlsbad Fire Department is a well-run, smoothly functioning fire department. Carlsbad, along with its neighbors, enjoys the luxury of a solid automatic aid and regional fire dispatching system. The Department has an internal culture with a sense of values and principles best described as motivated and forward looking. There has been an almost complete turnover of officers in the last decade and a large number of new firefighters that have instilled a new energy into the Department, making this an · ideal opportunity to assess its present status and future direction. This does not mean there are not issues to be worked on; however, the community can take pride in and feel confident about its fire department. POLICY CHOICES FRAMEWORK As a starting point, Carlsbad leadership needs to remember that there are no mandatory federal or state regulations directing the level of fire service staffing, response times and outcomes. Thus, communities have the level of fire services that they can afford, which is not always what they .. n .. Executive Summary page 1 Olm~ oc -------------------------------------Htl",C:JilUOn':Ht~H ---------------................ -·------------------------------- would desire. However, the body of regulations on the fire service provides that jffire services are provided at all, they must be done so with the safety of the firefighters and citizens in mind (see regulatory discussion on page 14). Given this situation, the overall challenge for the City is to design fire services within the fiscal constraints that limit the City's ability to staff, train and equip a safe and effective fire/medical response force. OVERALL CtTYGATE PERSPECTIVE ON THE STATE OF CARLSBAD1S FIRE SERVICES In brief, Citygate finds that the challenge of providing fire services in Carlsbad is similar to that found in many California cities: providing an adequate level of fire services within the context of limited fiscal resources, competing needs, growing populations and the uncertainty that surrounds the exact timing and location of future development. The City has recognized the value of fire prevention and the need to prevent or limit the severity of fires, given the type of housing stock, commercial buildings, younger and elderly residents and the threat of wildland fires on the City's edges. To meet these challenges, the City has adopted safety codes more strenuous than those mandated by state minimums. Examples include the automatic fire sprinkler ordinance and wildland fuel management programs. For the risks present in Carlsbad, which are more often found in much larger communities, and given the modest quantity of on-duty firefighters, the City's commitment to Fire Prevention programs must be increased and not seen as "nice-to-have" in tough economic times. The City of Carlsbad has adequate fire station coverage, partially because of its automatic aid relationship with its neighboring fire departments. Due to recent economic conditions, the City has struggled to increase the daily firefighter staffing as the population and calls for service have increased: Citygate's deployment study findings do not recommend that Carlsbad needs additional fire stations, but that over time as fiscal conditions allow, Carlsbad does need to increase staffmg, both in field services and headquarters programs. Citygate evaluated all aspects of the Fire Department during the preparation of this deployment study and fire headquarters systems review including fiscal recommendations, and several challenges for the City emerged. To address each of these challenges, Citygate makes observations, key findings and, where appropriate, specific action item recommendations that deserve specific and particular consideration. Starting in Section 5 on page 95, all the findings and recommendations are presented together, in order. Overall, there are 21 key fmdings and 18 specific action item recommendations. It is imperative that the reader of this study understands that while there are issues to be planned for and improved upon in the Department, there is not a problematic, "won't do it, can't do it" culture to be overcome. The employees of the Department are eager for a plan that gives direction and for the resources to do an even better job for the citizens of Carlsbad. page2 'I -------------------------------------------~--,..~ .. ...-~.,..,,. ..... ~,•» r MAIN CHALLENGES One can summarize the fire service challenges that face the City in two themes: (1) insufficient firefighter staffing in the existing system; and (2) the modest need to increase headquarters program staffing to support existing desirable programs. Challenge 1: Field Operations Deployment (Fire Stations and Staffing) Fire department deployment, simply stated, is about the speed and weight of the attack. Speed calls for first-due, all risk intervention units (engines, ladder trucks and specialty companies) strategically located across a department. These units are tasked with controlling everyday, average emergencies without the incident escalating to second alarm or greater size, which then unnecessarily depletes the department's resources as multiple requests for service occur. Weight is about multiple-unit response for significant emergencies like a "room and contents structure fire," a multiple-patient incident, a vehicle accident with extrication required, or a complex rescue or wildland fire incident. In these situations, departments must assemble enough firefighters in a reasonable period in order to control the emergency safely without it escalating to greater alarms. In Section 2 of this study, Standards of Response Cover (Station/Staffing) Analysis, Citygate's analysis of prior response statistics and use of geographic mapping tools reveals that the City has a modest staffing issue to rectify as fiscal resources allow. While no one city ( even a metropolitan one) can stand by itself and handle everything and any possibility without help, a desirable goal is to field enough of a response force to handle a community's day-to-day responses for primary single-unit response needs equitably to all neighborhoods, as well as be able to provide an effective initial response force (first alarm) to moderately serious building fires. Thus, Citygate's key deployment findings and recommendations are summarized below. For reference purposes, the findings and recommendation numbers refer to the sequential numbers in the main body of the report. Note that not all findings and recommendations that appear in the full report are listed in this Executive Summary, only those that are most significant. Finding #1: The City does not have a complete and current best practices designed fire deployment measure adopted by the City Council that includes a beginning time measure starting from the point of dispatch receiving the 911-phone call, and a goal statement tied to risks and outcome expectations. The deployment measure should have a second measurement statement to define multiple-unit response coverage for serious emergencies. Making these deployment goal changes will meet the best practice recommendations of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International). Finding #3: The City is very difficult to cover efficiently with a cost-effective quantity number of fire stations due to the non-grid street network and very difficult coastal topography with canyons running east west down to the oceans and lagoons. ..n .. Executive Summary page 3 ommt nmam ac -------------------------------------Hf;ft·!ttU(l(t\tttt<f~ Finding #4: Given the difficult to serve terrain and the coverage from the 4th through 5th minute of travel, the current quantity of six fire stations is a most cost effective model. Finding #6: Citygate finds that the re-location of Fire Station #3 would improve service to more road miles by 43 percent by reducing unnecessary overlapping coverage with Station #1. The small area east of current Station #3 can be covered in the 4th to 5th minute of travel time from the new site. The current Station #3 parcel is too small to re-build an adequate fire station meeting current Building Code and fire service needs. Finding #8: Both the current dispatch and crew turnout times are over a Citygate recommended goal point by 15 seconds each. Focus and training on these steps can easily reduce these to 1 minute for dispatch and 2 minutes maximum for turnout time at the 90 percent point for fire/EMS calls averaged citywide. Doing so would save a combined 30 seconds and bring the citywide 90 percent performance measure to 6:45 without adding resources. Finding #9: With a citywide fire/EMS incident travel time performance of 06:15 @ 90.9 percent, the current deployment system cannot meet a best practice recommendation of 4 minutes travel, 90 percent of the time citywide. However, this is due to a very hard to serve non-grid street system and hilly topography. Many calls are answered in fewer minutes, which is why the total time measure from 911 approaches Citygate's recommendation. Four of the six station areas are too large, without enough overlap from other stations, for a six-station system to meet a 4-minute travel time measure given Carlsbad's topography. However, each population cluster does have a primary fire station and many of the calls for service with travel times from four to six minutes are in-between population clusters in open space, surface street and freeway areas. Carlsbad is unique in that large open space areas separate major neighborhoods. Given the few miles of inhabited streets outside a 4-minute travel time ideal goal, it would not be cost effective to add stations to meet a 4-minute travel time measure. Finding #11: For multiple-unit coverage to serious incidents (first alarm), the current Carlsbad system, in conjunction with its automatic aid partner agencies, delivers acceptable performance by delivering four stations by 12:15 min/sec 90 percent of the time. While this is past a usual Citygate recommended goal point of 11 minutes at 90 percent, given the relatively new age of much of Carlsbad's buildings, the gentle climate and the resident's socio-economic ability to maintain those buildings in a safe condition, the frequency of building fires is low, and will stay low for years to come. To add fire stations to lower this measure for a very small number of building fires past the 11 th minute of total response time would not be cost- effective. page4 ______________ , __ ...,,.. ______________________ _ f Finding #12: The City benefits from the mutual aid regional response system. While this system cannot replace existing City stations or units, the City should continue to participate in this valuable support system for simultaneous calls for service and multiple-unit serious emergencies. Finding #13: City gate finds that operating a ladder truck in lieu of a full 6th Engine Company is a compromise that should not continue very long, in a city of over 100,000 people with all of the diverse, urban risks present in Carlsbad. Recommendation #1: Recommendation #2: Recommendation #3: Adopt Revised Deployment Measures: The City should adopt revised performance measures to direct fire crew planning and to monitor the operation of the Department. The measures should take into account a realistic company turnout time of 2 minutes and be designed to deliver outcomes that will save patients medically salvageable upon arrival; and to keep small, but serious fires from becoming greater alarm fires. Citygate recommends these measures be: 1.1 Distribution of Fire Stations: To treat medical patients and control small fires, the first-due unit should arrive within 7 minutes, 90 percent of the time from the receipt of the 911 call. This equates to 1 minute dispatch time, 2 minutes company turnout time and 4 minutes drive time in the most populated areas. 1.2 Multiple-Unit Effective Response Force for Serious Emergencies: To confine fires near the room of origin, to stop wildland fires to under 3 acres when noticed promptly and to treat up to_ 5 medical patients at once, a multiple-unit response of at least 14 personnel should arrive within 11 minutes from the time of 911 call receipt, 90 percent of the time. This equates to 1 minute dispatch time, 2 minutes company turnout time and 8 minutes drive time spacing for multiple units in the most populated areas. Restore the 6th Engine Company: As fiscal resources allow, the most beneficial next improvement in fire services the City could make would be to add back the 6th fire engine with a 3-person crew at Station #5. Replace and Relocate Fire Station #3: As tested in this study, the City should continue to pursue the relocation of Fire Station #3 to City property on Cannon Road, just east of El Camino Real. Challenge 2: Headquarters Program Functions A fire department Carlsbad's size needs to have a management team that is the proper size, and adequately trained and supported. There are increasing regulations to be dealt with in operating ··n·· Executive Summary .. page 5 OOOfi ~ nc ---------------------------------illil---H*!f:Hdna:(~\i:H¾f~ fire services, and the proper hiring, training and supervision of line employees requires an equally serious commitment to leadership and general management functions. The organization chart shows an organization that should generally meet the needs of a department the size of Carlsbad's. However, due to the fiscal pressures on the City, there has been greater emphasis on staffing fire companies to provide emergency response than on the needs of the management team to coordinate and lead the organization. Citygate understands the City's fiscal situation and does not find the headquarters functions critically insufficient. However, the following findings and recommendations do provide a road map from which to request additional resources as the City finds the ability to provide them. Finding #14: Carlsbad's Fire Prevention programs are overly oriented to best practices for the processing of new construction and the positive, proactive management of wildfire fuel control. There is not the program emphasis or staffing to come close to providing annual or even tri-annul inspections to over 3,000 businesses, plus public education programs. Finding #16: Many agencies have implemented fire prevention fees ( compliant with the California AB-8 Fee requirement) to offset the actual costs of providing fire inspections services meeting the safety needs of their communities. Under the law, such fees are designed to reflect the actual time and materials costs to each type of permit or inspection. Finding #18: Fire Prevention is understaffed for the current workload for both technical and office support needs. Additional staffing will be required to implement more usual and customary inspection and public education programs. Finding #19: As with Fire Prevention, the public education program scope is suffering from lack of funding for position hours and material for handouts, media messages, etc. Recommendation #7: Office Support Positions: The City should undertake an analysis of the administrative needs of the Fire Prevention, Fire Administration and Fire Operations support functions as soon as possible. Recommendation #13: Fire Prevention Resources: The City needs to re-evaluate its focus on fire prevention from new construction based to more balanced to include the safe maintenance of existing buildings, along with increased emphasis on public education and fire investigation programs. It is much more cost-effective to prevent fires from occurnng. Recommendation #14: Fire Prevention Workload Analysis: The City should undertake a formal workload analysis of fire prevention staffing. This should include the possibility of contracting out technical plan checks. The most immediate needs are to add .5 FTE office support and increase one 1,000-hour position by .25 FTE (part time). page6 Recommendation #15: Fire Prevention Fee Study: The City should consider undertaking a fire prevention fee study with the goal to offset, where possible, the added staff to conduct on-going fire code and hazardous materials inspections. Recommendation #16: Public Education Programs: The public education program needs a greater, on-going commitment. The program deserves emphasis as a key fire department service to the community, to include the requisite staffing hours and media material resources for public outreach. Recommendation #17: Airport Protection: The County airport's administration and Carlsbad need to consider how to plan for and fund modest improvements to aircraft fire and passenger protection at McClellan- Palomar County Airport. At a minimum, NFP A 403 should be complied with providing a minimum of 2 firefighters stationed at the airport during commercial passenger flight operations hours. In addition, Carlsbad firefighters should receive additional training specific to ARFF incidents. Recommendation #18: Asset Replacement Plan Funding: Citygate recommends the City implement Fire Department asset replacement funding, so that on an annual basis the City is saving for the appropriate replacement of items like breathing apparatus and cardiac monitor defibrillators. FIRE PLAN PHASING AND COSTS The following costs are estimated in current dollars to show the order of magnitude of what is ahead for City fire services in the mid-term to build-out. If the City decides to begin adding staff as recommended by Citygate, the table below provides an illustration or sample of how this might be phased in over several years and the associated annual estimated cost in FY 08-09 dollars: .. n·· Executive Summary . page 7 aim fllSV<ffll!i uc ------------------------------------!1l\i~t\tij(¥:f~\\l'NH~ Sample Phasing and Additional Cost Plan Phase Item Operating Cost Capital Cost One Detailed costing included in strategic plan: Staff Time 0 Restore staffing for the 6th Engine Company at Fire Station #5: $1,212,000 Purchase Type 1 engine to restore the 6th engine: $485,000 Increase headquarters office support staffing by 1.75 FTE: Two $95,500 Add .25 personnel to Fire Prevention for Vegetation Mgmt.: $7,500 Reclassify Admin BC to Division Chief: $33,000 (Optional -Add three FIF's per year for three years to total 9 FTE's for Engine #6:) ($420,000) Add one Fire Prevention Specialist II for Inspections and Public Education: $116,000 Three Add 4th firefighter/day to Ladder Truck: $372,000 Replace Fire Station #3: $2,750,000 Four Add one Fire Prevention Specialist II for Hazardous $116,000 Materials Inspection: Outer Year Totals: 111952000 $3,235,000 Long Replace Fire Station #1: $2,750,000 Term Some of the recommendations in this planning effort requiring minimal additional resources can be worked on in parallel. Others will take several fiscal years, both in time and funding. Given these two realities, Citygate recommends the following short-term priorities: Priority One ♦ Priority Two Absorb the policy recommendations of this fire services study and develop a strategic plan that adopts revised Fire Department performance measures to drive the deployment of firefighting and emergency medical resources. ♦ Add 1.0 Fire. Prevention Specialist for inspections and public education. Add 1. 7 5 office support positions to support headquarters and fire prevention. ♦ Increase Fuel Management Program with .25 positions. ♦ Reclassify the Administrative Battalion Chief to Division Chief. ♦ Restore staffing to the 6th Engine Company, or as an option based on fiscal constraints, begin a 3-year program to bring back the 6th Company staffmg. page8 • Priority Three ♦ Add a 4th firefighter per day to staff the ladder truck with a more effective team. ♦ Relocate and replace Fire Station #3. Priority Four ♦ Add one Fire Prevention Specialist for hazardous materials inspection. ♦ Continue to support Fire Prevention programs, especially in the areas of public education and hazardous materials inspections. Long Term ♦ Design and replace Fire Station #1. ♦ Design and replace Fire Station #2. ..n .. Executive Summary page 9 CJn\'.ifflt ~ uc ------------------------------------liltti•ttliOn\.i:WU~ This page was intentionally left blank ' SECTION 1-INTRODUCTION AND BACKGROUND 1. 1 REPORT 0RGANIZA T!ON This report and future planning document is structured into the following sections that group appropriate information together for the reader. This Volume (Volume 1) includes: Section 1 Introduction and Background: Background facts about Carlsbad's current Fire Services. Section 2 Standards of Response Cover (Staffing/Station) Analysis: An in- depth examination of the Fire Department's deployment ability to meet the community's risks, expectations and emergency needs. Section 3 Fire Department Review of Headquarters Program Functions: A review of the Fire Department's non-emergency operations and headquarters programs. Section 4 Fiscal Analysis: An outline of the costs to implement this plan's recommendations. Section 5 Recommended Solutions and Phasing Strategies: An integrated recommendations and conclusions section. Separately attached: Volume 2 Response Coverage Geographic Maps Volume 3 In-depth Response Statistics Appendix 1.1.1 Goals of Report As each of the sections mentioned above imparts information, this report will cite findings and make recommendations, if appropriate, that relate to each finding. There is a sequential numbering of all of the findings and recommendations throughout the first three sections of this report. To provide a comprehensive summary, a complete listing of all these same findings and recommendations in order is found in Section 5. Finally, the report brings attention to the highest priority needs and possible timing. This document provides technical information about how fire services are provided, legally regulated, and how Carlsbad Fire Department currently operates. This information is presented in the form of recommendations and policy choices for the Carlsbad leadership and community to discuss. The result is a solid technical foundation upon which to understand the advantages and disadvantages of the choices facing the Carlsbad leadership and community on how best to provide fire services, and more specifically, at what level of desired outcome and expense. ..n .. Section 1-lntroduction and Background page 11 OllOftl[ llllli'C!lll!i ltc --------------------------------------titl-tU:.1Hff(1<,.tttt.:I~ 1.1.2 Limitations of Report In the United States, there are no federal or state regulations on what a minimum level of fire services has to be. Each community, through the public policy process, is expected to understand the local fire risks, their ability to pay, and then to choose their level of fire services. If fire services are provided at all, the federal and state regulations specify how to do it safely for the personnel providing the service and the public. While this report and technical explanation can provide a framework for the discussion of fire services for Carlsbad, neither this report nor the Citygate consulting team can make the final decisions or cost out in detail every possible alternative. Once final Master Plan choices are given policy approval, City staff can conduct any final costing and fiscal analysis as normally done in the operating and capital budget preparation cycle. 1.2 BACKGROUND This project involved the development of a Fire Services Deployment and Administrative Services Master Plan. This effort involved the study of the fire services risk within the City of Carlsbad. In this report, the term "Department" will be used when referring to the fire agency itself, and the term "City" will be used when referring to the City of Carlsbad. The City commissioned this study and resultant planning recommendations to evaluate the current capacity of the Department to respond to emergency fire, rescue, and medical incidents within its area, and review other related operational issues. In its entirety, this analysis and corresponding findings and recommendations will allow the City Council to make informed policy decisions about the level of fire, rescue, and emergency medical services desired and the best method to deliver and fund them. The challenges facing the City are not unique. At the start of this project in the winter of 2009, Carlsbad faced the challenges that all California communities did in revenue not matching needs in an atmosphere made worse by a state budget deficit. By late spring, the national economy was in disarray and the California budget was already out-of-balance. This Fire Master Plan has to acknowledge that the City may desire improved fire services, but in the near term cannot afford any improvements. Thus, the plan will have to suggest how to prioritize existing services to revenues, while laying out a future improvements road map that can be followed when revenue growth occurs. 1.3 CARLSBAD PROJECT APPROACH AND RESEARCH METHODS Citygate used several tools to gather, understand, and model information about the City and Fire Department for this study. We started by making a large document request to the Department to gain background information on costs, current and prior service levels, the history of service level decisions and what other prior studies, if any, had to say. We asked the Department to have each of the members responsible for a program or segment to complete a SWOT questionnaire, and 14 of these were received.1 1 SWOT -acronym for Strengths, Weaknesses, Opportunities, Threats; a commonly used management tool for evaluating organizations, which allows insiders to report on their perspective of an organization. ··n .. amw~oc Section 1-lntroduction and Background page 12 ,<tf$H!HUi.tY'SHf~{(~ ------------------------------------ In subsequent site visits, Citygate team members followed up on this information by conducting focused interviews of fire management team members and other appropriate City staff. We reviewed demographic information about the City, proposed developments, and managed growth projections. As we collected and understood information about the City and Department, Citygate obtained electronic map and response data from which to model current and projected fire services deployment. The goal was to identify the location(s) of stations and crew quantities required to serve the City as it develops. Once Citygate gained an understanding of the Department service area with its fire, rescue, and EMS risks, the Citygate team developed a model of fire services that was tested against the mapping and prior response data to ensure an appropriate fit. This resulted in Citygate being able to propose an approach to improving fire services in the Department that would also meet reasonable expectations and fiscal abilities in the southern area of the City where future growth is likely to occur. 1.4 CARLSBAD FIRE DEPARTMENT BACKGROUND INFORMA TJON Because of Carlsbad's diverse business culture and spectacular setting, the thriving "village by the sea" is called home to nearly 104,652 residents and attracts thousands of tourists year round. The City contains 42.19 square miles and has more than 7 miles of beach and coastline and over 150 acres of developed parkland offering year-around recreation. The Net Assessed valuation of the City is over 15B dollars. Carlsbad is home to the La Costa Resort and Spa and has played host to a number of well-known sporting events, such as the Davis Cup, the Tournament of Champions, and the San Diego Marathon. In 1999, a new international attraction was opened to the public, LEGOLAND California, which also attracts thousands to Carlsbad year round. To complement Carlsbad's superior sport and recreational facilities, the City has planned a comprehensive system of natural open space and hiking trails. Carlsbad has retained a number of natural resources, including three coastal lagoons. As of 2009 Carlsbad has: ♦ Over 44,000 dwelling units ♦ An average workforce of 65,000+ ♦ A very vibrant tourism community ♦ Large numbers of"mobile" populations on 1-5 and Highway 78 ♦ Commuter and cargo rail traffic on the coastal railroad ♦ In the Village area alone, approximately 1,700 full-time equivalent jobs ♦ Build-out population of approximately 128,700 by 2030 ♦ Even in a slow economy, many pending projects in the redevelopment area and citywide in the commercial space markets, especially tenant improvements in existing buildings ♦ Open space areas containing vegetation prone to wildfires. ..n .. Section 1-lntroduction and Background page 13 OOO!II. ~ uc ------------------------------------j~J!t·!~Ul,1!$ifl\\tt¾f'\'. 1. 5 REGULA T!ON AFFECTING THE FIRE SERVICE In addition to restrictions on local government finance, there have been a number of new state and federal laws, regulations, and court cases over the last decade that limit the flexibility of cities in determining their staffing levels, training, and methods of operation. These are given an abbreviated overview below: 1. 1999 OSHA Staffing Policies -Federal OSHA applied the confined space safety regulations for work inside tanks and underground spaces to America's firefighters. This requires in atmospheres that are "IDLH" (Immediately Dangerous to Life and Health) that there be teams of two inside and two outside in constant communication, and with the outside pair equippe_d and ready to rescue the inside pair. This situation occurs in building fires where the fire and smoke conditions are serious enough to require the wearing of self-contained breathing apparatus (SCBA). This is commonly called the "2-in/2-out" policy. This policy requires that firefighters enter serious building fires in teams of two, while two more firefighters are outside and immediately ready to rescue them should trouble arise. While under OSHA policy one of the outside "two-out" personnel can also be the incident commander (typically a chief officer) or fire apparatus operator, this person must be fully suited-up in protective clothing, have a breathing apparatus donned except for the face piece, meet all physical requirements to enter IDLH atmospheres and thus be ready to immediately help with the rescue of interior firefighters in trouble. However, given these stipulations and the operating complications they cause, the four-city automatic aid partnership to which Carlsbad belongs, does not recognize the incident commander as one of the "two out" personnel, since to send the incident commander inside to perform a firefighter rescue means the incident totally loses command and control, generating more safety problems. 2. May 2001 National Staffing Guidelines -The National Fire Protection Association (NFPA) Standard on Career Fire Service Deployment was issued seven years ago. While advisory to local governments, as it starts to become locally adopted and used, it develops momentum, forcing adoption by neighboring communities. NFP A 1710 calls for four-person fire crew staffing, arriving on one or two apparatus as a "company." The initial attack crew should arrive at the emergency within four minutes travel time, 90 percent of the time, and the total effective response force (first alarm assignment) shall arrive within eight minutes travel time, 90 percent of the time. These guidelines will be explained and compared to Carlsbad in the deployment measures section of this document. 3. The on-scene Incident Commanders (Battalion Chiefs) at Hazardous Materials Incidents must have certification compliant with NFP A 4 72, Standard for Emergency Response to Hazardous Materials Incidents. This is also now an OSHA requirement. (ll'f(lffl[l500.ll!ittc Section 1-lntroduction and Background page 14 f~H t Hsftu~,, s..ih!Ui I ,, 4. CAL OSHA Requirements -Among the elements required is a safety orientation for new employees, a hazard communications system for employees to communicate hazards to supervisors, the CAL-OSHA process for post injury reviews, the required annual report of injuries, and a standard for safety work plans. Employers have many different responsibilities under the Occupational Safety and Health Act of 1970 and the Code of Federal Regulations (CFR). Initially OSHA focused its efforts on the private sector; more recently, it has turned its attention to the public sector and specifically the fire service. 1.6 NEGATIVE PRESSURES ON VOLUNTEER-BASED FIRE SERVICES While Carlsbad does not operate a volunteer. firefighter system, wholly or in part, a common question is why not solve some of a city's fire staffing problems with volunteers? To pre- address this question, here is a brief overview of the state of depending on volunteer firefighters: All volunteer-based fire departments are under great pressure today to maintain an adequate roster. The reasons for this are not unique to any one type of community and are placing pressure on small community volunteer systems across the state and nation: ♦ Economic pressures result in more two-income families and less time to volunteer. ♦ In a commuter economy, more jobs are clustered in metropolitan and dense suburban areas. Communities like Carlsbad, that formerly were small towns, increasingly have residents who work elsewhere, and many of the younger age people who would consider volunteering are just too busy. ♦ Due to the growth in society of complex systems and technology, the fire service was given more missions, like emergency medical services, hazardous materials response, and technical rescue. This dramatically increased the legally mandated training hours for volunteers, causing many to drop out as the time commitments became unbearable. This change, coupled with all the other factors, means that volunteer firefighter programs dry up due to lack ofmembers. Additional training and additional responses mean a significant time commitment for "true" volunteers, who are serving for love of the community and to give something back. Most departments feel that it takes 100-120 hours of training per year to meet safety minimums, and this time is expended before a volunteer goes on a single incident. As this report will explain in detail, Carlsbad fire services are already spread thin for headquarters :functions. Even if a small volunteer cadre could be found to assist with non- emergency work, volunteer programs take design, supervision, and some fiscal support. In Citygate's opinion, the needs of the Carlsbad Fire Department far outweigh what a small volunteer or per diem apprentice firefighter program could solve. More importantly, just creating and operating such a program would drain the already thin headquarters staffing from managing critical day-to-day operations. ..n .. Section 1-lntroduction and Background page 15 Olm ftl59iJl!!!i lK ------------------------------------hl'lthHHt~(t'..iM(:H This page was intentionally left blank \ SECTION 2-STANDARDS OF RESPONSE COVER (STATION/STAFFING) ANALYSIS Section Intent: This section serves as an in-depth analysis of the City's current ability to deploy and meet the emergency risks presented in the City. The response analysis will use prior response statistics and geographic mapping to help the City Council and community visualize what the current response system can and cannot deliver. 2.1 GENERAL FIRE DEPLOYMENT BACKGROUND INFORMA TJON The Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International) recommends a systems approach known as "Standards of Response Coverage" to evaluate deployment as part of the self-assessment process of a fire agency. This approach uses risk and community expectations on outcomes to assist elected officials in making informed decisions on fire and EMS deployment levels. Citygate has adopted this methodology as a comprehensive tool to evaluate fire station location. Depending on the needs of the study, the depth of the components can vary. Such a systems approach to deployment, rather than a one-size-fits-all prescriptive formula, allows for local determination of the level of deployment to meet the risks presented in each community. In this comprehensive approach, each agency can match local need-(risks and expectations) with the costs of various levels of service. In an informed public policy debate, a City Council "pur-chases" the fire, rescue, and EMS service levels (insurance) the community needs and can afford. While working with multiple components to conduct a deployment analysis is admittedly more work, it yields a much better result than any singular component can. If we only look to travel time, for instance, and do not look at the frequency of multiple and overlapping calls, the analysis could miss over-worked companies. If we do not use risk assessment for deployment, and merely base deployment on travel time, a community could under-deploy to incidents. The Standard of Response Cover process consists of eight parts: 1. -Existing Deployment -each agency has something in place today. 2. Community Outcome Expectations -what does the community expect out of the response agency? 3. Community Risk Assessment -what assets are at risk in the community? 4. Critical Task Time Study -how long does it take firefighters to complete tasks to achieve the expected outcomes? 5. Distribution Study-the locating of first-due resources (typically engines). 6. Concentration Study -first alarm assignment or the effective response force. 7. Reliability and Historical Response Effectiveness Studies -using prior response statistics to determine what percent of compliance the existing system delivers. 8. Overall Evaluation -proposed standard of cover statements by risk type. ..n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 17 orromt IWi'Of,l!i 11c ________________ llilal _______ ._.. ____________ 1i11"t.aruon<,.tttt'.H" Fire department deployment, simply stated, is about the speed and weight of the attack. Speed calls for first-due, all risk intervention units ( engines and trucks) strategically located across a department. These units are tasked with controlling everyday, average emergencies without the incident escalating to second alarm or greater size, which then unnecessarily depletes the department resources as multiple requests for service occur. Weight is about multiple-unit response for significant emergencies like a room and contents structure fire, a multiple-patient incident, a vehicle accident with extrication required, or a heavy rescue incident. In these situations, departments must assemble enough firefighters in a reasonable period in order to control the emergency safely without it escalating to greater alarms. Thus, small fires and medical emergencies require a single-or two-unit response ( engine and ambulance) with a quick response time. Larger incidents require more companies. In either case, if the companies arrive too late or the total personnel sent to the emergency are too few for the emergency type, they are drawn into a losing and more dangerous battle. The art of fire company deployment is to spread companies out across a community for quick response to keep emergencies small with positive outcomes, without spreading the stations so far apart that they cannot quickly amass enough companies to be effective in major emergencies. Given the need for companies to be stationed throughout a community for prompt response instead of all companies responding from a central fire station, communities such as Carlsbad are faced with neighborhood equity of response issues. When one or more areas grow beyond the reasonable travel distance of the nearest fire station, the choices available to the elected officials are limited: add more neighborhood fire stations, or tell certain segments of the community that they have longer response times, even if the type of fire risk found is the same as other areas. For the purposes of this fire services study, Citygate used all eight components of the Standards of Response Cover process (at varying levels of detail) to understand the risks in the City, how the City is staffed and deployed today, and then modeled those parameters using geographic mapping and response statistical analysis tools. The models were then compared to the proposed growth in the City so that the study can recommend changes, if any, in fire services to the City's service area. Thus, Citygate tailored the deployment recommendations in this report to the City's unique needs, and did not use one-size-fits-all national recommendations. The next few subsections in this section will cover the City area factors and make findings about each component of the deployment system. From these findings of fact about the City's fire deployment system, the study is then able to make deployment change recommendations. 2.2 CARLSBAD COMMUNITY OUTCOME EXPECTATIONS-WHAT IS ExPECTED OF THE FIRE DEPARTMENT? The next step in the Standards of Response Cover process is to review existing fire and emergency medical outcome expectations. This can be restated as follows: for what purpose does the current response system exist? Has the governing body adopted any response time performance measures? If so, the time measures used by the City need to be understood and good data collected. The community, if asked, would probably expect that fires be confined to the room or nearby area of fire origin, and that medical patients have their injuries stabilized and be transported to ··n .. <mm: lll9Qffi. tK Section 2-Standards of Response Cover (Station/Staffing) Analysis page 18 tot! t tl!;H~i~:'.:i S.\TT~~H .. ,. the appropriate care location. Thus, the challenge faced by the City is to maintain an equitable level of fire service deployment across the entire City service area without adding significantly more resources as demand for services grows and traffic congestion increases, slowing response times. The Insurance Services Office (ISO) Fire Department Grading Schedule would like to see first- due fire engines stations spaced 1.5 miles apart and ladder trucks spaced 2.5 miles apart, which, given travel speetls on surface streets, is a 3-to 4-minute travel time for first-due engines and a 7-to 8-minute travel time for first-due ladder trucks. The newer National Fire Protection Association (NFPA) guideline 1710 on fire services deployment suggests a 4-minute travel time for the initial fire apparatus response and 8 minutes travel time maximum for the follow-on units. This recommendation is for departments that are substantially staffed by career firefighters, as the City is. The ISO grades community fire defenses on a 10-point scale, with Class 1 being the best. Historically, the City has been evaluated as a Class 4 department, meaning the fire engine and ladder truck coverage is similar to many lighter suburban density fire departments. For many reasons, it is not necessary for an agency to only deploy to meet the ISO measures. The ISO criteria are designed to evaluate the fire protection system for underwriting purposes a department's ability to stop a building fire conflagration. The ISO system does not address small fires, auto fires, outdoor fires and emergency medical incidents. In addition, underwriters today can issue fire premiums in Grading Schedule "bands" such as 3-5 and give safer buildings a single rating of Class 1 for example. Thus, if an agency only tries to meet the ISO or NFP A station placement criteria, they do not necessarily deliver better outcomes, given the diversity of risk across American communities. Importantly within the Standards of Response Coverage process, positive outcomes are the goal, and from that company size and response time can be calculated to allow efficient fire station spacing. Emergency medical incidents have situations with the most severe time constraints. In · a heart attack that stops the heart, a trauma that causes severe blood loss, or in a respiratory emergency, the brain can only live 8 to 10 minutes maximum without oxygen. Not only heart attacks, but also other emergencies can cause oxygen deprivation to the brain. Heart attacks make up a small percentage; drowning, choking, trauma, constrictions, or other similar events have the same effect on the brain and the same time constraints. In a building fire, a small incipient fire can grow to involve the entire room in a 4-to 5-minute time frame. The point in time where the entire room becomes involved in fire is called "flashover," when everything is burning, life is no longer possible, and the fire will shortly spread beyond the room of origin. If fire service response is to achieve positive outcomes in severe EMS situations and incipient fire situations, all the companies must arrive, size up the situation and deploy effective measures before brain damage or death occurs or the fire spreads beyond the room of origin. Given that the emergency started before or as it was noticed and continues to escalate through the steps of calling 911, dispatch notification of the companies, their response, and equipment set-up once on scene, there are three "clocks" that fire and emergency medical companies must work against to achieve successful outcomes: ♦ The time it takes an incipient room fire to fully engulf a room in 4 to 5 minutes, thus substantially damaging the building and most probably injuring or killing occupants. ..n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page·19 Olm~tK __________ ... __________________________ ~ll!~tf~l0(¥(0'IH'H{H ♦ When the heart stops in a heart attack, the brain starts to die from lack of oxygen in 4 to 6 minutes and brain damage becomes irreversible at about the IO-minute point. ♦ In a trauma patient, severe blood loss and organ damage becomes so great after the first hour that survival is difficult if not impossible. The goal of trauma medicine is to stabilize the patient in the field as soon as possible after the injury, and to transport them to a trauma center were appropriate medical intervention can be initiated within one hour of the injury. Somewhat coincidently, in all three situations above, the first responder emergency company must arrive on-scene within 5 to 7 minutes of the 911-phone call to have a chance at a successful resolution. Further, the follow-on (additional) companies for serious emergencies must arrive within the 8-to 11-minute point. These response times need to include the time steps for the dispatcher to process the caller's information, alert the stations needed, and the companies to then don OSHA mandated safety clothing and drive safely to the emergency. The sum of these three time steps -dispatch, company turnout and drive time -comprises "total reflex," or total response time. Thus, to get the first firefighters on-scene within only 5 to 7 minutes of the 911 call being answered is very challenging to all parts of the system, as this study will describe later in detail. The three event timelines above start with the emergency happening. It is important to note the fire or medical emergency continues to deteriorate from the time of inception, not the time the frre engine actually starts to drive the response route. It is hoped that the emergency is noticed immediately and the 911 system is activated. This step of awareness -calling 911 and giving the dispatcher accurate information -takes, in the best of circumstances, 1 minute. Then company notification and travel take additional minutes. Once arrived, the company must walk to the patient or emergency, size up the problem and deploy their skills and tools. Even in easy to access situations, this step can take 2 or more minutes. It is considerably longer up long driveways, apartment buildings with limited access, multi-storied office buildings or shopping center buildings such as those found in parts of the City. 2.2.1 Carlsbad Existing Policy The City's General Plan Safety element, last updated in 1994, states for the fire services objective in Section B.2: "To maintain an initial emergency travel Response time of five (5) minutes." This service level objective, written in the best practices of that time, does not address the desired outcomes or the performance time objectives for the dispatch and crew turnout times. In other budget and Top Quality Services documents, staffs performance measures report performance for getting the first unit on scene for all emergency types at 8-minutes, 90 percent of the time, or 5-minutes for emergency medical calls, but these again are not tied to a City Council policy of what level of outcome is desirable, nor do they state the begin point of the time measures either dispatch, crew notify or crew responding. Current best practice nationally is to measure percent completion of a goal (i.e., 90 percent of responses) instead of an average measure, as many fire departments did in the past. Response goal measures should start with the time of frre dispatch receiving the 911 call to the arrival of the first unit at the emergency, and the measure should state what is delivered and what the expected outcome is desired to be. ~,l~ ~ Section 2-Standards of Response Cover (Station/Staffing) Analysis page 20 ,~,r .t t~!tht[? ~h~Zli< Percent of completed goal measures are better than the measure of average, because average just identifies the central or middle point of response time performance for all calls for service in the data set. From an average statement, it is impossible to know how many incidents had response times that were considerably over the average or just over. For example, if a department had an average response time of 5 minutes for 5,000 calls for service, it cannot be determined how many calls past the average point of 5 minutes were answered slightly past the 5th minute, in the 6th minute or way beyond at 10 minutes. This is a significant issue if hundreds or thousands of calls are answered much beyond the average point. Finding #1: The City does not have a complete and current best practices designed fire deployment measure adopted by the City Council that includes a beginning time measure starting from the point of dispatch receiving the 911-phone call, and a goal statement tied to risks and outcome expectations. The deployment measure should have a second measurement statement to define multiple-unit response coverage for serious emergencies. Making these deployment goal changes will meet the best practice recommendations of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International). In national recommendations years ago, it was thought to take 1 minute for the company to receive the dispatch and get the apparatus moving. However, as will be discussed later, even 1 minute for company turnout is unrealistic, given the need to don mandated protective safety clothing and to be seated and belted in before the apparatus begins to move. Thus, from the time of 911 receiving the call, an effective deployment system is beginning to manage the problem within 7 minutes total reflex time. This is right at the point that brain death is becoming irreversible and the fire has grown to the point to leave the room of origin and become very serious. Yes, sometimes the emergency is too severe even before the Fire Department is called in for the responding company to reverse the outcome; however, given an appropriate response time policy and if the system is well designed, then only issues like bad weather, poor traffic conditions or a significant number of multiple emergencies will slow the response system. Consequently, a properly designed system will give the citizens hope of a positive outcome for their tax dollar expenditure. 2.3 CARLSBAD FIRE RISK ASSESSMENT Both newcomers to the community, as well as long-term residents, may not realize the community assets that are at risk today in such a vibrant and diverse community. The Carlsbad Fire Department is charged with responding to a variety of emergencies, from fires to medical calls to special hazards and cargo transportation emergencies on the highway. Carlsbad is no longer just the small "Village by the Sea." It has grown beautifully into one of the premier California coastal communities with a population of approximately 104,000 in a land area of 42 square miles. As of January 2008, the City contained 29,654 single-family dwelling units and another 14,373 multi-family and mobile home units. The population density averages .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 21 O!m nmcm. nc -------------------------------------Hntan~o.r,\ttttuc; 2,461 people per square mile. The City is approaching build-out with a few small housing areas left to develop under the City's award winning Growth Management Plan. The business parks still have some room for modest growth. The City mostly contains a mix of single-and multi-family dwellings, small and larger businesses, and light or "high-tech" industrial park businesses. In addition, there are smaller warehouse and light manufacturing facilities, a large regional shopping mall, a County airport, nationally known hotels, the LEGO LAND theme park, miles of beaches and freeways. In 2007, the state's estimate of employment averaged just over 65,000. Resident population numbers and employment only tell a partial story as to the population the Carlsbad Fire Department must protect. Additionally, there are the tourists and a "mobile" population on two very busy freeways. At most any time of the day or night, the total population is in the low to mid hundred thousand range. In the historic Village area, there is still vibrant redevelopment activity with approximately 15 projects underway, ranging from small office commercial to residential and hotel uses. Here is a partial inventory of the types of risk demographics in addition to the visible homes and business buildings: ♦ Some hazardous materials storage, use, and release, including industrial and transportation on the highway, railroad and underground pipelines ♦ Local businesses use hazardous materials and are regulated by the Fire Prevention Bureau ♦ Tourism activities and over 3,600 hotel rooms ♦ Wildland fires ♦ Weather and seismic disaster potential ♦ Large retail sales buildings, including the covered mall ♦ McClellan-Palomar County airport ♦ Residential care facilities, many of them for the elderly. The significance of the above information is that the Carlsbad Fire Department must be staffed, equipped and trained to deal with ( at least through the first alarm level prior to automatic or mutual aid) most any type of emergency faced by a United States fire department. True, the City does not have an international airport, an oil refinery, or a port, but that is about all the Fire Department does not experience in its calls for service. In order to understand the importance of response time in achieving satisfactory outcomes, the deployment of resources must be based upon assessment of the values at risk. There are actually many different types of values at risk depending upon the nature of the emergency. At a very basic level, a fire in a structure is among the most frequent events with a measurable outcome. A single patient medical emergency is a different event, and while it is the most frequent, it is normally not as threatening to life and property as the structure fire since the structure fire can spread from building to building and eventually become a conflagration. ~n-~ Section 2-Standards of Response Cover (Station/Staffing) Analysis page 22 ,~iri11aHt~,.t.,.Sth1<:{\ __________ llllllll __________ llliil ______________ _ The fire incident reporting system indicates a wide variety of events that can result in a call for service, but it is a reported fire in a building that is the essence of a fire department's deployment plan. 2.3.1 Building Fire Risk In addition to the.building and community demographics cited above, in a Standards of Response Coverage study, building fire risk can also be understood by looking at larger classes of buildings as well as the wildfire potential that surrounds the City. In Map #2 in the mapping appendix to this study (found in Volume 2, separately bound), are displayed the locations of the commercial buildings that the Insurance Service Office (ISO) has sent an evaluation engineer into for underwriting purposes. The insurance Service Office (ISO) sends underwriters into commercial buildings to evaluate and collect demographic data for fire insurance underwriting purposes. This study obtained the current ISO data set for Carlsbad, and it contains approximately 1,000 businesses and institutions (such as churches) that range in size from a few hundred square feet up to 200,000 square feet under one roof. One of the measures the ISO collects is called fire flow, or the amount of water that would need to be applied if the building were seriously involved in fire. The measure of fire flow is expressed in gallons per minute (gpm). In the City, the ISO has data on 1025 commercial buildings. Of these, 375 buildings have required fire flows of 2,000 gpm or higher. There are a total of 4 7 buildings with fire flows in excess of 4,000 gpm. Of these 4 7 larger buildings, there are 15 with required fire flows in excess of 6,000. Having 375 buildings with larger fire flows in a suburban city is somewhat unusual and typifies how Carlsbad has become diverse in types of buildings and much more than just a residential suburb. It is becoming a full city with substantial commercial building properties. Fire flows above 2,500 gpm are a significant amount of firefighting water to deploy, and a major fire at any one of these buildings would outstrip the on-duty City fire staffing. Using the generally accepted figure of fifty gallons per minute per firefighter on large building fires, a fire in a building requiring 2,500 gallons per minute would require 50 firefighters, or twice the on- duty staffing of twenty-four (24) firefighters in the City. An effective response force is the deployment of multiple units (pumpers, ladder trucks and incident commander) so they can arrive close enough together to combat serious fires and keep them to less than greater alarm size. This refers back to the earlier points in this report on speed and weight of attack. The massing of units in a timely manner (weight) must be such that serious fires do not typically become larger. Since City zoning has placed these buildings throughout the City, this places additional pressure to have a multiple-unit effective response force of pumpers, and, also importantly, ladder trucks throughout the more built-up areas of the City. 2.3.2 Special Hazard Risks The City has several hundred businesses that use or resell hazardous materials. Examples are gasoline stations and dry cleaners. These businesses are highly regulated by the building, fire and environmental codes. Other businesses in the industrial parks use chemicals in the fabrication of electronic and circuit board devices. There are sixteen businesses that use larger .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 23 <m111 mim tK ------------------------------------H#fttUUlUJt.\H·tt,ts quantities of hazardous materials and as such are called "target hazards" in that they receive a higher level of inspection activities and the responding firefighters have plans for their business and technical inventories. The Carlsbad Fire Prevention Division handles the inspection and enforcement of the City's adopted Uniform Fire Code sections on the storage and use of hazardous materials. The San Diego County Environmental Health Division handles the regulations for the state's environmental programs. The City participates in a countywide shared, regional fire department Hazardous Materials Response Team for serious incidents. Locally, Carlsbad firefighters are trained to the level of "first responder" for hazardous materials emergencies. 2.3.3 Wildland Fire Risk The wildfire threat in Carlsbad is significant, as many of the City's edge neighborhoods are exposed to wildland fuels and upslope terrain, all of which combine to pose a real danger. Sadly, as other communities in San Diego County have suffered from catastrophic wildfires, so has Carlsbad. To combat this risk, the City works closely with its mutual aid partner fire departments while training and equipping its firefighters for wildland firefighting in San Diego County conditions. 2.3.4 Desired Outcomes A response system can be designed with staffing and station locations to accomplish desired outcomes. An outcome example is, "confine a residential fire to the room of origin." That outcome requires a more aggressive response time and staffing plan than "confine the fire to the building of origin, to keep it from spreading to adjoining structures." As such, fire deployment planning takes direction from policy makers as to the outcomes desired by the community. Given the Fire Department's current response time goal and its Class 4 fire insurance classification rating, the City has, in effect, adopted a structure fire goal of deploying a significant force to building fires to contain the fire near the room, or compartment, of origin, if the fire is small to modest when first reported. By delivering paramedics via fire engines and ambulances, the City has committed to a higher level of emergency medical care than is typical in urban areas in California. 2.4 STAFFING-t"VHAT Musr BE DONE OVER WHAT TtMEFRAME TO ACHIEVE THE STATED OUTCOME EXPECTATION? The next step in the Standards of Response Cover process is to take the risk information above and review what the firefighting staffing is, and what it is capable of, over what timeframe. Fires and complex medical emergencies require a timely, coordinated effort in order to stop the escalation of the emergency. Once' the tasks and time to accomplish them to deliver a desired outcome are set, travel time, and thus station spacing, can be calculated to deliver the requisite number of firefighters over an appropriate timeframe. ~ a~ ~c Section 2-Standards of Response Cover (Station/Staffing) Analysis page 24 l~! .I-l~Of:h/t \Ht~-i.{S; 2.4.1 Offensive vs. Defensive Strategies in Structure Fires Based on Risk Presented Most fire departments use a strategy that places emphasis upon the distinction between offensive or defensive methods. These strategies can be summarized: It is important to have an understanding of the duties and tasks required at a structural fire to meet the strategic goals and tactical objectives of the Fire Department response. Firefighting operations fall in one of two strategies - offensive !!! defensive. Offensive strategy is characterized primarily by firefighters working inside the structure on fire. This strategy is riskier to firefighters but much more effective for performing rescues and attacking the fire at its seat. Defensive strategy is characterized by firefighters working outside the structure on fire. This strategy is generally safer for firefighters; however, it also means no rescues can be performed and the building on fire is a total loss. We may risk our lives a lot to protect savable lives. We may risk our lives a little to protect savable property. We will not risk our lives at all to save what is already lost. Considering the level of risk, the Incident Commander will choose the proper strategy to be used at the fire scene. The Incident Commander must take into consideration the available resources (including firefighters) when determining the appropriate strategy to address any incident. The strategy can also change with conditions or because certain benchmarks are achieved or not achieved. For example, an important benchmark is "all clear," which means that all persons who can be saved have been removed from danger or placed in a safe refuge area. Once it has been determined that the structure is safe to enter, an offensive fire attack is centered on life safety of the occupants. When it is safe to do so, departments will initiate offensive operations at the scene of a structure fire. Initial attack efforts will be directed at supporting a primary search -the first attack line will go between the victims and the fire to protect avenues of rescue and escape. The decision to operate in a defensive strategy indicates that the offensive attack strategy, or the potential for one, has been abandoned for reasons of personnel safety, and the involved structure has been conceded as lost (the Incident Commander makes a conscious decision to write the structure off). The announcement of a change to a defensive strategy means all personnel will withdraw from the structure and maintain a safe distance from the building. Officers will account for their crews. Interior lines will be withdrawn and repositioned. Exposed properties will be identified and protected. For safety, Federal and State Occupational Health and Safety Regulations (OSHA) mandate that firefighters cannot enter a burning structure past the incipient or small fire stage without doing so in teams of 2, one team inside and one team outside, ready to rescue them. This totals a minimum of 4 firefighters on the fireground to initiate an interior attack. The only exception is .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 25 (nJffl[ lll!'.(ff!lti nc. --------------------------------illllli---!>.l!\·turno.r~'>~t-ttH~ when there is a known life inside to be rescued. This reason, along with the fact that a four- person company can perform more tasks simultaneously than a three-person company, is why NFP A Deployment Standard 1710 for career fire departments recommends four-person company staffmg on engines (pumpers) as well as on ladder trucks. Many fire department deployment studies using the Standards of Response Coverage process, as well as NFPA guidelines, arrive at the same fact -that an average (typically defmed by the NFPA as a modest single-family dwelling) risk structure fire needs a minimum of 14 to 15 firefighters, plus one on-scene incident commander. The NFP A 1710 recommendation is that the first unit should arrive on-scene within 6 minutes of call receipt (I-minute dispatch, I-minute company turnout, and 4-minute travel), 90 percent of the time. The balance of the units should arrive within 10 minutes of call receipt (8-minute travel), 90 percent of the time, if they hope to keep the fire from substantially destroying the building. (The NFP A recommendation of I - minute dispatch time is generally attainable; the I-minute company turnout time is generally unattainable considering the time it takes firefighters to don the required full personal protective equipment.) For an extreme example, to confine a fire to one room in a multi-story building requires many more firefighters than in a single-story family home in a suburban zone. The amount of staffmg needed can be derived from the desired outcome and risk class. If the community desires to confme a one-room fire in a residence to the room or area of origin, that effort will require a minimum of 14 personnel plus incident commander. This number of firefighters is the minimum needed to safely conduct the simultaneous operational tasks of rescue, fire attack, and ventilation plus providing for firefighter accountability and incident command in a modest, one fire hose line house fire. A significant fire in a two-story residential building or a one-story commercial or multi-story building would require, at a minimum, an additional two to three engines and an additional truck and chief officer, for upwards of 12 plus additional personnel. As the req~ired fire flow water gallonage increases, concurrently the required number of firefighters increases. Simultaneously, the travel distance for additional personnel increases creating an exponential impact on the fire problem. A typical auto accident requiring multiple-patient extrication or other specialty rescue incidents will require a minimum of 10 firefighters plus the incident commander for accountabil~ty and control. 2.4.2 Daily Unit Staffing in the City Below is the typical minimum daily unit staffmg assignment in the City currently: Units and Daily Staffing Plan ' " '' " ' " ~ Per Unit Extended '' w -----w w --' '' ' 5 Engines@ 3 Firefighters/day 15 1 Ladder Truck @ 3 Firefighters/day 3 3 Ambulances @ 2 Firefighter/paramedics 6 1 Battalion Chief@ 1 Per day for command 1 Total 241hr Personnel: ~ ~ n ~ Section 2-Standards of Response Cover (Station/Staffing) Analysis page 26 h~ f t i !f.:0~~4\~.Y 'S:H-r~ZU In addition to the City daily staffmg listed above, Carlsbad and the surrounding fire departments operate under an automatic aid and boundary drop "closest unit" agreement managed by one common fire dispatch center. This policy means that most Carlsbad building fires receive a mix of City and automatic aid partner agencies, which are mostly Oceanside, Vista and Encinitas. For modest fires in either end of the City, this system not only helps by providing the units in the least time without regard to jurisdiction, but also leaves other City units available for back-to- back or simultaneous calls for service. 2.4.3 Staffing Discussion If the City provides fire services at all, safety of the public and firefighters must be the first consideration. Additionally, the chief officers, as on-scene incident commanders, must be well trained and competent, since they are liable for mistakes that violate the law. An under-staffed, poorly led, token force will not only be unable to stop a fire, it also opens the City up for real liability should the Fire Department fail. As stated earlier in this section, national norms indicate that 14 or so firefighters, including an incident commander, are needed at significant building fires if the expected outcome is to contain the fire to the room of origin and to be able to simultaneously and safely perform all the critical tasks needed. The reason for this is that the clock is still running on the problem after arrival, and too few firefighters on-scene will mean the fire can still grow faster than the efforts to contain it. Chief officers also need to arrive at the scene in a timely manner in order to intervene and provide the necessary incident command leadership and critical decision making to the organization. To meet its goal of sending 3 engines, 1 ambulance and 1 ladder truck to serious building fires, the City has to send 14 firefighters or 58 percent of its on-duty force. Then, to augment its staffmg above 14, it has to send additional units via automatic aid. Given the occurrence of building fires in the City at approximately 49 per year, or about four per month, the City can typically field enough firefighters at a modest building fire. Remaining Carlsbad units and/or automatic aid units would cover any such simultaneous calls. If the fire or rescue incident required more forces, then the remaining Carlsbad units would be sent along with more units from the Tri-City region. 2.4.4 Company Critical Task Time Measures In order to understand the time it takes to complete all the needed tasks on a moderate residential fire and a modest emergency medical rescue, the Department staff provided information using their standard operating procedures to demonstrate how much time the entire operations take. The following tables start with the time of fire dispatch notification and finish with the outcome achieved. There are several important themes contained in these tables: ♦ These results were obtained under best conditions, in that the day was sunny and moderate in temperature. The structure fire response times are from actual events, showing how units arrive at staggered intervals. ♦ It is noticeable how much time it take; after arrival or after the event is ordered by command to actually accomplish key tasks to arrive at the actual outcome. This is because it requires firefighters to carry out the ordered tasks. The fewer the firefighters, the longer some task completion times will be. Critical steps are highlighted in grey in the table. ..n .. Section 2-Standards of Response Cover (Station/Staffing} Analysis page 27 m:fflll ~ uc __________ ... ___________________________ hl!!"t!t!H'Hii!i'>i:ht(H ♦ The time for task completion is usually a function of how many personnel are simultaneously available so that firefighters can complete some tasks simultaneously. ♦ Some tasks have to be assigned to a minimum of two firefighters to comply with safety regulations. An example is that two firefighters would be required for searching a smoke filled room for a victim. The following tables of unit and individual duties are required at a first alarm fire scene at a typical single-family dwelling fire. This set of duties is taken from Department operational procedures. This set of needed duties is entirely consistent with the usual and customary findings of other agencies using the Standards of Response Cover process and that found in NFPA 1710 or in CAL-OSHA regulations on firefighter safety. No conditions existed to override the OSHA 2-in/2-out safety policy. Shown below are the critical tasks for a typical single-family house fire with a room burning on the 2nd floor. The response force is three engines, · one ladder truck, one ambulance and one Battalion Chief responding for a total of 14 personnel: Pre-arrival time of dispatch, turnout and travel to 90% of structure fire calls 1st engine on-scene Conditions report Incident Command established Initial Rapid Intervention Force established 2nd engine on scene Water supply secured First line charged Truck on scene Entry -fire attack team Full Rapid Intervention Crew established 3rd engine on scene Primary search "all clear" All clear/primary search completed Fire under control Roof open (ventilation complete) Utilities secured Fire out/ incident under control 07:45 00:00 00:09 00:21 00:30 00:39 01:07 01:28 01:39 01:50 02:37 03:34 05:27 06:08 07:29 07:29 07:35 08:00 GWJ/11! fllW(JUll\ it:: Section 2-Standards of Response Cover (Station/Staffing) Analysis page 28 -l:i; I. !::)<U~~:'• ',thl<i~ The above duties grouped together to form an effective response force or first alarm assignment. Remember that the above discrete tasks must be performed simultaneously and effectively to achieve the desired outcome. Just arriving on-scene does not stop the escalation of the emergency. Firefighters accomplishing the above tasks do, but as they are being perforrri.ed, the clock is still running, and it has been since the emergency first started. Fire spread in a structure can double in size during its free burn period. Many studies have shown that a small fire can spread to engulf the entire room in less than 4 to 5 minutes after open burning has started. Once the room is completely superheated and involved in fire (known as flashover), the fire will spread quickly throughout the structure and into the attic and walls. For this reason, it is imperative that fire attack and search commence before the flashover point occurs, if the outcome goal is to keep the fire damage in or near the room of origin. In addition, flashover presents a serious danger to both firefighters and any occupants of the building. For comparison purposes, the critical task table below reviews the tasks needed on a typical auto accident rescue. The situation modeled was a two-car collision with two patients. Both drivers required moderate extrication with power tools and the vehicles were upright with no fuel hazards. Two engines, one rescue unit/truck, one ambulance and one Battalion Chief responded with a total of ten (12) personnel. (table continued on following page) Pre-arrival time of dispatch, turnout and travel to 90% of emergency medical calls 1st engine and ambulance on scene Size up and upgrade to rescue response Hazard identification Truck on scene Patient contact -pt #1 Patient contact -pt #2 Pre-connect hose line charged Vehicle stabilization initiated Engine #2 on scene Vehicle #1 stabilized Vehicle #1 battery disconnected Patient #1 care initiated / c-spine Power tools set up in work area Vehicle #2 stabilized Patient #2 care initiated / c-spine Vehicle #2 door opened (spreaders) 07:15 00:00 00:15 00:45 01:00 01:30 01:30 02:00 02:00 02:15 04:50 05:16 05:30 06:00 06:15 07:00 10:00 """ Section 2-Standards of Response Cover (Station/Staffing) Analysis page 29 mmmr nsw~m tic 111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111•111111111111111111111111111111111111111111•1111111111111111111111111111111111111111111111111111111iiiiJillll1111111111111111111ii1111111111111111B1111BlllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllilllllllllllBIIIIII '* t !ilth'.~$('<\\h''.:tt Vehicle #1 door removed 15:00 Vehicle #1 dash pushed forward (rams) 17:45 Patient #1 removed from vehicle 20:30 Patient #2 ready for transport 21:00 Patient #1 ready for transport 22:30 The table above shows typical task times for good patient care outcomes. These patient care times and steps are consistent with San Diego County patient care protocols and would provide positive outcomes where medically possible. 2.4.5 Critical Task Measures Evaluation What does a deployment study derive from a response time and company task time analysis? The total completion times above to stop the escalation of the emergency have to be compared to outcomes. We know from nationally published fire service "time vs. temperature" tables that after about 4 to 5 minutes of free burning a room fire will grow to the point of flashover where the entire room is engulfed, the structure becomes threatened and human survival near or in the fire room becomes impossible. We know that brain death begins to occur within 4 to 6 minutes of the heart having stopped. Thus, the effective response force must arrive in time to stop these catastrophic events from occurring. The response and task completion times discussed above show that the residents of the City are able to expect positive outcomes and have a better than not chance of survival in a modest fire or medical emergency, when the first responding units are available in 7 minutes or less total response time. The point of the tables above is that mitigating an emergency event is a team effort once the units have arrived. This refers back to the "weight" of response analogy. If too few personnel arrive too slowly, then the emergency will get worse, not better. Control of the structure fire incident still took 7:30 minutes/sec after the time of the first unit's arrival, or 15:14 minutes/sec from fire dispatch notification. The outcome times, of course, will be longer, with less desirable results, if the arriving force is later or smaller. The quantity of staffing and the time frame it arrives in can be critical in a serious fire. As the risk assessment portion of this study identified, the City's building stock is diverse and includes large and multi-story buildings, any of which can slow the firefighting times as personnel and tools have to be walked to upper floors. Fires in these buildings could well require the initial firefighters needing to rescue trapped, or immobile (the very young or elderly) occupants. If a lightly staffed force arrives, they cannot simultaneously conduct rescue and firefighting operations. In EMS trauma incidents, the patient is initially being assessed within 11 minutes total reflex time and is able to be transported within 22 minutes. These times are good for trauma patients, crm1t ftss<Kmlll, !K Section 2-Standards of Response Cover (Station/Staffing) Analysis page 30 l·:~! ~ H:f?U,~iY'>!h,:)x when all the needed units can arrive by minute 7, which is not always possible at the outer perimeter areas of the City, or when multiple calls for service occur. The auto accident, while only being moderate in size, required 12 personnel. If a building fire occurred at the same time, then 100 percent of the entire on-duty force would be committed to two incidents. Response needs greater than this always will require automatic/mutual aid assistance from adjoining departments. Fires and complex medical incidents require that the other needed units arrive in time to complete an effective intervention. Time is one factor that comes from proper station placement. Good performance also comes from adequate staffing. On the fire and rescue time measures above, the City can do a good job, in terms of time, on one moderate building fire and one or two routine medical calls at once. This is typical of departments that staff fewer 3-person companies for average, routine emergencies. However, major fires and medical emergencies where the closest unit is not available to respond will challenge the City response system to deliver good outcomes, so the City is co-dependent for severe emergency coverage with its neighbors. This factor must be taken into account when we look at fire station locations. Operating as a "single" regional system is a great, cost-effective idea, as long as all of the partners maintain their levels of service. Previous critical task studies conducted by Citygate, the Standard of Response Cover documents reviewed from accredited fire departments, and NFP A recommendations all arrive at the need for 14+ firefighters plus a Command Chief arriving within 11 minutes (from the time of call) at a room and contents structure fire to be able to simultaneously and effectively perform the tasks of rescue, fire attack and ventilation. If fewer firefighters arrive, what from the list of tasks mentioned would not be done? Most likely, the search team will be delayed, as will ventilation. The attack lines only have two firefighters, which does not allow for rapid movement above the first floor deployment. Rescue is done with only two-person teams; thus, when rescue is essential, other tasks are not done in a simultaneous, timely manner. Remember what this report stated in the beginning: effective deployment is about the speed (travel time) and the weight (firefighters) of the attack. Yes, 15 initial firefighters (3 engines, 1 ladder truck, 1 ambulance, 1 Battalion Chief) can handle a moderate risk house fire (especially on the first floor). An effective response force of even 15 will be seriously slowed if the fire is above the first floor in a low-rise apartment building or commercial / industrial building. When the on-duty staffing is stretched thin, the City can bring in automatic or mutual aid equipment, but from a distance and under the assumption that the aiding department is not already busy. Observation: Given that the current built-up areas of the City seem to have the minimum number of firefighters for an initial attack on a building fire, does the mapping and analysis of prior response times show the City is meeting desired policy goals or reasonably modified ones, and can the system provide the same level of service equitably to all neighborhoods? .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 31 mmnssrumnc ______________________ llllliil ________________ h'.H-tH:UH¥P!,Hn;:t~ 2. 5 CURRENT STATION LOCA TlON CONFIGURA TlONS The City is served today by six fire stations. As part of this fire services study, it is appropriate to understand what the existing stations do and do not cover, .if there are any coverage gaps needing one or more stations, and what, if anything, to do about them as the City continues to evolve. In brief, there are two geographic perspectives to fire station deployment: ♦ Distribution -the spreading out or spacing of first-due fire units to stop routine . emergencies. ♦ Concentration -the clustering of fire stations close enough together so that building fires can receive enough resources from multiple fire stations quickly enough. This is known as the Effective Response Force or commonly the "first alarm assignment" -the collection of a sufficient number of firefighters on-scene, delivered within the concentration time goal to stop the escalation of the problem. To analyze first-due and first alarm fire unit travel time coverage for this study, Citygate used a geographic mapping tool called Fire View that can measure travel distance over the street network. Citygate ran several deployment map studies and measured their impact on various parts of the community. The maps (found in Volume 2 of this study) display travel time using prior City incident data to adjust the normal posted speed limits per type of street to those more reflective of slower fire truck travel times. Since the City does not currently have a City Council adopted travel time measure, the initial map measures in this study are 4 minutes travel time for first-due units for good suburban outcomes as suggested by NFPA 1710. For a first alarm, multiple-unit coverage, the "concentration" of units measure in this mapping study is based on an 8-minute travel time as suggested in NFPA I 710. When one minute is added for dispatch reflex time and two minutes for company notification times, the maps then effectively show the area covered within 7 minutes for first-due units and 11 minutes for a first alarm assignment from the time the 911 call is made. An additional measure used was the Insurance Service Office 1.5-mile recommendation for first- due fire companies and 2.5-mile service for second-due companies and ladder trucks. 1.5 miles driving distance equates to 3.5 to 4 minutes travel time over the road network. The map set in this study also shows coverage from the closest, nearby automatic aid fire stations from the career-staffed departments around Carlsbad. The first goal is to determine if the City can substantially cover itself with its fire stations in appropriate response times. If so, then the automatic aid coverage is useful to fill in edge area gaps and be able to provide back-up unit response when City units are on other incidents. Note -for some maps themes, there are two views, an "a" and "b" version. The "b" version shows coverage combined with City and automatic aid partner station locations. ilfap #I -Existing Fire Station Locations This first map shows the City and its current fire stations along with those that are part of the regional closet unit response system. This map view, then, is important to remember as later maps in the set display the fire station coverage areas. Also displayed here are the land uses zoning in the Carlsbad General Plan. ··n .. anoot: llll9(ffi, oc Section 2-Standards of Response Cover (Station/Staffing) Analysis page 32 l~t:,t!is:0.tti:tt-SH~tM:'. ----------------------------------- Jfap #2 -Risk Assessment Displayed here in addition to zoning are the locations of the higher fire flow buildings as calculated by the Insurance service Office (ISO). Most of these buildings are along the major road corridors in commercial and industrial areas due to zoning. These are the buildings that must receive a timely effective first alarm force to serious fires. Jfap #3a-l> -First-Due Uuit Distribution -Existing Stmions (./-Jlfinutc Travel) These maps show in green colored street segments the distribution or first-due response time for each current City automatic aid fire station per a desirable suburban response goal of 4 minutes travel time. Thus, the computer shows how far each company can reach within 7 minutes Fire Department total response time from the time of the fire communications center receiving the call. Therefore, the limit of color per station area is the time an engine could reach the 4-minute travel time limit, assuming they are in-station and encounter no unusual traffic delays. In addition, the computer uses speed limits per roadway type that are slowed by actual fire unit travel times. Thus, the projection is a very close modeling of the real world. A goal for a city as developed as Carlsbad could be to cover 90 percent of the geography containing the highest population densities with a first-due unit coverage plan based on a goal measure statement to deliver acceptable outcomes. This would only leave the very hard-to-serve outer edge areas with longer coverage times, and depending on the emergency, with less effective outcomes. There should be some overlap between station areas so that a second-due unit can have a chance of an adequate response time when it covers a call for another station. The outer perimeter areas are hard to serve, and in many cases, cost-prohibitive to serve for a small number of calls for service. As can be seen in this measure, the shape of the City is very hard to serve, even with a grid type road network in the Village area. The existing six stations are all appropriately located in higher development density areas, and three of these six areas are covered within 4-minutes travel time. However, due to very challenging topography and the resultant non-grid street network, three of the station areas -#2, #5 and #6 -only have partial coverage at 4-minutes of travel. This is especially true in the southeast quadrant planning area where there is a lack of north-south prime arterial roads due to the many canyons that run east to west, down slope to the ocean. The message to be taken from this map· is that it would be very challenging for the City to improve travel time coverage without adding fire stations. The size of the southeast quadrant is just too large for either of the two existing City stations to cover in a desirable travel time of 4 minutes. The San Marcos and Encinitas stations are not close enough to the city limits to be of first-due unit help at 4-minutes travel time. Differently, Oceanside Station #4 is close enough to the city limits to be of substantial help on a first-due basis at 4 minutes travel time in the northeast area, otherwise known as Calvarias Hills. With all of the automatic aid coverage shown in Map #3b, the largest under-covered areas at 4 minutes travel time are between Stations #2 and # 6. This is due to the lack of north-south roads between Alga Road and La Costa Avenue. ..n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 33 Olm mm. tK ------------------------------------~\tft:UJHrtn•,,H-t((H Jfap #Jc -First-Due (Jnit Distril.mti<m -Existing Stations (Beyond 4-'.Minute Travel) Map #3c then looks at the areas beyond 4 minutes travel time at both 4.5 and 5 minutes travel time. This map shows a substantial increase of coverage between the 4th and 5th minute. Only a few edge and La Costa areas off of Alga Road are covered in the 5th or even 6th minute of travel time. To improve coverage in this difficult to serve, fully developed area either side of Alga Road would require another fire station. This will be further evaluated once call for service and historical response times are evaluated later in this study. Map #4a-b -ISO Engine Coverage Areas -Existing City Stations These map exhibits display the Insurance Service Office (ISO) requirement that stations cover a 1.5-mile distance response area. Depending on the road network in a department, the 1.5-mile measure usually equates to a 3-to 4-minute travel time. However, a 1.5-mile measure is a reasonable indicator of station spacing and overlap. As with the 4-minute drive time map, much of the populated areas of the City are served within 1.5-mile distance from the existing fire stations. As the 4-minute map projected, the areas in the difficult to serve street network/topography areas are not. Stated this way, the two models of 4-minute and 1.5 mile travel represent the best and least coverages likely and both state that some of the developed areas are just beyond these measures. Jfap #4c -Ambulrmce Coverage Areas -Existing City Statfr.ms This map displays the coverage areas of the three City fire department ambulances located at Stations #1, #2 and #5. A best practice goal is to have the ambulance available within 8 minutes travel time. As this map shows, the entire City is covered by one of the ambulances within 8 minutes travel time. JJap #5a-b -Concentration (First Alarm) -City aml Mutual Aid Stations These map exhibits show the concentration or massing of fire companies for serious fire or rescue calls. Building fires, in particular, require 14+ firefighters arriving within a reasonable time frame to work together and effectively to stop the escalation of the emergency. Otherwise, if too few firefighters arrive, or arrive too late in the fire's progress, the result is a greater alarm fire, which is more dangerous to the public and the firefighters. The concentration map exhibits look at the Department's ability to deploy three of its engines, one ladder truck, one ambulance and one Battalion Chief to building fires within 8 minutes travel time (11 minutes total Fire Department response time from the 911 call receipt). This measure ensures that a minimum of 14 firefighters and one Battalion Chief can be deployed at the incident to work simultaneously and effectively to stop the spread of a modest fire. The green color in the map shows the area where the City's current fire deployment system should deliver the initial effective response force. Streets without the green highlights do not have three engines, one ladder truck and the Battalion Chief in 8 minutes travel time. As can be seen, due to the spacing of the City fire stations, an effective response force can be gathered in the core of the City. Given the ocean to west, both ends of the City are dependent on automatic aid companies across the city limits for a complete effective response force. ~t~;,~ .s.e.c.ti•o•n•2-S•t•a•n•d•ar•d•s•o•f•R•e•s11111p•o•n•s•e•C•o•v•e•r•(S•t•a•ti•o•n/•S•ta•ffi•••n1111g111) A_n.a111111y•s•is _________ pa•g•e•3-4 The effect of the automatic aid partnership is shown in Map #5b that displays the multiple station coverage with all of the neighboring city units turned on. As can be seen, either end of Carlsbad is covered by up to six stations in 8 minutes travel time. Even the hard to serve southwest and southeast quadrants are served by 4 plus stations in 8 minutes travel time. There are very few areas in the City that are served by only 1 to 2 units in 8 minutes. All road segments in the City receive at least one unit by 8 minutes of travel. Map #6a-b -/1-.tultiple Engbxe Coverage The next few maps will "take apart" the full first alarm Map #5 and show the coverages of the different types of units. In Map #6a, the coverage for the three needed engines is displayed at 8 minutes travel. As can be seen, it is hard from City-only stations to deliver three engines to areas of the City. This is partially true because Station #5 does not have an engine, only the ladder truck. However, as can be seen in Map #6b, the 3-engine coverage is 99 percent citywide by the 8th minute with the addition of the neighboring automatic aid stations. Map #7 -Ladder Truck Corerage Measured on this map is the ladder truck coverage from Carlsbad Station #5 and Encinitas. There is not an Oceanside ladder truck located within 8-minutes travel time of Carlsbad. As can be seen, the northwest section of the City and the far southwest comer are not within 8 minutes of a ladder truck. The southwest area beyond 8 minutes is too small and not enough of a commercial area to warrant an additional ladder truck location. The northwest area contains significant commercial properties, including the Carlsbad Regional Mall. Carlsbad is just too large to cover with one ladder truck in 8 minutes for an urban level of first alarm service. To cover the northwest area will take another ladder truck at Carlsbad Station #1 or a co-located ladder truck with Oceanside. Map #8 -Battalion Chief Corerage Measured here is the Battalion Chief coverage for the first alarm at 8 minutes travel from Carlsbad Station #5. This coverage map also shows the limits of the Carlsbad ladder truck from Station #5. The two ends of the City are not within 8 minutes travel of Station #5. However, they are within 9 and IO-minutes; so for the Battalion Chief coverage, this is acceptable, given the low call volume demand on the Battalion Chief unit. 11-:fop #9 -All Im.:idem Locations This is an overlay of the exact location for all Fire Department incident types for three years from January 2006 through December 2008. It is apparent that there is a need for fire department services in all of the station areas of the City. It also should be noted that call for service volumes are higher where the population densities and human activity are the highest. This is normal, as people drive calls for service more than do open space areas. ..n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 35 am!!I! l!IS'X.'llltl. n< --------------------------------------jl-flt.HlhO'~t<,.\MH~ It needs to be noted on all the following call for service maps, none of the freeway calls are plotted as they do not have street addresses and cannot easily be located on the freeway by the mapping software program. lifap # 1 {J -E]US lucid em Locatious This map further breaks out only the emergency medical and rescue call locations. Again, with the majority of the calls for service being emergency medical, almost all streets need Fire Department services. Jfap #11-All Fire Type Locations This map identifies the location of all fires in the City. All fires include any type of fire call from auto to dumpster to building. There are obviously fewer fires than medical or rescue calls. Even given this, while it is evident that all first-due station areas experience fires with Station #1 and #3 's area, with the greatest population density, having the most fires. Map #12-Strm:ture Fire Locations This map is similar to the previous map, but only displays structure.fires for three years. While the structure fire count is a smaller subset of the total fire count, there are two meaningful findings to this map. There are still structure fires in every first-due fire company area. The location of many of the building fires parallels the higher risk and older building type commercial areas in the more built-up areas of the City. Fires in the more complicated building types must be controlled quickly or the losses will be very large. JI ap #J 3 -All foddent Location Hot Spots This map set examines, by mathematical density, where clusters of incident activity occurred. In this set, all incidents are plotted by high-density workload. For each density measure, the darker the color, the greater the quantity of incidents in a small area. This type of map makes the location of frequent workload more meaningful than just mapping the dots of all locations as done in Map #9. Why is this perspective important? Overlap of units and ensuring the delivery of a good concentration for the effective response force. When we compare this type of map with the concentration map, we want the best concentration of unit coverage (first alarm) to be where the greatest density of calls for service occurs. For the City, this mostly occurs in Station #1 's area, which also receives timely back-up support from both Stations #2 and Oceanside #2 and #3 at the upper edge of the map on College Avenue. lvfap #14-EJfSlncident Location Densities This • map set is similar to Map # 11, but only the medical and rescue hot spots of activity are plotted. The clusters of activity look very similar to the all-incident set in Map #13 because medical calls are such a large part of the total. 1lfap #15 -All Fire Location Densities This map sets shows the hot spot activity for all fires. Again, the call-for-service density is highest in the northwest quadrant of the City. ~~a~~-Section 2-Standards of Response Cover (Station/Staffing) Analysis page 36 H~:11,itu"atr1~h~M• ____________________ llliil_lllli _____________ _ 1Uap #.16 -Structure Fire Densities This map only shows the structure fire workload by density. Here, the activity clusters are spread across more areas of the City, due to the actual lower quantity of structure fires. Given the older building stock and population densities, there are the most building fires in the northwest quadrant. . 2.5.1 Possible Re-Deployment Scenarios As these baseline coverage maps were understood, Citygate worked with the City staff to identify and test the impacts of possible re-deployment scenarios. The next series of maps will explain the best-fit choices identified. Map #1 'ia-b-Effecf .-~f Re-locating Fire Station #3 (4-J.finute Travel) Given the age, small lot and overall inadequacy of Station #3 to meet current Building Code standards for fire stations as well as the under served areas at 4-minutes fire engine travel time south of the station, the study modeled a possible re-location. City staffed identified a possible station site on Cannon Road, just east of El Camino Real. This site has both advantages and disadvantages. It does increase the overall 4-minute travel time coverage by completing the coverage with Carlsbad Station #1, #5 and Oceanside #4. The move does open up a small gap just east of the current Station #3 that would be covered in less than 5 minutes of travel. The re-location also reduces the overlap of coverage into Station #1 's area, where there is a significant number of simultaneous calls for service. However, this is offset by Oceanside Station #2 overlapping into the Village area south of Highway 78. Overall, the benefits of this relocation outweigh the disadvantages. The current Station #3 location covers, within 4-minutes travel time, 24.48 road miles not covered by any other station within 4-minutes travel. From the proposed site, a new Station #3 will cover 35.02 miles within 4-minutes not covered by another other station. This is an increase of 10.5 miles of coverage or a 43 percent increase, which is significant. Additionally the City gains a more usable fire station meeting all of the California Essential Facility Act building code requirements for critical buildings to survive events like earthquakes. Map #1 ic -Effect rif Re-locatbtg Fire Station #3 (5-J1inute Travel) The small area east of current Station #3 that would see its coverage increased to past 4-minutes of travel, would be covered in the 4th to 5th minute of travel as seen in Map #17c. In 2008, this area only generated 99 calls for service, or a rate of 1.5 per week, which is not an inordinate amount to receive service anywhere from 4:01 min/sec to 4:49 min/sec of fire unit travel. ,Map #18a-b -l~flect ofAdding 5:tarions to the Southeast Quadrant Given the challenging topography of the southeast City area, this study modeled what it would take at 4-minutes travel time, to increase coverage on either side of Alga Road and south of La Costa A venue, east of El Camino Real. Shown on Map # 18a is the coverage from two stations tested at: ♦ Site "AP" -El Fuerte Street and Poinsettia Lane ♦ Site "BP" -Calle Barcelona and Paseo Avellano ··n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 37 om1II[ ~l!'i tK -----------------------------------t1J!.tH1fH'.{l!1\~h«:H As Map #18a demonstrates, to increase coverage closer to 4-minutes in these areas would take two more stations, and south of Alga Road, still not provide complete coverage at the 4th minute of travel. The remaining area south of "AP" could be covered in the 5th minute of travel. At some point, a city also has to look at the cost of providing highly desirable response times to areas with lower risks and low call for service volumes. In each of these two areas, which are of residential density zoning, the street segments not covered within 4-minutes travel had in 2008 this volume of calls: ♦ Site "AP" -222 ♦ Site "BP" -249 Each of these areas thus account for less than one call per day, which is answered in the 4th to 5th minute of travel. By contrast, new Station #6 handles a total of 724 calls per year, as the lowest call volume station in the City. Given these modest call for service volumes that can be covered in slightly more than 4-minutes travel time, Citygate would not find it cost effective to add one or two more fire stations to the southeast quadrant area of the City. Map #18b shows the effect of adding these two stations plus the relocation of Station #3. 2.6 MAPPING MEASURES EVALUATION Based on the above mapping evaluation, Citygate offers the following findings: Finding #2: Finding #3: Finding #4: Finding #5: The City is substantially developed enough in terms of population density and building development to desire an urban level of first- due fire unit coverage, which is 4 minutes of travel time for the best possible outcomes. The City is very difficult to cover efficiently with a cost-effective quantity number of fire stations due to the non-grid street network and very difficult coastal topography with canyons running east west down to the oceans and lagoons. Given the difficult to serve terrain and the coverage from the 4th through 5th minute of travel, the current quantity of six fire stations is a most cost effective model. To increase coverage at the 4th minute of travel would require two more fire stations -a 7th fire station near El Fuerte Street and Poinsettia Lane and an 8th fire station at Calle Barcelona and Paseo Avellano. Given the modest number of critical calls for service in these lighter density residential neighborhoods and the ability to reach them in 4 to 5 minutes of travel time, Citygate does not find that adding either station would be cost effective . .. n .. OOllffl! IISS?Jm. oc Section 2-Standards of Response Cover (Station/Staffing) Analysis page 38 ,~,: t {~(UO\fl"i~h¾H Finding #6: Citygate finds that the re-location of Fire Station #3 would improve service to more road miles by 43 percent by reducing unnecessary overlapping coverage with Station #1. The small area east of current Station #3 can be covered in the 4th to 5th minute of travel time from the new site. The current Station #3 parcel is too small to re-build an adequate fire station meeting current Building Code and fire service needs. After the historical response statistics are analyzed in the next section of this report, then an integrated set of deployment recommendations will be made. 2. 7 CURRENT WORKLOAD STA TlSTJCS SUMMARY In this section of the Standards of Response Cover process, prior response statistics are used to determine what percent of compliance the existing system delivers. In other words, if the geographic map measures say the system will respond with a given travel time, does it actually deliver up to expectations? A detailed analysis of in-depth statistics is provided in Volume 3 of this report. What follows is a summary of those comprehensive measures and findings. The sections of this report that concentrated on mapping the distribution and concentration of fire stations used geographic mapping tools to estimate travel time over the street network. Thus, the maps show what should occur from the station placements. However, in the real world, traffic, weather, and units being out of quarters on other business such as training or fire prevention duties affect response times. Further, if a station area has simultaneous calls for service, referred to as "call-stacking," the cover engine must travel much farther. Thus, a complete Standards of Response Coverage study looks at the actual response time performance of the system from incident records. Only when combined with map measures can the system fully be understood and configured. As a review of actual performance occurs, there are two perspectives to keep in mind. First, the recommendations of NFPA 1710 only require that a department-wide performance measure of 90 percent of the historical incidents (not geography) be maintained. This allows the possibility that a few stations with great response time performance can "mask" the performance of stations with poorer travel times. In the Accreditation philosophy for the Standards of Response Coverage approach, it is recommended that the performance of each station area also be determined to ensure equity of coverage. However, even this approach is not perfect -a station area may well have less than 90 percent performance, but serves lower-risk open space areas with limited buildings thereby not having an economic justification for better performance. In addition, the study must discuss just what is measured within the under-performing statistic. For example, a station area with a first- due performance of 88 percent with only 50 calls in the 88th to 90th percentile is far different from an area with 500 calls for service in that 88th to 90th percentile. All measures, then, must be understood in the complete context of geography, risk, and actual numbers of calls for service that exceed the community's performance measure. The Department's response time performance must be compared to outcomes such as fire loss or .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 39 OOlllll! l!!SVOffl!i ttc ------------------------------------hl!tfll=lfliO.~\\\l'WH'. medical cases and be contrasted to the community's outcome expectations. A community could be well deployed and have poor outcomes, or the reverse. A balanced system will avoid such extremes and strive for equity of service within each category of risk. Fire departments are required to report response statistics in a format published by the U.S. Fire Administration called the National Fire Incident Reporting System (NFIRS). The private s~ctor develops software to do this reporting according to state and federal specifications. Data sets for this section of the study were extracted from the North County Regional Fire Communications center that provides dispatching and NFIRS records services to the Carlsbad Fire Department. Total response time in this study is measured from the time of receiving the call at the Fire Communications center to the unit being on-scene. This time does not include the time it takes to receive a 911 call at the City's Police Dispatch Center and transfer the call to the regional fire communications center. While the computer systems are not linked to track this data, the call answer and transfer process typically takes less than 30-seconds. For suburban and urban population density areas, NFPA 1710 recommends a 4-minute fire unit travel time, which when a more realistic 2 minutes is added for turnout time and 1 minute for dispatch processing aggregates to a 7-minute total reflex (customer) measure. For multiple-unit calls, the outer NFP A 1710 recommended measurement is 8 travel minutes, plus two for turnout and 1 minute for dispatch, which is an 11-minute total reflex measure. These measures are also consistent with good outcomes for urban/suburban risks as identified in the Standards of Response Cover Process. Data sets were "cleaned" to eliminate records without enough time stamps or records with impossible times, such as a 23-hour response. The data sets were modeled in the NFIRS 5 Alive fire service analysis tool for fire service deployment statistics. For this statistics review, we are modeling the Department's prior performance and comparing the data results to the "ideal" per NFPA 1710 for fire service deployment, since the existing City measures are not specific enough. The current City-adopted measure does not begin with the time of fire dispatch receiving the call, or include what outcome is desired, all of which are considered a best practice by the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation). Later, this study will integrate all the SOC study elements to propose refined deployment measures that best meet the risk and expectations found in the City. This study received and processed 27,608 incident and 53,693 individual apparatus response records for the time period 1/1/2006 -3/24/2009. 2.7.1 Incident Types Below is a list of Carlsbad "Nature of Call" counts for 2008. These counts are based on first apparatus arrivals so they represent incidents as opposed to apparatus responses. Only call categories of 10 or more were included. ~n~ Section 2-Standards of Response Cover (Station/Staffing) Analysis page 40 l<tf t l!tcftth.[Yi:Hr~!..Hc NFIRS Code Type -Nature of Call 321 EMS call, excluding vehicle accident with injury 611 Dispatched & cancelled en route 322 Vehicle accident with injuries 622 No incident found on arrival at dispatch address 324 Motor vehicle accident with no injuries 554 Assist invalid 651 Smoke scare, odor of smoke 7 45 Alarm system sounded, no fire -unintentional 735 Alarm system sounded due to malfunction 541 Animal problem 7 43 Smoke detector activation, no fire -unintentional 733 Smoke detector activation due to malfunction 323 Motor vehicle/pedestrian accident (MV Ped) 522 Water or steam leak 111 Building fire Count 5,687 1,426 376 256 221 174 116 109 104 74 70 65 59 50 49 This chart shows the top types of property receiving services from the Carlsbad Fire Department during the 3-vear data set. Property types with fewer than 20 responses were eliminated from the list. NFIRS Code Type-Property Description 419 1 or 2 family dwelling 429 Multifamily dwellings 963 Street or road in commercial area 311 24-hour care Nursing homes, 4 or more persons 965 Vehicle parking area 400 Residential, other 962 Residential street, road or residential driveway UUU Undetermined NNN None 960 Street, other 500 Mercantile, business, other 961 Highway or divided highway 900 Outside or special property, other 459 Residential board and care 519 Food and beverage sales, grocery store 599 Business office 340 Clinics, Doctors offices, hemodialysis centers 215 High school/junior high school/middle school 931 Open land or field 449 Hotel/motel, commercial 213 Elementary school, including kindergarten 439 Boarding/rooming house, residential hotels Count 26,613 10,056 2,371 2,314 2,137 1,981 1,924 1,872 1,466 1,418 1,107 901 779 696 674 593 566 431 415 368 365 339 .. n·· Section 2-Standards of Response Cover (Station/Staffing) Analysis page 41 Olm lllli'Jffl!i nc ------------------------------------HUt!is-lU0.0:1,HtW<; The 3-year trend indicates a strong increase in the number of incidents. The number of incidents has risen from 7,290 to 9,649. That is an average increase of 800 incidents a year over 3-years. Number of Incidents by Year 10000 r-------------,--------------,--------------,_ 9500 t--------------+--------------t- 9000 t--------------+--------------+- 8500 t--------------+-- 8000 t--------------+-- 7500 -------------+-- 7000 6500 6000 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 2()06 2007 2008 Here is the breakdown by incident type. Notice while fires declined in 2008 EMS and "Other" incident types have raised steadily. 6500 6000 5500 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 2006 Number of Incidents by Year by Incident Type 2007 2()08 Ill Fires lllil EMS D Other ~!1"41lt~~o}tL~~ 111111 5 111111 e 111111 c 111111 ti 111111 o 111111 n 111111 2- 11111 5 111111 t 1111 ailllln 11111 d 11111 ar 1111 d 1111 s-oflllll!lllll!R 11111 e 111111 siillp 11111 ollilln 111111 s 111111 e 111111 C 111111 o 111111 v 111111 e 111111 rllllli(i1111Sllillta 111111 t 11111 io 111111 n 111111 / 1111 5 111111 t 11111 afflllll!lllll!inllliigiilil) 111111 A 111111 n 11111 a 11111 1lliily 11111 s 11111 islllll!lllll!lllll!lllll!lllllllllllllllllllllllllll!lllll!llllllllllllllllllllllllllllllllllllll!lllll!lliilp 11111 alig 11111 e 1111 4 1111111 2 This graph compares incident activity by hour of day by year. Notice peak activity hours are from 10:00 -18:00. The increase in incident activity seems to be after 7:00am with the greatest number of incidents being added during peak activity hours. Number of Incidents by Hour of Day by Year II 2000 600 1---t---l--+---ll---+----+--t--+--t--+-+,=111'-'+ .• 111c-..... r ... -111-. i---+-,_11 .... -+ .. -111-.-+ .... -.-•. -+---+--+--+-+--+---I ~ !~~: 550 l----+---1--+---lf----t---+-+--+-+--+---+---+--ffil-f---+-···--··-+· --+---+---'+---+-+--+--+---+---I~-~ 500 1----+---1--+---lc---t---+-+--+-+'flllil-··+-· -■-+--□-+--f--8-+-!'!l-· -+-Ell-• --+-!!l--+-+·•.'---.+---+-+---+--f----1 _ ] "' m_ ~ .......... .□ .. ~ .,, 111··· ···111, 450 0 _ W""f--'="-+----l-£J·•+"l./--l--+-""--l-~+-<,,,--+-f----+----I~ .!!I / ·,n,,. ,..a, w .. ••. 400 l----+---l--+---lf----t---+-+--+--+--+--+---+--t--=-+----1--+",□=-,--+---+-+--t--+---+---I 350 t-----+---1---+---11----+----+--+-------,...--t"-·D---+--+----+--1-----+----+--+----+--+--"D~,""'"'· ~ ......... rn ........ _• m.· ·_•...... _,_____, 111 .. P ·a_,, ·w. 300 t-----+---l---+---ll----+----+--1>-+--+----+--+--+--t-----+----+--+----+--+----+--+--r .......... -+---....... ___, ~ ~~~1 ~Ol----+---l--+---lf----t---+--,,.---+-+--+--+---+--f---+----1--+-----+-+---+-+--+--+---+---I ffl•.... ~/ 200 '7....·--··"' ·-1 1· iJ .• --o""'--·111,. .--•.·· !'1r+. .-,[]+---+----+--+---+-----+-+---+-----+-+---+-----+-+----+----+-+----+----+----, 100 t-----+---1----t-<U-,l----+----+--+------+--+--+--+----+--t-----+----+--+----+--+----+--+----+--+-----+----t 150 LJ 5-0 l----+---l--+---lf----t---+-+--+-+--t--+---t--l---+----1---t---+-+---+-+--+--+----+----I 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 1? 18 19 20 21 22 23 Hour of Day The graph below illustrates the number of incidents by month in the last three calendar years. Number of Incidents by Month by Year 900 ~-~--~--~------,...--~--~--~ ..... -...... _1--,~------,...------,...------,...--~ 850 1------1----1-------,-,111-,==±,--=--+-..--t----+--------.=--"'-+----+---+---+---+------I 800 l---:-----t-,..,_---1·· _ ... -_·_ -----·-_llll_---_·-·+·------1111---___ . _________ -t-... _ ... --=---=-··_l--_--+----,----+-....----+-----+-__J;[__ 750 IIII········· ·············a [!I Im ' Ill··· Ill!.. Im 111 700 1---~---1----1-•=8~ --11--------<•--llll--+---~Ell--+-----+-----1----Ell--+-----+---""··~/-+. -----1 650 f----llll--+----+---.---=llll'----+---+----,.....-c::::...-O-e:,__::·--=t==-1:k----+----+-----+----•-----t-=----l 600 1-----~11• --+--=n-=--·=··*···=· =r-"<==-+---,:::j,,-·=··n~·~---+---+-----_-__,·r---_ .. ~, "'-""-~-.-+. ___ --_ _,,,.....,.·· ~ . .r_, ..... ----+e----,□----1 □-~-~---····· --a--~. ~ 550 l-----l----l----+---+----+-----+----+----+-----+-__;u-+---+------1 5001-----1----l----+---+----+-----+----+----+-----+---+---+------I 4501-----1----l----+---+-----+-----+----+----+-----+---+---+------I 400 1------t-----t----+---+----+----+----+-----+---+---+---+------I 350 1-------+-----+-----+---+----+-----+-----+----+----+------+-----+-----t 300 1-----1-----1-------+-----+-----+---+----+----+-----+----+----+-----< 250 1------11-----1-------+-----+-----+---+-----+----+-----+------+----+-------< 200 l-----lf----1-----1----+---+---+-----+----+-----+------+-----+-----l 150 l-----lf----1-----1----+---+---+-----+----+-----+------+-----+-----l 100 l-----lf----1------1----+---+---+-----+----+-----+-------+---+-----l 50 l-----lf----1------1----+---+---+-----+----+-----+------+-----+-----l 0 '--------''-----'------"-----'----'----'----'-----'----'------'------'-------' 01 02 03 04 05 06 07 OB 09 10 11 12 Month 11 2000 Ill 2001 □ 2006 Section 2-Standards of Response Cover (Station/Staffing) Analysis page 43 Cl!ltllilt r.1.,1'C!r!li uc lllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllillllllllllllllllllllllllllllllllllllllllllll-lllllllllllllllllllllllllllllllllllllllllllallllllllliiililrrl11111i111111111i111111illlalllllllllllllilllllllllllllilllillllllllllllllllllllllllllll----jif; i H:ihfl;'1',\P;'!'.':[< 2. 7 .2 Demand by Station Area Here is an incident count by station by year. Notice the steady increase in activity in station areas 1 and 2. 2100 2000 1900 1800 1700 1600 150Q 1400 1300 .2l 1200 C 1100 Q) " 1000 "cl .!: 900 800 700 600 500 400 300 200 100 0 Number of Incidents by Station by Year C81 CB2 CB3 CB4 station C85 CB6 111111 2008 Ell 2007 0 2006 The chart below provides a breakdown of response statistics by station area. These statistics are for all incidents in Carlsbad station areas during 2008. Stations are listed in order of overall incident activity: CB1 2,065 1.99% 72.40% 25.62% 5.64 4.13 CB4 1,449 1.59% 74.74% 23.67% 3.96 5.13 CB3 1,310 1.37% 70.69% 27.94% 3.58 4.77 CB2 1,310 1.60% 73.97% 24.43% 3.58 4.93 CBS 891 1.01% 61.50% 37.49% 2.43 5.67 CB6 724 1.38% 66.16% 32.46% 1.98 5.52 2.7.3 Carlsbad Response Times While many fire departments track average response time, it is not highly regarded as a performance measurement. One of the most commonly used criteria to measure response effectiveness is fractile analysis of response time. A fractile analysis splits responses into time segments and provides a count and percentage for each progressive time segment. ~1ffi,~t~it;in1~,,,~~ 111111 8 111111 8 111111ct111111i 0 111111"111111111111 2 111111111111 8 11111t111111a111111 nd 11111a111111r1111111dnslllllo111111f11111R11111e1111111sliiillp111111o111111n111111se111111111111C11111oov1111111er11111(1iaiS11111ta111111t111111io111111n11111/11111S11111ta11111ff111111in111111gii)11111A111111n11111a11111l11111ys111111i11111s1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111ip111111allliig11111e1111141111111114 Here is a fractile response time breakdown for Carlsbad fire station responses for 2008. For fire and EMS incidents, the following fractile results for total response time: Dispatch to Arrival<= 00:05:00 56.4% Dispatch to Arrival<= 00:06:00 75.3% Dispatch to Arrival<= 00:07:00 87.8% -Recommended Citygate goal Dispatch to Arrival<= 00:07:15 89.7%-Actual 90% Compliance Point Dispatch to Arrival<= 00:07:30 91.5% Dispatch to Arrival<= 00:07:45 93.2% Dispatch to Arrival<= 00:08:00 94.4%-Current probable* City goal *The current City goal is 5-minutes of travel time. If 1 minut<l was added for dispatch time and 2 minutes for crew notification/turnout, then 3+5 minutes= 8 minutes total response time. Once on-scene, the crew must indentify the emergency, in a medical call gain access to the patient and then begin emergency intervention procedures. In the best of situations, this takes 2- 3 more minutes after arrival. Therefore, for better outcomes in urban/suburban areas, Citygate typically recommends to our clients that they plan for a 90 percent arrival by the 7th minute of total response, to allow for some set-up time prior to actual intervention. Structure Fires Alone The following fractile breaks down responses to structure fires that occurred during 2008. There are 23 Incident records being analyzed: Dispatch to Arrival <= 00:05 :00 39 .1 % Dispatch to Arrival <= 00:06:00 52.2% Dispatch to Arrival<= 00:07:00 69.6% -Recommended Citygate goal Dispatch to Arrival<= 00:08:00 87.0% Dispatch to Arrival<= 00:08:15 87.0%-Currentprobable City goal Dispatch to Arrival<= 00:08:30 91.3% -Actual 90% Compliance Point .. n·· Section 2-Standards of Response Cover (Station/Staffing) Analysis page 45 OOOlll! l!ISroffl. nc -----------------------------------rnt-tf!tl~H¥(~\i.h~H The graph below illustrates the number of incidents by response time minute. This graph indicates most arrivals occur between 4 and 7 minutes with a small number of longer responses to more remote incident locations. Fractile for Incidents Dispatch to Arrival -5,412 Responses 1400 1300 1200 1100 1000 $ 900 c:: ., -0 800 ·o E 0 700 :;; 600 .D E :, 500 z 400 300 200 100 0 0 2 3 5 6 7 s Sf 10 11 12 n 14 15 16 11 1s 19 20 Minute 2.7.4 Response Time Component Measurements The next step is to evaluate all response time components by breaking down "Total Reflex Time" into its three component parts of: ♦ Call-handling time -time of call until time of dispatch. Only dispatch records showing a call-handling time greater than O seconds and less than 3 minutes were used in this analysis. ♦ Turnout time -time of dispatch until time unit is responding. Only dispatch records showing a turnout time greater than O seconds and less than 4 minutes were used in this analysis. ♦ Travel time -time unit is responding until time the unit arrives on the scene. Only dispatch records showing a travel time greater than O seconds and less than 10 minutes were used in this analysis. Call-handling time -the national recommendations are that 90 percent of the calls should be processed to dispatch within 1 minute, 90 percent of the time. Call Processing<= 01:00 84.3%-Desired NFPA Goal Point Call Processing<= 1:15 91.5%-Actual Performance Company turnout time -the time from company notification to donning protective clothing to getting underway. Turnout<= 01 :00 41.2% -Desired Goal Point in NFPA 1710 Turnout<= 02:00 87.3%-Citygate Recommended 90% Goal Point Turnout<= 02:15 92.2%-Actual Performance 01mJ!ltfllW<lOl!:UK Section 2-Standards of Response Cover (Station/Staffing) Analysis page 46 J',k !/~,rggc~ SH~<;1~ .-llllllllllllllllllllllllllllll!lllllllll!lllllllflllllllllllllllllllllllallllfllllllllllllllllllllllllllllilllllllllllllllllllllllllllllllllllfllllllllllllllllillllllalllllallllflllllllll!llllllllllllllllll-llllfllllllllllllllllllllllllllllllllillllllllllllJllllllllllillllllllllllJIIIIIIIIIIIJlllllllllllllllllllllllllllllllllllllallllll!llllllllBIIII- Older national recommendations were for turnout time to take 1 minute. Over the last five years of increasing protective clothing regulations by OSHA and the NFP A, complete data studies have shown this to be a near impossible goal to accomplish safely. Citygate finds a more realistic goal is to complete the company notification and turnout process in 2 minutes or less, 90 percent of the time. Attention to this critical time element can help reduce the time. Travel time -here are the citywide travel time measures for the three years of data to fire and EMS incidents: Travel<= 04:00 61.0%-Desired Goal Point in NFPA 1710 Travel<= 00:05:00 79.3% -Current Carlsbad Goal Travel<= 06:15 90.9%-Actual Performance This travel time correlates to the map measures at 4 minutes of travel. The City is a little too large, with a non-grid street network in some areas, to cover in 4 minutes travel from six fire stations. Non-grid street networks, sometimes referred to as dendrite type networks, actually slow emergency response. 2.7.5 Simultaneous Call Measurements Obviously, incidents that occur at the same time tax fire department resources more than those occurring when there is no other fire department response activity. Examining incident data for 2008 shows 40.15 percent of incidents occurred when Carlsbad was already engaged in other response activity. Here is the breakdown by number of incidents: At least 2 incidents occurring at the same time At least 3 incidents occurring at the same time At least 4 incidents occurring at the same time At least 5 incidents occurring at the same time 40.15% 25.73% 2.47% .68% ··n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 47 Olm l!lSV(lf,!!i tK ----------llllllll----~----llliil-----------------Jlll"tH;1UUP~itt«U Another way to measure simultaneous responses is when simultaneous incidents occur within the same station area. Carlsbad experienced simultaneous incidents within a single station area 715 times in 2008 (7.41 percent). 240 220 2.00 180 160 $ 140 C: a, 120 "Cl ·13 -'= WO 80 60 40 20 0 C81 C82 Number of Incidents by Station C83 C84 Station C85 C86 OUT Notice simultaneous activity is most likely to occur when it involves multiple responses to an outside station area. Station #1 is the most likely "in-jurisdiction" station area to experience overlapping incidents. The "out" column is for simultaneous incidents that occur due to a response to a neighboring agency. This amount of simultaneous incident activity is not a significant issue given the close-by mutual aid stations that the City can draw upon. 2.7.6 Interdepartmental Aid -Automatic and Mutual Interdepartmental aid quantifies the number of incidents in which the fire department received tactical assistance for other fire departments or provided assistance to other fire departments. Carlsbad is an active participant in interdepartmental aid. During 2008, aid types breakdown as follows: Total Incidents: 9,649 Incidents Involving Aid: 3,655 37.88% Aid Incidents for Fires: 129 3.53% Aid Incidents for EMS: 2,164 59.21% Aid Incidents for Others: 1,362 37.26% Incidents Involving Automatic Aid Received: 1,435 39.26% Incidents Involving Automatic Aid Given: 2,103 57.54% GrKifflt Bll'?'Jflltl. tK Section 2-Standards of Response Cover (Station/Staffing) Analysis page 48 J·,~: ~ l!:::f+tu.1~ '>HY'•J> This is a graphical representation of Carlsbad interdepartmental aid-by-aid type and incident type. Notice the high number of non-fire/EMS incidents for which auto aid is given: 1100 1()0() 900 800 70() .2l 600 c:: "' "O ·o 500 E 400 300 200 100 Q 1. Received Aid Activity by Incident Type for Carlsbad Fire Dept. 2. Received-Auto 3. Given lncidentType 4. Given-Auto 5. Other 111111 Fires fi§l EMS D Other The high number of "Other" automatic aid responses could be dispatches to fire and EMS incidents where Carlsbad's response was cancelled. Because the CBD unit failed to arrive on the scene, its response would be coded as "611 Dispatched and Cancelled Enroute." The incident type prompting the dispatch would not be recorded if the responding apparatus were diverted before reaching the scene. The volume of EMS automatic aid should not be worrisome. It is primarily due to the coordinated ambulance responses by Carlsbad, Oceanside and Vista. While in 2008 Carlsbad "gave" slightly more than it "received," in Citygate's experience EMS call locations can vary from year to year and a five to ten year trend will likely show a more neutral balance between the three partners. 2.7.7 First Alarm Fractile Compliance This report section focuses on concentration for the first alarm arrival units. Carlsbad does not have an adopted performance measure for multiple units to serious fires or other emergencies. Most Standards of Response Cover studies along with NFPA 1710 recommend that for urban/suburban areas that all of the necessary fire units for an effective response force (first alarm) arrive on-scene within 8-minutes travel time, and when 3-minutes are added for dispatch and turnout time, this equals 11-minutes, 90 percent of the time. In 2006, 2007 and 2008, neighboring agency engine and ladder companies participated in 15,446 fire and EMS operations within Carlsbad's jurisdiction. Of these operations, only 415 (2.69 percent) involved multiple Carlsbad engine and ladder companies arriving on the scene. From this sample size, however, we can determine, averaged citywide, the fractile performance of the first alarm units for Carlsbad for at least 4 fire stations: Section 2-Standards of Response Cover (Station/Staffing) Analysis page 49 Clf1Gf,!t ,w,or,i:s. uc lmllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllliillmlllllmlllllmllllllllllllllllllllllllliilllllllllllllllllalmllll-llllllllllllliiiilillllllllllllllllllllllliiillmllllllllllllllllllllallllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll--llllllllll <,n tii:cH~'*'~'>ih=·''i: 3rd 65 0:11:00 4th 22 0:12:45 We can see from this table, even with the difficult to serve road network in Carlsbad, three fire stations reached critical emergencies by the 11 th minute, 90 percent of the time, and in only a 1 :45 more, four fire stations arrived. Given Carlsbad's road network, this is good performance. To lower this measure would require more fire stations, which would not be cost effective for a total of 22 more calls in a three year period. The graph below illustrates the breakdown for travel times by arrival for all station areas, Carlsbad plus aid engines and ladders. This graph illustrates arrivals for the 2nd, 3rd and 4th Carlsbad plus aid engine and ladder companies. Subsequent companies are not plotted. 65 60 55 50 45 .!!l C: 40 Q) "C ·o 35 E 0 iii 30 .c E ::, 25 z 20 15 10 5 0 Fractile for Apparatus Travel -415 Responses by Arrival II 2nd f---+----+--+----+--+------,11111 .e-____ - 11 -+-----,>---+----+---+----+--+-----f---+-----,>----+----+--+-------+----< iJ 3rd f---+-----,--+-----,--+--f---+-----,f---+-----,--+----+--+--f---+----,f---+----+--+----+---1 0 4th Ill II_ "' .... --L .. PL. ~ 0 2 i El, __ --17· I "' II \_ -. -------7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute In this graph, we can see that most serious incidents receive 4 units by the 12th minute. 2.7.8 Response Time Statistics Discussion Given the above summary of Citygate's response statistics analysis, the detailed data in the comprehensive statistics analysis, and the findings based on the geographic mapping section, we offer the following findings: Finding #7: With a citywide fire/EMS incident first-due unit performance of 07: 15 (minutes/seconds) at 89.7 percent, the overall current station and automatic aid system is delivering close to a Citygate recommended best practice goal point of 7 minutes, 90 percent of the time for the first-due unit. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 50 $•ffiff!t)l\f1!~11t~c 11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111•111111111111M1111M1111M1111111111i1!11111111111111111111111111111111111111111111111111111111•11111111111•11111111111111111111111111111111111111111111111111111111M1111111111111111111111111111111111111111iM1111111111- Finding #8: Both the current dispatch and crew turnout times are over a Citygate recommended goal point by 15 seconds each. Focus and training on these steps can easily reduce these to 1 minute for dispatch and 2 minutes maximum for turnout time at the 90 percent point for fire/EMS calls averaged citywide. Doing so would save a combined 30 seconds and bring the citywide 90 percent performance measure to 6:45 without adding resources. Finding #9: With a citywide fire/EMS incident travel time performance of 06:15 @ 90.9 percent, the current deployment system cannot meet a best practice recommendation of 4 minutes travel, 90 percent of the time citywide. However, this is due to a very hard to serve non-grid street system and hilly topography. Many calls are answered in fewer minutes, which is why the total time measure from 911 approaches City gate's recommendation. Four of the six station areas are too large, without enough overlap from other stations, for a six-station system to meet a 4-minute travel time measure given Carlsbad's topography. However, each population cluster does have a primary fire station and many of the calls for service with travel times from four to six minutes are in- between population clusters in open space, surface street and freeway areas. Carlsbad is unique in that large open space areas separate major neighborhoods. Given the few miles of inhabited streets outside a 4-minute travel time ideal goal, it would not be cost effective to add stations to meet a 4-minute travel time measure. Finding #10: The simultaneous emergency call for service rate of 40 percent for two incidents at once is not a significant issue in the near term, given the mutual aid support from the automatic aid system. Finding #11: For multiple-unit coverage to serious incidents (first alarm), the current Carlsbad system, in conjunction with its automatic aid partner agencies, delivers acceptable performance by delivering four stations by 12:15 min/sec 90 percent of the time. While this is past a usual Citygate recommended goal point of 11 minutes at 90 percent, given the relatively new age of much of Carlsbad's buildings, the gentle climate and the resident's socio- economic ability to maintain those buildings in a safe condition, the frequency of building fires is low, and will stay low for years to come. To add fire stations to lower this measure for a very small number of building fires past the 11th minute of total response time would not be cost-effective. ..n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 51 d!lQffll lllliClmtS. nc ------------------------------------lllllill-l1fltltt:UOJl'\.itt~/{ Finding #12: The City benefits from the mutual aid regional response system. While this system cannot replace existing City stations or units, the City should continue to participate in this valuable support system for simultaneous calls for service and multiple-unit serious emergencies. 2. 7 .9 Integrated Fire Station Deployment Recommendations The City of Carlsbad has good fire crew coverage, partially because of its automatic aid relationship with its neighboring fire departments. While no one city ( even a metropolitan one) can stand by itself and handle everything and any possibility without help, a desirable goal is to field enough of a response force to handle a community's day-to-day responses for primary single-unit response needs equitably to all neighborhoods, as well as be able to provide an effective initial response force (first alarm) to moderately serious building fires. This the current Carlsbad station system can provide. Due to recent economic conditions, the City has struggled to increase the daily firefighter staffing as the population and calls for service have significantly increased. In 1994, the City fielded 18 firefighters on six engines plus 4 firefighter/paramedics on two ambulances totaling 22 per day. The table below again displays the City's 2009 staffing plan: Units and Daily Staffing Plan ,, , --,, , , , , , " IVUnimum Per Unit Extended --" " , , "" ,_ , , , " 5 Engines@ 3 Firefighters/day 15 1 Ladder Truck @ 3 Firefighters/day 3 3 Ambulances @ 2 Firefighter/paramedics 6 1 Battalion Chief @ 1 Per day for command 1 Total 24/hr Personnel: ~ In the 14 years from 1994, the City has increased staffing by two per day on a 3rd ambulance. During this period, emergency incidents increased approximately -248 percent from 3,884 to 9,649 per year. In the same time frame, resident population increased approximately 55 percent from 65,470 to 101,398. In the last two years, in addition to adding the ambulance, the City implemented its first ever aerial ladder truck and located it in the center of the City at Fire Station #5 at the Safety Center. While this was a significant increase in equipment capability, it did not add any more staffing as Engine #5 was removed from service. Thus, the City currently operates five engines and one ladder truck. This was and remains, due to economic uncertainties, a compromise plan to be able to increase staffing to operate a th unit per day, the ladder truck. 0~~~c Section 2-Standards of Response Cover (Station/Staffing) Analysis page 52 4'::i.O ~ l~Ht~i~r t~h~{H ·-------------~----------------,, In most all circumstances, ladder trucks are separately staffed and serve multiple engine company areas. The Insurance Service Office (ISO) wants to see ladder trucks spaced every 2.5 miles, as compared to 1.5 miles for engines. Some departments, when staffing revenues and structure fire volumes are modest, operate as a compromise, a "Quint" apparatus in that it combines the three functions of a pumper (water, hose, pump) with those of a ladder truck - multiple ground ladders and an aerial ladder. Typically, when these are built, they completely provide what a pumper does and the ISO credits them accordingly. More importantly for fires in their assigned first-due district, a Quint can handle any type of fire on its own. Carlsbad purchased a "partial" Quint in that is has a very limited hose, water and pump capacity. While the unit can handle a modest car fire or trash dumpster fire, to handle anything more serious it has to wait for an engine company, which is fairly far away from the industrial park area of Station #5 since this District is not really overlapped by another engine district. Furthermore, the ISO would not credit this unit towards the City's required pumping capacity needs, nor does the City staff the 6th engine if multiple, non ladder truck fires occurred. Finding #13: Citygate finds that operating a ladder truck in lieu of a full 6th Engine Company is a compromise that should not continue very long, in a city of over 100,000 people with all of the diverse, urban risks present in Carlsbad. Citygate sees five issues in Carlsbad's fire services deployment plan that can be improved as fiscal resources allow over time as the City grows to build-out: ♦ The Lack of Dedicated 6th Engine Company -As discussed, this unit should be restored to Fire Station #5 in the City's central area. ♦ The Need to Relocate and Build an Appropriate Fire Station #3 -As discussed, this station does meet current requirements and is on a parcel too small to accommodate re-construction. ♦ Staffing a Ladder Truck with 3 Firefighters versus 4 -While having the ladder truck is commendable, it is only staffed with three firefighters. When ladder truck serious firefighting and/or special rescue operations are needed, OSHA safety regulations require firefighters to operate in team of two. Thus, in the present model, the ladder truck must be married with a 3-person engine crew, taking six firefighters, where only four might be tactically needed for the operation. ► As a second staffing increase step after restoring the 6th Engine Company, the Department could staff the ladder truck with four firefighters per day. Then the Department's heavy rescue unit can be co-located with the ladder truck. When technical rescues occur, the 4-person ladder truck crew can respond with the ladder truck and rescue unit, bringing all of the Department's specialty tools to the incident quickly. This operational model would still leave six engines. in service for other types of emergencies. ♦ Rebuild and Enlarge Station #1 -Station #1 on Elm Street in the Village area, is old and does not meet the future operational needs of the City. Station #1 's .. n .. Section 2-Standards of Response Cover (Station/Staffing) Analysis page 53 Olm l!IS'i'Offlti tK __________ ... __________ liiil _________________ MrtailU(l(l',.H'fUH -----------------------------------··•····--·-----··----------~ District has and will continue to have the most structure fires, given the age of the building stock in this area of the City. As such, it would be best to have a ladder truck assigned to this station. When a 7th crew can be funded for the ladder truck, Citygate would recommend re-building the station large enough to operate an engine, ambulance and ladder truck from this station. ♦ Ladder Truck Coverage in The Carlsbad Village Area -The City's ladder truck could be moved then to Station #1, once that station is rebuilt. However, this overlaps the ladder truck service area with Oceanside and moves the ladder truck further away from Carlsbad's industrial core in Station #S's area. Perhaps Oceanside, over time, would be interested in sharing the cost of a ladder truck that could cover both the Carlsbad Village area as well as Oceanside Station #2' s area in southwest Oceanside. Discussion Beyond these issues, Citygate does not see Carlsbad needing significantly more fire crews or more than six station sites at or past the City's build-out, unless unforeseen socio-economic changes in the decades ahead increase calls for service to the point that one or more of the six stations needs more than orie crew to handle much higher call for service volumes. Typically, cities handle these increases with their ladder trucks as secondary responders for simultaneous calls for service. If Carlsbad and Oceanside cooperated on a ladder truck in the Village area, then conceivably at build-out, Carlsbad could operate six engines, two ladder trucks and the three ambulances, which should handle foreseeable increases in calls for service. The future of local emergency health care is difficult to predict. Closure of a local emergency room or changes in health benefits among the local population will increase the use of 911 and possibly necessitate a fourth ambulance. This build-out level of deployment would mean that Carlsbad would staff a total of: Possible Units and Daily Staffing Plan at Build-Out ~~~= -~ ~ -~ ---- Minimum Per Unit Extended "'° ~ ',~-. - 6 Engines@ 3 Firefighters/day 18 2 Ladder Truck @ 4 Firefighters/day 8 3 Ambulances @ 2 Firefighter/paramedics 6 1 Battalion Chief@ 1 Per day for command 1 Total 241hr Personnel: JJ In Citygate's experience in other communities in California, a staffing plan of 32 firefighters on 8 companies and 3 ambulances from 6 stations per day, is not excessive or even on the high side for a build-out community of approximately 130,000 residents, at about 10,000 calls for service per year, plus the commercial, industrial and tourism risks to be protected. This modest level of ~~ n ~c Section 2-Standards of Response Cover (Station/Staffing) Analysis page 54 ·i"<t!tl!.'fUO:~rSHrRli ------------------------------------ staffing as the City transitions to build-out reflects the relative newness of Carlsbad, the positive climate, socio-economics, fire prevention and modem building/fire codes in use. If the funds are not available in one fiscal year to fully restore staffing for the 6th Engine Company, which would require nine (9) additional personnel, then the City should consider phasing this staffing back over three fiscal years as part of future looking strategic plan. Currently, Station #5 has five personnel assigned to it, three on the ladder truck and two on the ambulance. If per fiscal year, three personnel were added, then in the first year with six on duty at Station #5, the following flexible apparatus staffing could be used for different levels of emergency activity: ♦ Ladder Truck with 4, Ambulance with 2 ♦ Ladder Truck with 3, Engine with 3, Ambulance with 0 ♦ Engine with 4, Ambulance with 2 In the second year, with seven per day on duty: ♦ Ladder Truck with 4, Ambulance with 2, Heavy Rescue with 1 ♦ Ladder Truck with 4, Engine with 3, Ambulance with 0 ♦ Engine with 4, Ambulance with 2, Heavy Rescue with 1 In the third year, with eight per day on duty: ♦ Ladder Truck with 3, Engine with 3, Ambulance with 2 ♦ Engine with 4, Ambulance with 2, Heavy Rescue with 2 ♦ Ladder Truck with 4, Ambulance with 2, Heavy Rescue with 2 In the fourth year, with nine per day on duty: ♦ Ladder Truck with 4, Engine with 3, Ambulance with 2 ♦ Ladder Truck with 4, Engine with 3, Heavy Rescue with 2 Recommendation #1: Adopt Revised Deployment Measures: The City should adopt revised performance measures to direct fire crew planning and to monitor the operation of the Department. The measures should take into account a realistic company turnout time of 2 minutes and be designed to deliver outcomes that will save patients medically salvageable upon arrival; and to keep small, but serious fires from becoming greater alarm fires. Citygate recommends these measures be: Section 2-Standards of Response Cover (Station/Staffing) Analysis page 55 (l!'Ql[ l!IS'i<W!i tlc ----------llllilln----------lllliil----------------l<H~~J::<t~'fff(>~\h·:-;"./< 1.1 Distribution of Fire Stations: To treat medical patients and control small fires, the first-due unit should arrive within 7 minutes, 90 percent of the time from the receipt of the 911 call. This equates to 1 minute dispatch time, 2 minutes company turnout time and 4 minutes drive time in the most populated areas. 1.2 Multiple-Unit Effective Response Force for Serious Emergencies: To confine fires near the room of origin, to stop wildland fires to under 3 acres when noticed promptly and to treat up to 5 medical patients at once, a multiple-unit response of at least 14 personnel should arrive within 11 minutes from the time of 911 call receipt, 90 percent of the time. This equates to 1 minute dispatch time, 2 minutes company turnout time and 8 minutes drive time spacing for multiple units in the most populated areas. Recommendation #2: Restore the 6th Engine Company: As fiscal resources allow, the most beneficial next improvement in fire services the City could make would be to add back the 6th fire engine with a 3-person crew at Station #5. Recommendation #3: Replace and Relocate Fire Station #3: As tested in this study, the City should continue to pursue the relocation of Fire Station #3 to City property on Cannon Road, just east of El Camino Real. Recommendation #4: Ladder Truck Staffmg: After the 6th Engine Company is re-established, and as fiscal resources allow, the City should strongly consider staffing the ladder truck with 4 firefighters per day to make this unit the most effective in serious emergencies. Recommendation #5: Rebuild and Enlarge Fire Station #1: As the City approaches build-out, it should re-build Station # 1 to meet current fire service needs and make it large enough to house a ladder truck, either one re-located from Station #5, or a shared ladder truck with Oceanside. om,im ~rom lt< Section 2-Standards of Response Cover (Station/Staffing) Analysis page 56 ~~~f t >!11:Hto:,r S!hRH ·---------------------------------·•fo ..... SECTION 3-FIRE DEPARTMENT REVIEW OF HEADQUARTERS PROGRAM FUNCTIONS Section Intent: This section serves as an analysis of the Department's headquarters and support service programs. The "headquarters" system of a fire department covers a multitude of activities. For the purposes of this plan, Citygate Associates evaluated headquarters programs of the Carlsbad City Fire Department by interviewing key personnel, by examining facilities and equipment and obtaining 14 SWOT2 analysis questionnaires on every aspect of Department operations. We reviewed the daily reports of activities and fire reports, examined the readiness of fire apparatus and equipment, evaluated the standard response plan and pre-fire planning program, and appraised the training program and prevention programs. All of these are important components of a fire department operation and critical to ensuring that needed resources can respond quickly and effectively. A number of main themes emerged, some of which deserve particular consideration while others only require the regular attention they currently receive. 3. 1 OVERALL IMPRESSIONS The Carlsbad Fire Department is a well-run, smooth functioning fire department. Carlsbad is a moderately-sized suburban but growing community in the midst of similar communities in northern San Diego County. Carlsbad, along with its neighbors, enjoys the luxury of a solid automatic aid agreement dispatched through a common fire dispatch system. The Carlsbad Fire Department has an internal culture with a sense of values and principles best described as young and forward looking. There has been an almost complete turnover of officers and a large number of new firefighters that has instilled a new energy into the Department making this an ideal opportunity to assess where it is and where it is going in the future. This does not mean there are no problems; however, the community can take pride in and feel confident about its fire department. 3.1.1 Management Team Organization and Duties National Fire Protection Association (NFPA) Recommended Standard 1201 -Standard for Providing Emergency Services to the Public states in part, "the [department] shall have a leader and organizational structure that facilitates efficient and effective management of its resources to carry out its mandate as required [in its mission statement]. A fire department Carlsbad's size needs to have a management team that is the proper size, and adequately trained and supported. There are increasing regulations to be dealt with in operating fire services, and the proper hiring, training and supervision of line employees requires an equally serious commitment to leadership and general management functions. 2 SWOT Strengths, Weaknesses, Opportunities, Threats Analysis. Section 3-Fire Department Review of Headquarters Program Functions page 57 oim: mll!!S. uc ______ lllllllil ________ llllllllli _____________________ hH!H:t~~!~S:i}\h!U'!'. The organization chart shows an organization that is barely sufficient to meet the needs of a department the size of Carlsbad's. ♦ Are there an adequate number of management and support staff members? ♦ Is there an effective distribution and assignment of duties to accomplish the management needs of the Department? ♦ Are the proper administrative procedures in place to operate the Department? ♦ Does the Department have enough managers to maintain an emergency management span of control ratio of one supervisor for every three to seven subordinates as suggested by the National Incident Management System (NIMS) and NFPA 1006 Standard for Rescue Technical Professional Qualifications? ♦ Do the managers have rank level consistent with the International Association of Fire Chiefs (IAFC) Officer Development Handbook to carry out their duties? The IAFC recommends four levels of officer development: Supervising Fire Officer (Company Officer, Captain); Managing Fire Officer (Battalion Chief); Administrative Fire Officer (Division or Deputy Chief); and Executive Fire Officer (Fire Chief). Within each level, it makes specific training, education and Section 3-Fire Department Review of Headquarters Program Functions page 58 experience recommendations, which, if followed, should develop a well-rounded and prepared fire officer. · As the Department continues to expand to meet the demands of the growing population, using the above mentioned guidelines to expand the managerial support system would serve the Department well and ensure that it meets best practices in this regard. Observation.,·; ♦ Company Officers (Captains) must complete the Office of State Fire Marshal Fire Officer Certification in order to promote to Captain in Carlsbad. This requirement is consistent with the training recommendation of the Officer Development Handbook for a Supervising Officer. ♦ Many individuals have taken advantage of the City Education Reimbursement Program to achieve Bachelor's Degrees or higher. Although there is no "required" education, general training, or certification above the company officer level except for Hazardous Materials Incident Commander and Strike Team Leader for Battalion Chiefs, the Fire Department has a culture of supporting education at all levels. ♦ Each Battalion Chief has program management responsibilities, such as Health and Safety or Fleet Management. Adding in the daily management of six fire stations is at the upper end of the span of control for the field Battalion Chiefs. ♦ With this highly motivated staff of officers, developing the rest of the education program should be easy. The same California Office of State Fire Marshal certification system goes on the Chief Officer and ultimately the Fire Chief level. This program follows the International Association of· Fire Chiefs Officer Development Handbook and for Chief Officers consists of 10 one-week courses, half focusing on management and half focusing on operations. Completion of these courses does not make a company officer into a Chief Officer, but should give that person the tools necessary to short circuit the time "in the trenches" before being fully effective. ♦ The newer Administrative Battalion Chief position has duties more typical of a Division Chief. This position is typically seen as the "administrative" second-in- command and equal to the Operations Division Chief. Both of these positions are used for career preparation for the position of Fire Chief, and while they can and should be rotated between the two persons assigned, their duties are more complex and responsible duties than those of a Battalion Chief. The equivalent agency organization is police departments that usually have two Captain positions or more below the level of Police Chief. ♦ The Fire Marshal position in many neighboring jurisdictions is staffed to the Division Chief level. Reclassifying this position could help with recruitment and retention problems in the future. Section 3-Fire Department Review of Headquarters Program Functions page 59 a1m miffl!S. u< ______ lllllllll ________ llllllllllllllllll ________________ illllllli __ ,mt HHH:ftn~i~vt-i~ Recommendation #6: Personnel Development: 6.1 Develop a training program for Chief Officers consistent with the IAFC Officer Development Handbook. At a minimum, all Chief Officers should be certified as Chief Officers through the Office of State Fire Marshal. This would fulfill the basic training requirement. 6.2 Concurrently develop a program to enhance their educations using community resources to meet the education recommendations of the Officer Development Handbook. 6.3 The Division Chiefs and Fire Chief should avail themselves of the National Fire Academy's Executive Fire Officer program. This program is world-renowned and the only cost to the City is the time away and the cost of meals while at the Academy. The program consists of four two-week sessions, which are spread over four years; an applied research paper written by the participant follows each session. 6.4 The City and Department should conduct a position classification study of the Administration Battalion Chief position and strongly consider a reclassification to that of Division Chief. 3.1.2 Administrative Support Positions Every type of service that is delivered by field personnel ("the line") depends on logistical support to have the materials they need to perform their jobs for the public. This is especially true in fire departments for administrative support specialists, or clerical positions. bsues: Even in a highly automated agency, someone has to: ♦ Answer citizen inquires ♦ Process requests for non-emergency services such as inspections ♦ Process paperwork from supply requests, to purchases to budgeting ♦ Support managerial staff with record keeping and generating reports ♦ Permit, inspection, billing and fire prevention workflow processing ♦ Provide a myriad of other "back office" functions. In 2009, Carlsbad Fire Department is an agency with a budget of $17.SM and 89 full-time equivalent positions (FTE's). This entire department and its emergency services, fire prevention, oooor ill57-lm oc Section 3-Fire Department Review of Headquarters Program Functions page 60 hi!: t f~ffU!rJ~ ":.H%j'ii public education and its citywide disaster preparedness programs are supported by only 2.75 Administrative Support positions. These are organized as follows: ♦ 1.0 -Administrative Secretary (Fire Chief) ♦ 1.0 -Secretary (Fire Prevention) ♦ 0.75 -Office Specialist II (Management Analyst, Admin BC, Disaster Prep, Division Chief) Observatitms: ♦ The Office Specialist II assigned to Fire Prevention is really only able to give 75 percent to fire prevention; the other 25 percent is assigned to support departmental invoice and equipment orders. Fire departments use a lot of consumable supplies and annually replace worn equipment, all of which generates paperwork. Thus, the Fire Marshal and Fire Inspectors only see 75 percent support, which given their workload, is clearly inadequate by any measure. ♦ The reality is that all of the mid-managers do routine office support work themselves, which at their cost per hour is clearly inefficient. Every manager in the agency complained and pointed out duties that they were not getting to in a timely manner, if at all, due to the low level of support. Most of the office support capacity goes to critical issues such as office of the Fire Chief, budget, purchasing, key fire prevention processes and citizen inquiries. ♦ The next set of priorities to get minimal support is EMS Management, Training and Disaster Preparedness. ♦ The field Battalion Chiefs and station personnel wait for what little support remains, depending on the critical nature of the request. ♦ There is a general sense of always being significantly behind on routine records, reports and proactive filing. There is a citizen volunteer who partially helps with some of these needs. ♦ The quantity of office support staff is clearly inadequate; there is no depth for vacation or sick relief. Increasingly, some programs will slip or not be done at all. ♦ The needs of the Department would be better served by increasing the permanent support staff that can be cross-trained in all departmental systems, instead of spending temporary agency replacement staff dollars, as a temporary hire cannot perform all of the more technical duties. Eliminating the temporary help expense would provide an offset to the cost of increasing the permanent support staff quantity. Discussion: While a Fire Master Plan is not set-up to do a detail desk and workloa_d audit of office support needs, in Citygate's experience we have found the office support capacity completely out of sync with what we have seen in other fire departments of Carlsbad's size. Even a modest increase in support staff hours will significantly increase headquarters staff output and citizen responsiveness. Most likely, an increase of 1.75 FTE for administration is needed immediately. Section 3-Fire Department Review of Headquarters Program Functions page 61 Cll1Ul!ll nlF.Cll!lti uc ________________ lllllllllii ____ iillllllll _____________ iillllllll_ q!th=H#ilP'':\H::(:H Citygate facilitated a discussion with the fire management staff and identified the likely best-fit solution, which a formal Human Resources Audit could verify and refine: ♦ Add 1.75 Support FTE's to total 4.5 FTE's. These would be allocated as follows: Administration -.25 FTE Oi;1erations -1.0 FTE Prevention -.50 FTE Fire Chief Deputy Chief Fire Marshal Admin. Batt. Chief 3 Field Batt. Chiefs 4 Inspectors Management Analyst EMS Mgr. Disaster Preparedness Training Batt. Chief Recommendation #7: Office Support Positions: The City should undertake an analysis of the administrative needs of the Fire Prevention, Fire Administration and Fire Operations support functions as soon as possible. 3,2 FIELD OPERATIONS SYSTEMS The operations system covers a multitude of activities. For the purposes of this plan, the consultant interviewed staff; inspected the apparatus, equipment and facilities; examined some documents; and conducted "listening sessions" with station personnel and chief officers. The consultant reviewed the daily maintenance reports, training records and other reports and records provided by the Fire Department for this study. The consultant examined the readiness of fire apparatus and equipment, and pre-fire planning program, conducted a thorough appraisal of the training program and apparatus maintenance programs. All of these are important components of a fire department operation and critical to ensuring that needed resources can respond quickly and effectively. 3.2.1 Apparatus and Equipment Readiness The fire service generally groups fire apparatus into two categories: (1) engine companies, whose primary functions are to pump and deliver water and perform basic firefighting functions, including search and rescue; and (2) truck companies, whose primary functions are forcible entry, ventilation, search and rescue, aerial operations for water delivery and rescue, utility control, illumination, overhaul and salvage work. Other types of apparatus include water tenders, whose main function is to carry large quantities of water, squads or rescue companies that carry a variety of rescue and emergency medical equipment, medic units or ambulances, command vehicles, and other auxiliary apparatus. There are two basic standards that the National Fire Protection Association has disseminated that apply to fire apparatus: NFPA 1901 Standard for Automotive Fire Apparatus, and NFPA 1906 Standard for Wild/and Fire Apparatus. In addition to these standards having application for the development of purchase specifications, they have performance standards that are useful for evaluating in-service apparatus. The federal government has issued motor vehicle safety """ arttllllt illl',(JflID, nc Section 3-Fire Department Review of Headquarters Program Functions page 62 hf[ t 1!!10:Ut~~ ~H-':'l>ii standards that are applicable to fire apparatus. The Federal Department of Transportation enforces these standards. To be effective, fire apparatus must be of proper design, well equipped with the proper hose, appliances, tools, ladders, and paraphernalia necessary to perform the complex work of firefighting; rescue, emergency medical, and public service type assignments. There should also be a system of testing, maintenance, and repair, which ensures a high state of readiness of apparatus and critical equipment. In 2000, NFPA issued NFPA 1915 Standard for Fire Apparatus Preventative Maintenance Program, which defines the minimum requirements for a fire department preventative maintenance program. Under this standard, the personnel who conduct the preventative maintenance program should meet NFP A 1071 Standard for Emergency Vehicle Technician Professional Qualifications. This standard defines the minimum job requirements an emergency vehicle technician should possess. These include the ability to diagnose, maintain, repair, and test the functions of the apparatus. NFPA issued a Tentative Interim Amendment (TIA 09-1) to NFPA 1901 Standard for Automotive Fire Apparatus, 2009 Edition, which slightly changed the wording for the annual pump testing required of all fire department pumping apparatus. An outside vendor does pump testing and engineers do not witness the test. Issue: ♦ Does the Carlsbad Fire Department have the proper apparatus and equipment in a first-class state of readiness? ♦ The Carlsbad Fire Department has the following apparatus in service: (see following page) .. n .. Section 3-Fire Department Review of Headquarters Program Functions page 63 ®llll lllf.'<W!!i uc -----------------------------------q\1_:!!l;l-Hi!JrJ\\h(\~~ ---------------------..------------··•···-·•---•-. Carlsbad Fire Apparatus in Service Fleet ID Pump Replacement # CFDID# Location Make/ Model Year Mileage GPM est. F099 Medic 2291 Station 1 Road Rescue / Ford E450 2006 54765 NA 2011 F 605 Reserve Engine 2221 Station 1 Seagrave 1996 102165 1500 2016 F 840 Engine 2211 Station 1 Seagrave 2001 72369 1500 2021 F 857 Medic Reserve Station 1 Horton / Ford E450 2001 139352 NA 2006 F069 Medic2292 Station 2 Road Rescue/ Ford E450 2006 60240 NA 2011 .. F.995 Engine 2212 Station 2 Seagrave 2005 28412 1500 2025 F 876 Engine 2213 Station 3 Seagrave 2005 50471 1500 2025 F 976 Brush 2263 Station 3 Masterbody / International 2005 15980 500 2025 F598 Rescue 2290 Station 4 E-One I Freightliner 1996 24204 NA 2016 F841 Engine 2214 Station 4 Seagrave .. 2001 73788 1500 2021 F 032 Medic Reserve Station 5 Road Rescue / Ford E450 2006 95674 NA 2011 F084 Truck 2275 Station 5 Seagrave 2007 19016 250 2027 F 109 Medic 2295 Station 5 Road Rescue / Ford E450 2007 25575 NA 2012 F 606 Reserve Engine 2225 Station 5 Seagrave 1996 92319 1500 2016 F688 Utility 2285 Station 5 GMC / Sierra (4WD) 1998 42057 NA 2008 F 860 BC 2203 Station 5 GMC/Yukon 2002 85236 NA 2012 F 759 2209 Allington Station 5 Ford Taurus Sedan 2000 73205 NA 2010 W856 Utility 2286 Station 5 Ford Aerostar Van 2002 38851 NA 2012 F996 Engine2216 Station 6 Seagrave 2005 26381 1500 2025 F 601 Brush 2266 Station 6 Masterbody I International. 1996 37048 500 2016 F 129 Chief2202 Admin GMC/Yukon 2008 14202 NA 2018 F 161 Chief2208 Admin Ford Crown Vic. 2008 3500. NA 2018 F 714 Reserve BC Admin Ford Expedition 1998 88202 NA 2008 F 820 Chief2204 Admin Ford Explorer 2001 62159 NA 2010 F 997 Chief 2201 Admin Ford 500 Sedan 2006 46000 NA 2016 F 145 2249 Harrison Admin Toyota 2008 2500 NA 2018 F760 Prevention 2242 Prevention Ford Taurus Sedan 2000 70841 NA 2010 F 819 Prevention 2243 Prevention Ford Taurus Sedan 2001 61286 NA 2011 F925 Prevention 2241 Prevention Ford Taurus Sedan 2004 37277 NA 2014 .. n .. GOO!ltill5'.'<lffl!HC Section 3-Fire Department Review of Headquarters Program Functions page 64 l:,1' j; l!!:fUf:t;:t\H·¥~tH. --------------·--------------- Observations: ♦ All of the structural engines (first response units) and the truck are manufactured by Seagraves. Seagraves has been in the business of building fire apparatus since 1881 and is one of the country's premier fire apparatus manufacturers. While using one manufacturer and sole sourcing the purchase of new engines and truck to that one manufacturer may be initially more costly, there are many benefits both tangible and intangible to following this practice. For the firefighters, having uniform design makes it much easier to work out of different stations, since all the equipment is the same and carried in the same compartment. Quality construction pays off in the long serviceable life of the apparatus with less downtime for repairs. Purchasing from a highly respected manufacturer ensures warranty and beyond support when things do break. ♦ Although there are no National Standards on the ratio of reserve apparatus to front line apparatus, most departments have a minimum of one reserve for every two pieces of front line apparatus. Many departments go to a ratio of one to one. This has many advantages in addition to the obvious advantage of allowing front line apparatus to go into the shop for maintenance at any time. The reserve apparatus is "owned" by the station where it resides and thus receives better care. Finally, and most important in an area like San Diego County with its history of major wildland fires, additional reserves create "surge capacity" for staffing by called- back off-duty firefighters. Currently, Carlsbad has only two reserve engines and no reserve ladder truck. ♦ The truck that operates out of station five . is nominally described as a "quint" because it accomplishes five fireground tasks (carries: (1) water; (2) hose; (3) pump; (4) aerial ladder; and (5) a full compliment of ground ladders). Because it has so many functions, it also has some limitations. Due to weight considerations, it only carries 250 gallons of water in its tank versus the 500 gallons carried on the engines. The hose complement is much less than that found on the engines. ♦ The City of Carlsbad Fleet Maintenance Division maintains the Fire Department fleet. Major repairs are outsourced through a program that fleet maintenance manages. There have been problems with some of the local vendors in this regard, so now most of that work is done by Seagraves. The Fire Department pays for maintenance through and internal service fund charged per mile of operation; this charge includes fuel and maintenance but does not include abuse to the apparatus or crash damage. Internal Service Fund Charges Per Mile r.c~ ----, , ,, ~~ -~ " Vehicle Charge Per Mlle t ·~ ,, , - Engines $3.34 Ambulance $1.22 Brush engine $4.05 Section 3-Fire Department Review of Headquarters Program Functions page 65 crnffl! lllS'iCn11s. tK -----------------------------------hi'!r~f.:tllt:O!,\H·l'(.f~ ♦ The Fire Department also funds a vehicle replacement program based on the anticipated service life of a given vehicle. ♦ There is a large City shop where all City rolling stock is maintained, including the Fire Department's vehicles. The shop appears to be well equipped, but in discussions with the shop personnel, they stated that occasionally room was an issue as the fleet has outgrown the shop space and neither the fire department ladder truck nor the heavy rescue can fit completely inside the building. This requires the mechanics to work on these pieces of apparatus outside. ♦ The Supervisor and lead City of Carlsbad mechanic, assigned to the fire apparatus repairs, is certified under the Office of the State Fire Marshal through the mechanics' certification program. The mechanics ensure that all commercial vehicles receive their 90-day DOT-required inspections, and the Department does a semi-annual inspection in addition. ♦ Most repair work, except for very simple things such as replacing light bulbs, is completed in the shop by the mechanics. While there is no program to train engineers in making repairs, engineers are encouraged to do as much of their own work as possible within the limits of their skills. ♦ To get a repair completed, the engineer fills out a repair order detailing the problem and any troubleshooting that may have been done. Then the repair order is faxed to the City shop. A copy is also faxed to the Battalion Chief and the original is filed. Upon receipt of the repair order, the shop reviews the issue and either the unit is scheduled for repair or the repair order is retained; the shop will address the problem at the next visit to the shop by that unit. If it is an immediate issue, the engineer fills out the repair order and phones the Duty Battalion Chief for direction. ♦ In addition to the repair order, Carlsbad Fire Department has a daily pre-trip form (required for all commercial vehicles by the Department of Transportation), and monthly preventative maintenance forms for the truck, engines, brush engines, and mobile intensive care units. Twice a year, in January and July, thorough semi- annual inspection is performed. This inspection is as much to ensure that all the equipment carried is in good working order as it is to ensure that the unit itself is in good shape. ♦ The ability of the fleet maintenance staff to keep up with their responsibility is challenging. In the last two decades, the City has grown and added two new fire stations with the concurrent growth of the fleet. Modem fire apparatus is extremely complex, much more so than most other City vehicles. A heavy rescue and an aerial ladder truck have been added to the inventory, as well as two more ambulances. Carlsbad's engines and trucks are much more complex than two decades ago, safety standards have improved, air conditioning, hydraulic systems, exhaust catalyst and computer-controlled systems, such as foam proportioners, are now part of the pumping systems. Sensors to prevent accidental damage to the apparatus are now integral. Sophisticated computer processors control many of these functions. Maintenance personnel estimate that the down time for routine maintenance as well as repairs is double what it was twenty years ago. Some of .. n .. Cll1ClllltilWa'.llllliilC Section 3-Fire Department Review of Headquarters Program Functions page 66 ~!.t:: } /!$:{flit~.~ -,,.u-~~Hi this complexity is to protect firefighters and the public; some of it improves firefighter productivity during fires and other emergencies; much of it comes from changes in the automotive industry and the need for greater fuel efficiency and cleaner air. ♦ Training of technicians to do the repair work on fire apparatus is extremely important. Each year, the California Fire Chiefs mechanics.section and the Office of State Fire Marshal co-sponsor a week long "Mechanics Academy" where fire apparatus technicians can learn new techniques, become certified in various technical specialties and develop networks with other technicians. No one from Carlsbad attended this year. To stay current, Carlsbad technicians should each receive about two weeks of training; one out of three technicians received just three days. Some on the job training takes place at the shop and locally with other fire agencies in north San Diego County. ♦ Much of the fleet maintenance for heavy work-major engine, transmission, pump and pump seal repairs-is outsourced to local vendors; however, quality control is a problem. Only the Seagraves shop in Anaheim has been able to consistently deliver quality work. However, because of the distance to their shop, it takes a mechanic out of the shop and a firefighter off the floor for the better part of a day each way to deliver and return. In addition, outsourced work results in lower level of service at a higher cost; outsource labor rates for fire apparatus are the highest hourly rate Fleet Maintenance pays. ♦ There are also specific standards that apply to aerial ladder tests and repairs. NFPA 1914 Standard for Testing Fire Department Aerial Devices spells out the procedures and minimum standards for aerial ladders, which must pass an annual test. ♦ Citygate spot-checked apparatus for equipment, maintenance and general condition. In all cases (including a reserve engine in front-line service), Carlsbad's apparatus was clean; equipment was complete and well-arranged for immediate access at emergencies; maintenance records were complete and up to date; medical equipment and drugs had a secure accounting system; and hose compliments were well-designed and adequate. ♦ New Station #6 has the required water separator for washing fire apparatus, and three additional stations are scheduled for improvements during FY 09-10. The remaining stations have water vacuums to contain runoff. Low volume deionized pressure washers have been purchased for each station. Commendatitms: ♦ Apparatus maintenance both in the station as well as by the fleet maintenance personnel appears to be a source of pride in Carlsbad. ..n .. Section 3-Fire Department Review of Headquarters Program Functions page 67 am.if!! nssror.l!i uc ------------IIIIIIIIIIIIIIIIIIIIIIIIIIIIIII _______________ IIIIIIIIII ____ l\t\;tjtH,~lU\!NiU~ Recommendation #8: Fleet: 8.1 As apparatus is retired from front-line service it should be retained until there is a ratio of at least one reserve for each two front-line apparatus. 8.2 When there is storage capacity the Department should invest in a used, good quality ladder truck for a reserve for the front-line truck or work out an arrangement with other departments in the area to jointly fund a reserve truck. 8.3 The City should fully fund the necessary training for three technicians for two weeks each year. This would be a small investment that could easily pay for itself in a short time by having more of the work done in the shop in Carlsbad. 8.4 Citygate did not perform a complete evaluation of the City's fleet maintenance program, as much of the fleet does not consist of fire department assets. However, the workspace appears crowded and the inability to work on two of the Fire Department's units indicates that the current facility has limitations. Funding for enlarging the City's shop should be included in the next revision of the CIP. 3.2.2 Technical Rescues In addition to responding to fires and medical emergencies, fire departments are normally first responders to other types of emergencies that require immediate response, technical training and specialized equipment. These services include high angle and low angle rescue, vehicle extrication, water rescues, confined space and trench rescues, aircraft crash rescues and hazardous materials responses. There are a number of requirements for training and certification governing departments that engage in these activities. Each of these operations involves special kinds of risks and some,are very dangerous if not performed correctly. On the other hand, with proper training and following proper procedures they can all be performed competently and safely. The key is that the Department must follow the correct protocols every time. The Federal Government, Cal OSHA and the National Fire Protection Association have all developed standards that apply in various circumstances. These standards form the basis upon which the training program in these specialties is built. Among them are the Code of Federal Regulations (CFR); NFPA 1006 Standard for Rescue Professional Qualifications; NFPA 1670 Standard on Operations and Training for Technical Search and Rescue Incidents; NFPA 471 Recommended Practice for Responding to Hazardous Materials Incidents; and NFP A 4 72 Standard for Professional Competencies of Responders to Hazardous Materials Incidents. ~D~-~c Section 3-Fire Department Review of Headquarters Program Functions page 68 ,\~= i ~~nut(~ ,n:,;~rn, ------------------------ The most basic standard is NFPA 1006 Standard for Rescue Technician Professional Qualifications. This standard forms the basis for the qualifications of an individual assigned to perform certain technical rescue functions. The companion to this standard is NFP A 1670 Standard on Operations and Training for Technical Search and Rescue Incidents, which forms the basis of a training program for firefighters who are called upon to perform technical rescue or who are part of a technical rescue team. Confined Space training is at three levels: Confined Space Awareness (no entry), 8 hours; Confmed Space Attendant ( assist with entry rescuers), 24 hours; and Confmed Space Rescue, 40 hours. It is important that those doing entering and attempting rescue have completed all three levels. A code set similar to that for technical rescue applies to hazardous materials response. NFP A 471 Recommended Practice for Responding to Hazardous Materials Incidents delineates how a department will respond to a hazardous material release. NFP A 4 72 Standard for Professional Competencies of Responders to Hazardous Materials Incidents provides the basis for the training program for hazardous materials first responders. Hazardous Materials Training at both the first responder operational level as well as technician level has refresher requirements. Findings: ♦ Carlsbad Fire Department does not reference NFP A 1006 and NFP A 1670 in its technical rescue program. This merely means that the Department has not done a side-by-side comparison of their program to the national standard. ♦ Rescue Systems I and II are the courses used to train Department personnel for technical rescue. The Office of State Fire Marshal certifies these courses. Members assigned to the Truck or Rescue units receive training at the Rescue Systems II; all other members receive Rescue Systems I. ♦ The Carlsbad Fire Department does adhere to the Code of Federal Regulations as they apply to technical rescue and hazardous materials response. ♦ Carlsbad Fire Department references NFPA 471 and NFPA 472 in their training program for hazardous materials first responders. In addition, in compliance with Cal OSHA regulation, all Battalion Chiefs are trained as hazardous materials incident commanders. ♦ Camp Elliott Rescue Training Center, at East Miramar in San Diego, is the approved site for Rescue Systems Training, which includes confmed space rescue training. ··n .. Section 3-Fire Department Review of Headquarters Program Functions page 69 ~n»'V<lmttc ______ 111111111 ______________ 11111111111111111--lllllllllllllllllllllllllillll-lllllllllllllllilllllllllillll---lllllll-MJtn~tt\iOn":-H·r«r~ Special Response and Training of Carlsbad Fire Department Response Training Notes Technical Rescue/High All Members-Rescue Unit 2290-Heavy Rescue Angle/Low Angle Systems 1 assigned to Station 4. This is not a regional resource, not Truck and Rescue Staff-certified by State OES, Rescues Systems 2 available for mutual aid Unit 2275-Truck assigned to Station 5 Water Rescue Awareness Level Support from shore, no in water capability Confined Space . All Members-Confined Space Confined space entry and Awareness and Permit rescue is both extremely Process dangerous and highly regulated by Federal OSHA Some Members-Confined Federal OSHA CFR Space Entry Rescue. 1910.146(k) and Cal OSHA Title 8, Article 108, 5157(k) Hazardous Materials All members-Awareness Entire County in a HazMat level response JPA; two full-time teams from San Diego FD and Some members-First County Environmental Health Responder Operational City provides some equipment Battalion Chiefs-Incident Commander Aircraft crash rescue Some training Urban Search and Rescue 7 trained to Type 1 level Had 4 members on the San Teams Diego Team; now have 1; have 2 in waiting Recommendation #9: Technical Rescue: Perform an in-house review of all technical rescue and hazardous materials response training and certifications. Ensure that the proper codes are referenced in the program. Ensure that members' training is current. This has been completed during the timeframe this study was prepared and shows how the training program manager is on top of current issues. Section 3-Fire Department Review of Headquarters Program Functions page 70 ~\~~~ _______________________ 11111111 ______________ _ 3.2.3 Pre-Incident Plans Organizing for Fire Services,3 Chapter 10, "Pre-Incident Planning for Industrial and Commercial Buildings," states, "In simple terms, pre-incident planning is ensuring that responding emergency personnel know as much as they can about a facility's construction, occupancy, and fire protection systems before an incident occurs." Not only is the pre-incident plan one of the most effective tools for aiding the Fire Department in effectively controlling a fire or other emergency incident, it also provides firefighters with knowledge of unique hazards the facility poses. This is particularly true in major commercial and industrial facilities that have complex construction and fire protection systems. They pose safety threats to firefighters and occupants alike. It goes on to state, "As growing demand for an expanding scope of services collides with limited budgets and other resources, fire departments are faced with much competition for staff time and money. That means that pre-incident planning is more important than ever, not just for traditional reasons of greater effectiveness and safety, but also for greater efficiency in resource utilization. No matter what effort it takes, fire departments today cannot afford not to pre- incident plan." A pre-incident plan is one of the most effective tools for aiding the fire department in effectively controlling a fire or other emergency incident. This is particularly true in major commercial and industrial facilities that have complex construction and fire protection systems. They also pose a safety threat to firefighters and occupants alike. NFP A 1620 Recommended Practice for Pre- Incident Planning provides guidance to fire departments on pre-incident plans. Issues: ♦ Does the Carlsbad Fire Department have a program that provides pre-incident plans of the major commercial and industrial facilities? ♦ Is there a pre-incident planning program? ♦ What is planned (criteria)? How many completed plans are there? How many left to do? ♦ Who carries plans? Are they paper or electronic? ♦ What is the Maintenance Schedule? Findings: ♦ Carlsbad Fire Department has completed some pre-incident plans for some facilities. ♦ What facilities get planned is up to the Battalion Chiefs and is done by the stations. ♦ The plans are carried electronically on the mobile data computer (MDC). ♦ We did not see evidence of a pre-incident planning program but rather an ad hoc effort. 3 Alfred E Cote, ed. Organizing· for Fire and Rescue Services. a special edition of Fire Protection Handbook (Quincy, Massachusetts: National Fire Protection Association, 2003), 181. .. n .. Section 3-Fire Department Review of Headquarters Program Functions page 71 coom llL{vGtt!!i nc llllllllllllllallllallllllllllllllllllllllllalllllllllilllllllllllallllallllallllalllllllllllllllllllllllllllllllllllllllilllllllllllllllllalllla ______ llllllllllllllllllllllllalMlllllllallllalMllllfllilll•-Mt"tH,WWiC'>}\~tKg ♦ The dispatching system also provides maps to incidents on the MDC. Recommendation #10: Pre-Incident Planning: Consider adopting NFPA 1620 as the basis for a pre-incident planning program. Develop a programmed approach to pre-incident planning, including appropriate training and support. Ensure that the program is consistent with the programs of Automatic Aid Partners. Carlsbad is currently part of a regional standardization of both structure and wildland preplans that will be accessible on mobile data computers. 3.2.4 Training and Education The job of a firefighter is extremely complex and the services they deliver must be delivered correctly every time. This is particularly critical for those tasks that are very hazardous or involve human victims at extreme risk. These situations do not occur very often, and there is no decision time. In risk management, these kinds of activities are the ones that have the greatest potential for calamity. Standard, ongoing, realistic, verifiable training is the only way to ensure that the first responders, who must act in these situations, do it "right" every time. Training is the keystone to effective emergency response. Duting emergency operations, time is always of essence and an effective training program can mean the difference between a fire contained to the area of origin and one that causes great damage or the difference between effective CPR that starts on time and a patient who dies. The NFP A has several recommended standards that cover the training arena; among the ones that apply to the Fire Department are: ♦ NFP A 1001 Standard for Fire Fighter Professional Qualifications-This standard establishes the basic qualifications for Firefighter I and II. Carlsbad hires firefighters who have a current CPR card and Paramedic license. Carlsbad has a two-week Basic Academy. ♦ NFP A 1002 Standard for Fire Apparatus Driver Operator/ professional Qualifications-The standard sets forth the performance objectives for driver/operators of all types of fire apparatus and emergency vehicles. Currently require Driver/ Operator certification for promotion. ♦ NFPA 1451 Standard for a Fire Service Vehicle Operations Training Program- This standard covers the minimum requirements of a vehicle operations training program. Carlsbad is working on an Engineer Training Program. ♦ NFP A 1021 Standard for Fire Officer Professional Qualifications-This standard covers the four levels of fire officer progression; Fire Officer I, Fire Officer II, Fire Officer ill, and Fire Officer IV. The International Association of Fire Chiefs developed the Officer Development Handbook, which coordinates Fire Officer I with Supervising Fire Officer; Fire Officer II with Managing Fire Officer; Fire Officer ill with Administrative Fire Officer; and Fire Officer IV with Executive ~n-~c Section 3-Fire Department Review of Headquarters Program Functions page 72 ii~: i H•(Uit~r ~U·':'~~H Fire Officer. Each of these four levels of Officer development has a complete training, education, experience, and self-development component. This handbook endorses Fire and Emergency Services Higher Education, the national model of training and education development. Carlsbad does not require certification for chief officers. ♦ NFP A 1041 Standard for Fire Service Instructor Professional Qualifications- This standard guides the development of the fire-service training instructor through the three levels of advancement: Instructor I, II and III. It is critical for proper delivery of training that all instructors meet the appropriate level of instructor development, which also includes delivery of instruction, evaluation, and testing processes, and management of training programs. Carlsbad adheres to this standard. ♦ NFPA 1401 Recommended Practice for Fire Service Training Reports and Records-This standard is of particular importance to Carlsbad since it includes all aspects of training documentation such as training schedules, reports, records, legal characteristics of training records, record management systems (RMS), and means to evaluate the RMS. Carlsbad adheres to this standard. ♦ NFPA 1403 Standard on Live Fire Training Evolutions-Since Carlsbad performs live fire training at the training center, this standard is also critical as it outlines the procedures required for safe live fire training. Sadly, elsewhere in the United States, live frre training has been the source of many injuries and fatalities to firefighters. In the present day, failure to adhere to this standard would be negligent. Carlsbad adheres to this standard. ♦ NFPA 1404 Standard for Fire Service Respiratory Protection Training-This standard covers the proper use, inspection, maintenance, and program administration of SCBAs. The Department is 29 Code of Federal Regulation and OSHA compliant. Carlsbad adheres to this standard. Training in the frre service has two parts: Vocational training, which teaches the skill sets necessary to do the "hands-on" type work that frrefighters do, and education, which teaches the knowledge necessary to do the "mental" work that frrefighters do. ♦ Is there an effective training program in the Carlsbad FD? Olm:rnitfons: ♦ Carlsbad has all the elements of an effective training program in place or on the drawing board. The new public safety training facility that will be shared with the police department will provide facilities for effective drills and classroom presentations, which are essential to the development of skills. ♦ Part of an effective education program exists. Through the company officer level (fire captain) the California Office of State Fire Marshal certification system formally known as the California State Fire Training and Education System (CFSTES) is applied. Above company officer, there is no formal program . .. n .. Section 3-Fire Department Review of Headquarters Program Functions page 73 Ol'roftll lllSitlM!'i nc ______ lllllllllil ________ llllllllli ___________________ ~il\t!l<ll'h'::!'.$(1}\W;~~ Carlsbad recommends participation in this program, but above company officer makes no requirement. ♦ In addition to the EFO program, the National Fire Academy also offers other courses in management, prevention, command and emergency operations, which all members can use to their advantage. Carlsbad recommends participation, but makes not requirement. _ ♦ Carlsbad Fire Department also does some distance learning through video conferencing. The City provides some reimbursement for continuing education. The fire stations have no standard training library. ♦ Carlsbad Fire Department Training Bureau also oversees the following required training and associated activities: ► Insurance Services Office required drills-night drills, multi-company drills, 240 hours of required drill time per member. ► Interagency mutual aid drills. ► California Code of Regulations required training-Hazardous Materials, Annual Wildland Fire Refresher, Blood Borne Pathogen, Injury and Illness Prevention and SCBA fit testing. ► Code of Federal Regulations-Confined Space and Trench Rescue training. ♦ Carlsbad has a system for assigning training officers as part of the Battalion Chief staffing. Every two years the position of training officer for the Fire Department rotates among the Battalion Chiefs. ► There are positives and negatives to this arrangement. On the positive side, all of the Battalion Chiefs eventually have experience as Department training officers and understand the challenges the incumbent in that position faces. In addition, if the need is there, they can fill in or assist the training officer, which should act to enhance the training program for the Department. ► On the negative side, just about the time the incumbent training officer has the program and not the program running him, it is time for rotation. There is a lot more to being a training officer than establishing schedules for drills, although that is a challenge as well. Managing a training program requires knowledge of training standards, departmental training needs, legal requirements, and a host of other knowledge unique to fire department training programs. In addition, training officers need to establish and maintain effective working relationships with adjacent departments for mutual aid and regional training, participate in professional training officer associations in order to stay current with new requirements, changing training methods, and have an effective feedback system for issues. Simultaneously, the training officer has to pay attention to his own development as both a training officer who can effectively deliver training as well as a fire officer who can meet the requirements of ~n ~ Section 3-Fire Department Review of Headquarters Program Functions page 74 ~~~, t §c1$(UH;ft ~n'!'H,!i ----------..... --,-----------~""' , ____ , __________ _ the modem day fire service. A two-year term in the position of training officer is not sufficient time to effectively build those relationships and develop the skills required of a training officer. ♦ Training is the keystone to effective emergency response. During emergency operations, time is always of essence, and an effective training program can mean the difference between a fire contained to the area of origin and one that causes great damage or difference between effective CPR that starts on time and a patient who dies. Findings: ♦ The Carlsbad system of rotating Battalion Chiefs into the training officer position is useful. However, while it offers the opportunity for all the Battalion Chiefs to be a training officer, it does not allow sufficient time for incumbents to develop and "own" the program. ♦ It appears that the rotation system is driven more out of a desire for "fairness" in working situation than in the desire to expose Battalion Chiefs to the staff work of the training officer. ♦ The training officer has developed a system for tracking and identifying the drill progress of the members. In addition, it identified those wembers who have not completed the minimum number of hours of drill time on a monthly basis. ♦ The training and certification system through company officer meets current standards. Commendations: ♦ The new Training Battalion Chief established Field employees Advisory Panel for Training. This has resulted in a rush of renewed interest in the training program and conducting training. ♦ The new Training Battalion Chief developed an exception report to identify members who were not meeting their required training during a given month. This is the first department in our view to do so. ♦ The design of the Fire Department training facility will provide the most realistic training that technology and design can provide. Training within the City of Carlsbad will allow resources to be available for larger incidents and eliminate long out-of-service times traveling to distant training facilities. Citygate commends the work done thus far on the facility and strongly encourages its completion. Section 3-Fire Department Review of Headquarters Program Functions page 75 aim lllS',Gl!l!i uc ---------------------llllli-----------------nrtitlh:nC~\lhi~~ --------------------------------------------- Recommendation #11: Training Officer Rotation: 11.1 The Department should explore the possibility of making the training assignment three years. This would give the incumbent enough time to put a firm stamp on the program, while at the same time retaining the advantage of rotating Battalion Chiefs into the position. 11.2 Using the newly formed training committee, the Training Battalion Chief should review the current Chief Officer training level. From that, develop a training plan that is included in the promotional path. 3.2.5 Risk Management Firefighting and emergency medical service is a risky business. The goal of the risk management program is to get firefighters home safely at the end of each shift. NFPA 1500 Standard on Fire Department Occupational Safety and Health Program and NFPA 1501 Standard for Fire Department Safety Officer are the umbrella standards for fire department safety and health. NFPA 1500 outlines the required components of a model program, including an organizational statement, organizational structure and a safety and health committee. It also spells out the need for a scene safety officer, department safety and health officer, and training and education programs. It also has chapters on fire apparatus, tools and equipment, protective clothing and equipment, emergency scene operations, facility safety, medical requirements for firefighters, as well as member assistance program and critical incident stress management. A quality risk management program is an investment in the members of the fire department and demonstrates to them that the community cares that at the end of their shifts and the ends of their careers they continue to live healthy and prosperous lives. Among the elements is a safety orientation for new employees, a hazard communications system for employees to communicate hazards to supervisors, the Cal-OSHA process for post injury reviews, the required annual report of injuries, and a standard for safety work plans. Issue: ♦ Is there an effective risk management program in the Carlsbad FD? ♦ Firefighters are in a high-risk occupation. Experts who have examined mortality and morbidity statistics of the fire service agree that during emergency operations it is the most hazardous occupation in the country. An effective risk management program is an essential component of a fire department that adheres to best practices. """ OO!lffl! alW\'.lm u< Section 3-Fire Department Review of Headquarters Program Functions page 76 ~~,: t fi!<H.hifift -.,.tt~~Ui Observations: ♦ The Training Officer is also the department Safety Officer as a collateral duty. (Each of the Battalion Chiefs in Carlsbad has a collateral duty, and commonly in the fire service, the Training Officer is also the Safety Officer). ♦ One of the most dangerous practices in the fire service is the live fire training drill. NFP A Standard 1403 Standard on Live Fire Training Evolutions was developed to cope with this issue. Carlsbad Fire Department abides by Standard 1403. ♦ NFPA 1500 Standard on Fire Department Occupational Safety and Health Program and NFPA 1501 Standard for Fire Department Safety Officer are the umbrella standards for fire department safety and health. NFPA 1500 Annex B Monitoring Compliance with a Fire Service Occupational Safety and Health Program has a component analysis chart to assist departments jn analyzing their safety and health programs. Carlsbad Fire Department has not undertaken this analysis. ♦ There is an excellent City policy and Safety and Health Management Program. ♦ The Department has an Occupational Safety and Health committee. It meets quarterly and reviews all accidents and injuries. ♦ On greater alarm fires and other incidents with a high probability of a hazard exposure, an incident safety officer may be assigned. That would typically be the Training Officer. ♦ The Fire Department has a critical Incident Stress Debriefing Team; it has six members. ♦ The Fire Department is introducing a Wellness and Fitness Program. Santa Ana College delivers this program on site. Many neighboring agencies have been using this program successfully for years. Members are permitted ( and encouraged) to workout during duty hours at the captain's discretion. There is no exam or fit for duty testing. ♦ There are standard procedures for personnel injuries and report; vehicle accidents and reports; and a claims management process. ♦ At the quarterly meeting of the Occupational Safety and Health Committee hazardous conditions that have been communicated to the committee are reviewed and actions recommended. ♦ The stations have Material Safety Data Sheets (MSDS). Citygate did not do a review to ensure that every item that should have an associated MSDS in each station did have an MSDS. ♦ The City maintains a Cal OSHA 300 Log of Work Related Injuries and Illnesses. ♦ Tailgate Safety sessions are conducted quarterly at all stations for all three platoons. ..n .. Section 3-Fire Department Review of Headquarters Program Functions page 77 ©illlt ~ uc -----------------------------------!~H!H:1h!:\n\~h:.(fS Comme11datio1u: ♦ Carlsbad's Safety and Health program has most of the elements of an effective safety and health program. Recommendation #12: Fire Department Level Risk Management: 12.1 Tailgate safety sessions, such as the "6 -Minutes for Safety" program should be conducted at the beginning of each shift by the company officers _(see link below). Chief officers should verify this by spot checking on the safety topic and discussing it further to enhance its prestige. (http://www.nifc.gov/sixminutes/dsp sixminutes.php) 12.2 Conduct a Department safety analysis using Annex B of NFP A 1500 to identify areas in the Safety and Health Program that are working and those that need improvement. 3.2.6 Emergency Medical Services (Paramedic) Response Nationally, fire department emergency medical response outnumbers fire response by about six to one. Although many fire departments provided ambulance service and emergency first aid, the major growth in this area has been since the early 1970s when advanced life support (paramedics) became part of the emergency medical system. Issues: ♦ Are there an adequate oversight, quality assurance and clinical supervision of the emergency medical service program, to include firefighters, paramedics and the ambulance system? Observations: ♦ Having its Fire Department provide ambulance care has always been one of Carlsbad's commitments to its citizens. ♦ The Department was one of the early adopters of Paramedic level care in the late seventies. ♦ The Department is committed to excellence in this care; many of the senior managers are or have been paramedics in the system. ♦ In recent years, the oversight and clinical supervision of the system was enhanced by adding the position for an EMS Manager who is a Registered Nurse/Mobile Intensive Care Nurse (MICN) with a Masters in Public Health and is able to read and interpret statistics for both research and evidence based studies. (!OOl!lf imrofflli uc Section 3-Fire Department Review of Headquarters Program Functions page 78 fl'= t H:Hhttr )¼~'if!li ---------------'ij!,lh,-,f,""~q ♦ The City maintains a quality ambulance fleet, and the units are well maintained and replaced when needed. ♦ In addition to paramedics on the ambulances, many engine company personnel are paramedics and every day each engine also has at least one paramedic on it to start care prior to the arrival of the ambulance. In all, there are 65 paramedics in the Department. ♦ The on-duty EMS training is integrated as much as possible with other training topics. ♦ The Department provides varying emergency medical Continuing Education (CE) classes throughout the year with both lecture and manipulative style classes. Additionally, the Department contracts with the local hospital, which also serves as the Department's Base Hospital to perform Field Care Audits six times per year. This provides the advantage that the hospital is able to receive detailed clinical follow up information from pre-hospital field care to hospital discharge on the Department's cases, as well as close the cases and finalize their dispositions. ♦ In May 2007, the Department implemented an electronic patient care reporting system that provides clinical patient care oversight data and well as the required data to the hospitals and county EMS agency. ♦ The EMS Manager has been called upon as a resource for numerous things, including a "cluster" of aplastic anemia in Carlsbad, concern over animals with infectious disease, West Nile Virus, etc. ♦ Under the EMS Manager, the CFD has been marketing the Fire Department as proactive in preventing injury and illness and promoting health. Examples of these are information outreach programs for Community-associated Methicillin Resistant Staph Aureus, Water Watcher swimming pool accidents, heart disease information, information regarding lead in children's toys, carbon monoxide, snakebites etc. This has :frequently been done using a collaborative approach with other departments including the library, communications (City Manager Office) and Parks and Recreation. ♦ This program, as is others in the Department, has its effectiveness slowed by a lack of office support positions. This is especially apparent in processing internal documentation and in providing public information materials. ♦ The City has been inconsistent over the years in annually updating its ambulance fee schedule. This has now been done in June 2009. This should be reviewed annually, or at least every three years, with an inflation factor applied every year. To not do so is to under bill 3rd party insurance payers that are accustomed to paying approved regional MediCal and MediCare rates. Under billing results in less offsetting revenue for fire paramedic services to the City's General Fund. ..n .. Section 3-Fire Department Review of Headquarters Program Functions page 79 Clll!!!t 1!15rol!!h nc -----------------------------------h~j-g_/;rilh:,;":li[;\i~t;(,'.t Commendations: ♦ The Fire Department's Emergency Medical program provides quality service to the citizens of Carlsbad. The Department's emergency medical program meets and exceeds best practices. 3.2.7 Fire Prevention -Fire Investigation -Wildland Fuel Management Programs Fire prevention includes any activity that decreases the incidence and severity of uncontrolled fire. Usually the methods used by the fire service focus on inspection, which includes engineering, code enforcement, public information, public education, and fire investigation. Preliminary and subsequent fire investigations of all fires are essential to understand the sources of the community's fire problems. Accidental fires may reveal weaknesses in the codes, in the building inspection process, or in other aspects of processes. Suspicious fires may reveal an arson problem. bsues: ♦ Is there an adopted fire code and staffing plan to meet the needs of new construction, existing commercial occupancy inspection and public education? ♦ Are inspectors trained? ♦ Are fires investigated? ♦ Does the fire investigation system coordinate with law enforcement to bring about the appropriate arrests and convictions in arson cases? ♦ How are on-going fire code safety inspections managed? ♦ How does the Department handle hazardous materials code enforcement? ♦ Is there an appropriate fee schedule for fire prevention activities to the business community? Observations: ♦ The Department and City have adopted and continue to update the appropriate Model Building and Fire Codes. The City has adopted a stricter than code complete automatic fire sprinkler requirement for buildings larger than 5,000 square feet. ♦ The Department has a fire prevention program staffed with: ► 1 -Fire Marshal ► 1 -Deputy Fire Marshal ► 2 -Fire Prevention Specialists II's ► 2 -1,000/hr/year; part-time Fire Prevention Specialists . ► .5 -Office Support Specialists ► 1-Fire Prevention Volunteer ♦ Fire Company crews do not handle some less complicated inspection types . .. n .. (ll)lllllf mlffl, uc Section 3-Fire Department Review of Headquarters Program Functions page 80 H: i rnm:o:r.~ til>'fiHi -------------•--·--·----------- ♦ Currently, fire prevention has been responsible for: ► Plan review and inspections for all new construction and tenant improvements; ► Fire Sprinkler plan reviews and inspections; ► Fire Alarm plan reviews and inspections; ► State Fire Marshal mandated inspections of public assemblies, schools and hotel/motels; ► Annual inspections of the three significant shopping malls in the City; ► State mandated inspections for licensed care facilities; ► Fire Investigations; ► Vegetation management programs -pre-planning, public education, fuel reduction; ► Public Education training scheduling for key events. ♦ Fire investigations are handled past the Incident Commander (Battalion Chief) level by the Fire Marshal, Deputy Fire Marshal and Fire Prevention Specialists. ► After office hours, one of these positions has to be recalled to return for infrequent but serious investigations. There is no formal program to ensure a Carlsbad Fire Prevention Investigator is always a person available 24/7/365; ► For arson fires, the prevention staff coordinates with Carlsbad Police Department and as needed, can call in for assistance the San Diego County Sheriff's Arson Unit and the regional mutual aid arson investigation team. ♦ Over the last decade, as development increased in Carlsbad, emphasis was placed on fire prevention's integration and support to Community Development to keep pace with new construction. ♦ The result of this emphasis was to keep staffing fairly constant, but something had to give. What did were proactive preventive inspections and public education programs to the existing occupied buildings. ♦ Additionally, as the adopted International Fire Code added more regulations for hazardous materials, fire prevention workload and time on task increased commensurate with the number of hi-tech businesses Carlsbad attracted. While the County Environmental Health Unit handles permitting of hazardous waste and chemical inventory disclosure under state and federal regulations, they do not have the time or legal authority to regulate fire code issues. The fire code is the only code adopted by the state of California that regulates the use, handling and storage of hazardous materials before they become waste materials. Therefore, regulation falls to the local fire prevention bureaus. ♦ By 2009, these typical and customary fire prevention programs were not being provided to Carlsbad for staffing and program emphasis reasons: .. n .. Section 3-Fire Department Review of Headquarters Program Functions page 81 cmn:l!lmr!inc .......................................... llllllllli .. lillllllllllilllllllll_lilllllllll __________ M!"tHH"O::i~i:MUS ♦ ► Inspections of all existing businesses; ► Hazardous materials facility ( 408 total) inspections, process and plan reviews; ► Public education training to all school children and high hazard businesses; ► Inspections of apartment buildings; ► Fire Permit issuance for all of the possible required fire permits in the Uniform Fire Code. Fire Prevention workload in 2008 -which was in a slow economy: ► Plan Reviews: ■ New Construction 228 ■ Tenant Improvements 533 ■ Discretionary 717 ■ Annual (business processes) 198 ■ Other (tents, spray booth, gas systems) 93 ■ Total: Lill. ► Specific Plan Reviews types in the above #'s: ■ Fire Alarms 69 ■ Fire Sprinklers 199 ■ Kitchen Hood/duct 23 ► Fire Code Inspections: ■ New Construction 695 ■ Tenant Improvement 510 ■ Tents/ others .21 ■ Total 1,256 ♦ While actual time on task data is not available, a reasonable estimation is that an average plan review from intake to review to client report takes 3 hours. An average fire inspection can take 2 hours from preparation to site visit to data entry. If so then: Plan Review= 5,307 hours in 2008 Inspections= 2,512 hours in 2008 Total= ► The Deputy Fire Marshal, and two full-time Prevention Specialists Il's handle the bulk of plan review and inspection activities. If each Specialist used three weeks of leave per year, plus holidays, and not counting for all (IDfjfflf mm itc Section 3-Fire Department Review of Headquarters Program Functions page 82 h.H l t~H-H:t:tt \.n'Wlf. impacts to their time such as training and meetings, as a macro measure the two combined would have 5,592 hours available. The above two workload categories add to 7,819 annual hours. ► Of the two part-time fire prevention specialists, one is used fully on wildland fuel management plans, wildfire public outreach and education. The other handles part of the tenant improvement plan reviews and State Mandated Inspections. ► Between July 1, 2008, and December 31, 2008, the 1000-hour employee assigned to the weed abatement program handled 191 complaint calls, which resulted in 76 property compliance inspections. Additionally, this employee performed 254 property inspections for parcels listed on the City weed abatement list. This six-month analysis count is expected to double with the spring/summer weed complaints and compliance inspections. ► The Fire Marshal handles new development processing/coordination with Community Development staff, designer questions on advanced code issues, hazardous materials enforcement, and program management. ♦ The International Fire Code provides for the ability to issue operating permits for a cost recovery fee, to require businesses with hazardous operations to apply for a permit, which states the uses and safety plan, and the businesses receive annual inspections. The new California Fire Code is permit driven in part to ensure that facilities with potentially hazardous activities are identified and inspected on a regular basis. The issuance of permits for these activities should be implemented, even if the City chooses not to levy a permit fee. ► Carlsbad's current permit program is very limited, both in types and fees. ► Many agencies use a permit fee program to offset the costs to provide more complete inspection services. ► The City of Carlsbad historically has not charged the full costs of providing services when establishing fees. The City of Carlsbad has only issued and charged fees for a portion of the available fees allowed by the fire code. ► Although a significant amount of fire prevention division time is involved in doing required building construction plan review, with the exception of fire sprinklers, fire alarms and hood systems, no direct fees are charged by the City for these services. ► The new California Fire Code (2007 edition) is a permit driven document that requires 39 fire permits for different potentially hazardous business activities as well as 13 fire construction permits for construction activities. ► Each fire construction permit will require plan review, field inspection, and final inspection/sign off. This will require multiple hours of fire prevention specialist/deputy fire marshal time and a minimum of .5 hours of clerical support. ..n .. Section 3-Fire Department Review of Headquarters Program Functions page 83 cnm IJlllXlm uc --------------llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllilllmlllllllllllll-lllllllllllllllllllllllllllllllllllllllllllllllllllllll-11111111111111111111111111111111.--illlmll-;1n-tireH~On~~h,(H ► The City can only charge for permits if they actually conduct the inspections. Any fee will not be realized without appropriate staff resources. ► Some reduction in the time required for administering the fee process may be achieved by the automation of the fire inspection program using the software the Department already owns through the Communications JP A. ► Carlsbad has approximately 3,440 issued business licenses. Citygate reviewed fire prevention database records that contain 3,020 records. Of those, at best, 10 percent of existing businesses were inspected in 2008. ► In terms of populations to be protected by the safety requirements in the Fire Code, Carlsbad has approximately 65,000 employees, not counting visitors to these businesses. ► In 2009, the City budget anticipates receiving $42,000 in fire prevention fees. If this amount is divided by all businesses, as a simple yardstick, the amount per business is $14. Again, by even a macro measure, fire prevention is not set up to recover the direct cost of services, which for the more complex business operations, keeps them safer and their fire insurance premiums lower. Commendations: ♦ The Division accomplishes a lot with a small staff for the size of the City and assigned duties. ♦ The commitment to code adoption, new construction processing and quality service is excellent, but must continue to be funded commensurate with the size of the workload in the City. Finding #14: Carlsbad's Fire Prevention programs are overly oriented to best practices for the processing of new construction and the positive, proactive management of wildfire fuel control. There is not the program emphasis or staffing to come close to providing annual or even tri-annul inspections to over 3,000 businesses, plus public education programs. Finding #15: As part of a future fire department strategic plan, the Department needs to identify what frequency of commercial and industrial fire inspections it should deliver. Even on a two-year rotation, it will take additional fire inspectors to complete even 1,500 inspections annually. """ lfll'-1.J!\\~.~~ •S•e•c•ti•o•n•3--F•i•re-D•e•pa•rt•m-e•n•t •R•ev•i•e•w•o•f•H•e•a•d111q11u•a•rt•e•rs•P•r•o•g•r•am-F•u•n•c•ti•o•n•s------•p11a111g•e•8-4 -------------~ ..... -..... "~·-"-' -•-,1411----•s-··.m••••••or-m111111••'""'' •• •n ""*""*""'-.r•L-"'i Finding #16: Many agencies have implemented fire prevention fees ( compliant with the California AB-8 Fee requirement) to offset the actual costs of providing frre inspections services meeting the safety needs of their communities. Under the law, such fees are designed to reflect the actual time and materials costs to each type of permit or inspection. Finding #17: The fire investigation function is provided at a minimum level to only serious fires. Given the low staffing in fire prevention, any serious arson or civil case will seriously impact other workloads unless the case is turned over to the Sheriffs Arson Unit and Carlsbad Police. Investigations are increasingly more complex to gain success in court. Over time, this function needs more attention in the after hours staffing plan. Currently, it is sufficient due to the low frequency of frres given Carlsbad's newer building ages and socio-economic conditions. Finding #18: Fire Prevention is understaffed for the current workload for both technical and office support needs. Additional staffing will be required to implement more usual and customary inspection and public education programs. Discussion: In addition to the required inspections, the frre prevention division is tasked with support of the building development and planning processes, investigation of citizen complaints of fire code violations and fire cause and origin investigations. Once a building is completed, the responsibility for oversight of its use and maintenance throughout the remainder of its life switches from the Building Official to the Fire Marshal. The fire code is then used as the document that ensures that a proper level of frre and life safety exists in the building throughout the remainder of it use. All businesses that are not required to be inspected on an annual basis should be inspected every two to three years. Fire Prevention saw no reduction in construction-related activity during the economic downturn. Because of the reduced costs of construction, they responded to plan reviews and construction inspection requests for tenant improvements in numbers sufficient to offset the reduction in workload due to reduced new construction. The majority of fire deaths in this country occur in the home. Single-family homes (and duplexes) are the only places where the City does not have the authority to conduct fire inspections. In an effort to reduce home hazards, the Department could offer a voluntary home fire safety inspection. The Fire Department is an all hazard organization that responds to all types of frre and life safety emergencies. As a part of this responsibility, frre safety public education is available for all age groups within the community to address their specific needs and teach them the skills they might need to survive a frre, an earthquake, a fall (for the elderly), a drowning, etc. Ideally, fire and Section 3-Fire Department Review of Headquarters Program Functions page 85 OOilffl! ~f!i uc _________________ lllllilllll _____________________ i,~ttal1H~{'':-H·1•;(J'!'. life safety presentations would be provided to all school children and community groups on an annual basis. Realistically, in depth training should be provided to every student in the community at the second or third grade level and to community groups (service clubs, neighborhood watch, senior centers, etc.) as requested. Current fire prevention services are summarized in this table: • ' " • I II t Not In Responsibtlity Compliance Public Assembly Inspections 119 X Educational Institution Inspections 25 X Institutional Inspections 15 X State Licensed Facility Inspections 40 X Multi Family Inspections 141 X Hotel/Motel Inspections 37 X Hazardous Materials Inspections 408 X Laboratory Inspections Unknown X Fire Investigation 25 X Review of Planning Dept. Projects 717 X Plan Review 884 X Construction Inspections 988 X Acceptance Testing Fire Protection Systems 268 X Vegetation Management 660 X Fire Code Complaint Investigation 150 X Voluntary Residential Inspection Program X Fire Prevention Student Intern Program X Fire Explorer Program X If, over time, additional revenues can be provided from General Fund and Fire Prevention Permit Fee sources, the Fire Prevention Bureau can meet the needs of the City with these additional positions as Carlsbad grows to build-out. Citygate recommends the positions be added in this priority order: ♦ .5 FTE for additional Clerical Support .. n .. (llQ!fiJl.wcmtuJ.C Section 3-Fire Department Review of Headquarters Program Functions page 86 hH t l~H.rni:O.~ '~H-?itH ♦ .25 FTE added to the 1,000-hour Vegetation Management Inspector ► Conversion of the 1,000-hour vegetation management position to a half time position. For the past two years, the requirements of this position have left the Department with no coverage in the crucial spring season due to the 1,000-hour limit. ♦ One FTE for a Fire Prevention Specialist ► This position would be responsible for multifamily and hotel and motel inspections as well as the assembly, educational and institutional inspections that are being missed due to staffing issues. ♦ One FTE for a Hazardous Materials Inspector ► This position would be responsible for conducting full fire inspections (both fire and life safety and hazardous materials) in the 408 hazardous materials occupancies in the community. Recommendation #13: Fire Prevention Resources: The City needs to re- evaluate its focus on fire prevention from new construction based to more balanced to include the safe maintenance of existing buildings, along with increased emphasis on public education and fire investigation programs. It is much more cost-effective to prevent fires from occurring. Recommendation #14: Fire Prevention Workload Analysis: The City should undertake a formal workload analysis of fire prevention staffing. This should include the possibility of contracting out technical plan checks. The most immediate needs are to add .5 FTE office support and increase one 1,000-hour position by .25 FTE (part time). Recommendation #15: Fire Prevention Fee Study: The City should consider undertaking a fire prevention fee study with the goal to offset, where possible, the added staff to conduct on- going fire code and hazardous materials inspections. 3.2.8 Public Education and Public Information ♦ On the level of human behavior, including the basic ignorance that often causes unwanted fires, there is a need for more public education. Now that the fire service is in a lead role in the emergency medical arena, the role of public education has expanded to a much broader area of accident prevention - something that Carlsbad has already embraced and started! Simultaneously, the .. n .. Section 3-Fire Department Review of Headquarters Program Functions page 87 (ll'i(jl!irnrom.uc ______ lillllllllll ________ lllllli ____________________ Nl!:f.UUHO~t!nUi Issues: Fire Department's message plays against an increasingly noisy backdrop of media messages. ♦ Public information for the fire service serves two purposes: information about emergencies and other Fire Department activities as well as providing the public with information that they can use to prevent fires and injuries and prepare for emergencies. ♦ Does the Department have an effective public education program that takes advantage of opportunities for exposure? ♦ Does the public education program recognize the changing role of the fire service by broadening its scope? ♦ Is the public information system effective in providing information about the Fire Department and providing information about fire prevention? Observations: ♦ These programs are assigned to one full-time Fire Prevention Specialist II on less than a half-time basis. Earlier in the decade, the majority of the Fire Department public education programs were eliminated to meet budget reductions. This was changed in 2006 when this need was transferred to fire prevention. In 2008, several members of the Department volunteered to participate in a City Stuff program for all 3rd grade students. The firefighters added a fire safety message to the program, which was very well received. ♦ On not much more than a superficial level, the Department is not providing fire and life safety presentations to all school children and community groups on regular and age appropriate basis. The current program is driven by topical interest from resident requests and staff. Examples of these are: ► Bi-annual business security/preparedness workshops; ► Fire Prevention Week open houses; ► Fire and fall prevention for seniors; ► Occasional fire extinguisher training, career days and school presentations; ► In 2008, there were 5,032 citizen contacts at 72 events. However, many of these events were multi-purpose such as safety, and they were not focused only on fire prevention. In other departments of Carlsbad's size or slightly larger, Citygate has seen average citizen contacts anywhere from 15,000 to 200,000 contacts. ♦ Realistically, the Department should be able to provide in depth training to every student in the community at the second or third grade level and to community groups (service clubs, neighborhood watch, senior centers, etc.) as requested. C!OOllt ~-uc Section 3-Fire Department Review of Headquarters Program Functions page 88 ~-,~: t Hu'f . .Ul:'..t '>U·'l'~W• ' < ♦ Typically, these are some of the public education programs that Citygate routinely sees in a more robust public education program: ► Station Tours of all Department Fire Stations for any interested parties; ► Community Events; ► Senior Safety Programs, ranging from Disaster Preparedness to Fall Prevention for seniors in care facilities and also for those living on their own; ► Career Information; ► Fire Extinguisher Training; ► Preschool and Elementary School Fire Safety Programs; ► Everyone in the Department is involved in public education: fire suppression, prevention and administration personnel. A Public Education Coordinator keeps track of who conducts the events and the number of hours; ► Advertising safety messages on City bus billboards and in movie theaters. Finding #19: As with Fire Prevention, the public education program scope is suffering from lack of funding for position hours and material for handouts, media messages, etc. Recommendation #16: Public Education Programs: The public education program needs a greater, on-going commitment. The program deserves emphasis as a key fire department service to the community, to include the requisite staffing hours and media material resources for public outreach. 3.2.9 Information Systems Fire service daily activity and other periodic reports form the basis for management oversight and the necessary historical records. They consist of incident reports, patient care records, activity logs, drill rosters, equipment status reports, fire prevention records, weed abatement inspections, permits, billing and similar documents. b;sue: ♦ Are the Department data systems adequate, available and timely enough to provide management oversight and historical record? .. n·· Section 3-Fire Department Review of Headquarters Program Functions page 89 Orroffl! lllli<ll!!!S. uc -llllllllllllllllllllllllllllllllllllllllllllllllll-illlallllllllll-llllllllllllllllllll_llllllllll_llllllllllllllllll-llllllllllllllllllllllllliillllllllll--llllllllllllllllllllllllllllllllllllllll-11111111111111111111 _____ qrg1~H~i:tn-:.1w(r~ Observmions: ♦ The Departmental computer network based records management system is primarily one published and supported by Zoll Data Systems, called RescueNet Fire RMS ♦ The Fire Department uses this system for incident reporting, documenting individual training and "Other Entries." The "Other Entries" tab is used as a station log for daily staffing, intern staffing, ride along documentation, injuries on duty, exposures, and Fire Department involved vehicle accidents. ♦ The Federal NFIRS compliant incident reports are well detailed, providing excellent documentation of incident events, useful in historical, cost-recovery, statistical analysis and benchmarking, and as aids for legal matters, assisting in protecting City and Departmental liability. When exported, NFIRS reports satisfy the NFIRS reporting requirement that is a pre-requisite or mandate for many grants. The incident report section is the official record of Fire Department incidents. Printouts of incident reports are provided to the public for a fee, or may be provided to other agencies. ♦ California Firefighter Apprenticeship Training reimbursement records are based on reports from the training database. ♦ The Department also maintains electronic training and scheduling records, along with the previously mentioned newer paramedic patient care records system. ♦ Drug inventory is maintained daily. The paramedic coordinator performs oversight this as mandated by the FDA. ♦ The Department does not have internal computer systems support; it is provided from the citywide IT Department. Occasionally the Department reports that this service response time does not take into account the needs of emergency services to maintain up-time reliability 24/7/365 as well as to facilitate the needs of the Departmental systems to communicate with other partner agencies outside of the City's firewall security syst_ems. Commendations ♦ The City has invested appropriately in best-practice, complainant information systems. Due to the minimum staffing in fire administration, some of these systems have to be supported internally by managers and line firefighters. Due to this, there is not always the ability to audit records to be sure they are fully complaint with internal and external regulatory agency needs. ~n ~c Section 3-Fire Department Review of Headquarters Program Functions page 90 <1t:.} ~:t-Hl0::'..~·'>11t'ft!fi ------------'~'" _____ , ______ _ .. . . . ' .; Finding #20: Due to the limited staffing in fire administration and citywide IT, some of the Departmental information systems have to be supported internally by managers and line firefighters. Due to this, there is not always the ability to audit records to be sure they are fully complaint with internal and external regulatory agency needs. This can be addressed on an on-going basis as other administrative staffing needs can be better met. 3.2.10 Disaster (Emergency) Preparedness ♦ The Carlsbad Fire Department is in charge of the City's disaster preparedness programs. These services range from internal City preparedness, as evidenced by its Disaster Operations Plans and City staff training, to external agency coordination and citizen preparedness training. Carlsbad is no stranger to the impacts of disasters having experienced first hand the impacts in the 1996 Harmony Grove Fire that rampaged through Southeast Carlsbad, destroying 54 homes. ♦ The City two years ago invested in a full-time, credentialed Emergency Preparedness Manager, upgrading the efforts from that of a Fire or Police mid- manager on a limited, shared time basis. ♦ The Emergency Preparedness Strategic Goals are: ► Strengthen City preparedness programs; ► Develop community relationships; ► Strengthen mutual aid partnerships; ► For City plans to be deemed compliant, meet federal and state requirements. ♦ The Emergency Preparedness Program works on these goals by: ► Preparing and updating City plans; ► City staff education, training and exercises; ► Emergency Operations Center (EOC) physical capabilities, including EOC operations software and allied technologies; ► Citizen training outreach through Community Response Teams (CERT), Safe School partnerships and Business Response Organizations (BERI) in the Tri-City area; ► Coordinate with the San Diego County Unified Disaster Council (UDC); • Regional training, exercises and linked technologies ► Mutual aid linkages, plans and communications; ► Shared specialty units and teams, such as Hazardous Materials Incidents response. """ Section 3-Fire Department Review of Headquarters Program Functions page 91 orrom l!lW(ffll!i uc ______ .. _____________________________ qrtHsHiifli.(''>ih~g ♦ The City was able to exercise its plans and training for City EOC staff when it successfully activated its EOC during the two recent County mega fire storms. ♦ The City plan is in compliance with Federal and State mandates. The City Plan annexes on specialty topics are somewhat outdated; these are being worked on. ♦ The program uses best-practices information system databases and inter-agency · linking technologies to manage large emergencies, costs for reimbursement and mutual aid request coordination with partner agencies. ♦ The County and cities are working on a critical infrastructure protection plan. ♦ Emergency Preparedness staffing was recently increased with the addition of a limited term, 960-hour per year temporary position to assist with planning updates and outreach. ♦ As in any City, the on-going challenge is to keep general government employees focused on maintaining their disaster response skills, as this responsibility is a core competency. Commendations ♦ The City is on the right track by making a serious commitment to disaster preparedness planning, training and logistical support. ♦ The recent dedicated staffing additions are commendable and somewhat unique in a city of Carlsbad's size, showing the City's leadership in this area. 3.3 REGIONAL ISSUES Fire, emergency medical and disaster preparedness services are always part of a regional system. No one community, even a metropolitan city like San Diego during the firestorms, can stand- alone. Typically, cities of all sizes staff for the usual and customary types and quantities of emergencies, then use mutual aid for catastrophic emergencies. While this works, multi-agency coordination takes staff time, is never the same as the operating efficiency of a larger agency, and does not reduce the cost overlap of multiple agencies each having their own headquarters teams. Smaller agencies are considering more formal partnerships or full operating mergers to gain operating efficiencies and economies of scale. Such studies are beyond the scope of this master- planning project other than to say that Carlsbad should continue to invest the planning time in those regional partnerships that make sense for Carlsbad and its partners in the Tri-City region. 3.3.1 McClellan-Palomar County Airport The County Department of Public Works operates this general aviation airport. It serves many uses ranging from the hobbyist flyer to the business commuter flyer, to aviation storage and repair business, to flight training and increasingly to commuter passenger service to larger airports by United Express/SkyWest. In 2008, the airport had approximately 190,000 take-off and landing cycles, down from 2007 due to the economy. Regardless, the airport is very popular and in 2009 opened a new 18, 000 square .. ' . """ <moo!llll~.uc Section 3-Fire Department Review of Headquarters Program Functions page 92 ~,tr ~ l!IC!'t:UtJt •ti~'!~>li ----------------·"~"-""'"""'~--~-..--· __ ... _,. •. _____ ,.., .......... ·-· ........ , ... ·--11'-f¼-. foot, state-of-the-art terminal with airline security screening, restaurant, Customs facility and other amenities. The Federal Aviation Administration regulates fire protection for commercial aircraft operations by "indexes" that reflect both the size of the aircraft risks and the quantity of passengers per plane and per day. Fire response criteria range from an international high capacity airport needing advanced crash-fire-rescue apparatus staffed and able to respond from time of crew alert to center of runway within 90 seconds and able to instantly apply quantities of firefighting foam, to small community airports with no firefighting requirements. Palomar Airport is a class 1 airport as defined by the FAA. The FAA Advisory Circular #150/5210-14b states "The FAA recommends the use of National Fire Protection Association Standards as outlined in this document. The standards referenced are recommended by the FAA for applications at all airports regardless of the airport index." NFP A 403 Standard for Aircraft Rescue and Firefighting Services at Airports 2009 edition Chapter 8.1.2.1 recommends a minimum number of firefighting personnel as two. Currently the airport aircraft rescue and firefighting (ARFF) protection is provided by the private company Pro-Tee Fire Services, Ltd. This company also has the c:ontract for the Burbank Airport. They staff a 16-hour day from 0600 hours to 2400 hours. They staff a single ARFF unit with ~ person. The Carlsbad Fire Department is notified for all Alert 1 aircraft emergencies and responds to Alert 2 and 3 aircraft emergencies with a Battalion Chief, two engines, a ladder truck, and a medic unit. Carlsbad Fire does not have any significant aircraft firefighting apparatus or equipment other than very small quantities of foam carried on the structure fire pumpers. While the airport meets the FAA minimum for staffing with one ARFF unit operator, this is a very minimal level of service for any serious incident and there is no assurance that Carlsbad Fire Station #5 will be available to immediately respond from that site. As such, the airport would be better served to at least provide two-firefighter staffing per the NFP A 403 recommendation. Finding #21: McClellan-Palomar County Airport is busy, economically important and visible to the County's and Carlsbad's business and tourism industries. Both parties should explore an enhancement to firefighting and EMS safety for the users of the airport. ..n .. Section 3-Fire Department Review of Headquarters Program Functions page 93 C!10ffll nsl',Cll!!S. n< ----------------------------------------l•H!;:~~H$tin'\H11~~; Recommendation #17: Airport Protection: The County airport's administration and Carlsbad need to consider how to plan for and fund modest improvements to aircraft fire and passenger protection at McClellan-Palomar County Airport. At a minimum, NFP A 403 should be complied with providing a minimum of 2 firefighters stationed at the airport during commercial passenger flight operations hours. In addition, Carlsbad firefighters should receive additional training specific to ARFF incidents. 3.4 FIRE DEPARTMENT REPLACEMENT PLANS Fire departments use many expensive tools and pieces of equipment today. These are over and above the traditional needs such as fire hose, nozzles and ladders. Departments today have to fund expensive items such as self-contained breathing apparatus, radios, computers, hazardous materials testing sensor equipment, paramedic cardiac monitor defibrillators, etc. Traditionally, many cities, including Carlsbad, establish capital asset replacement funds for fire apparatus on 15 or so year replacement schedules. This helps the agencies to save for each unit's eventual replacement and keeps budget surprises from occurring year to year when something wears out. Today, a single breathing apparatus can cost $7,000 and only last 8-10 years as safety regulations change. A paramedic cardiac monitor defibrillator can cost $25,000 and last five years. All together, Carlsbad fire staff has indentified nine such items with life cycles of 5 to 15 years. If all these items were replaced at once, the lump sum cost in today's dollars is $1.4M. If replacement schedule budgeting is used to save an appropriate amount per year to have the needed funds when an item comes due for replacement, the annual cost in today's dollars is approximately $25,000, once the replacement fund is up and capitalized. Citygate believes such small asset replacement funding is an excellent budget-forecasting tool to smooth out expenses year to year for capital equipment funding. Recommendation #18: Asset Replacement Plan Funding: Citygate recommends the City implement Fire Department asset replacement funding, so that on an annual basis the City is saving for the appropriate replacement of items like breathing apparatus and cardiac monitor defibrillators . .. n .. Cl!mftlt ~ llC Section 3-Fire Department Review of Headquarters Program Functions page 94 h~[ ~ H:!U:ft~t ")U,¥~~H .... .._, . SECTION 4-FISCAL IMPACTS Section Intent: This chapter first presents order-of-magnitude costs identified for the recommendations contained in this study. These are sufficient to permit the understanding of costs in current dollars so future long-range fiscal planning for fire and other City needs can occur when the economy recovers. Then, illustrative general timelines for implementing improvements are demonstrated. Detailed costing is not possible until City leadership approves fire service deployment measures with master plan recommendations and sees enough of an economic recovery to plan for fire service enhancements. Even when the economy recovers, the City will likely have sustained damage to its existing service levels and fiscal reserves. As such, Fire Department needs may or may not be of sufficient priority to receive funding early in a recovery. The Council will have to understand all of the City's under-met needs and make the appropriate fiscal allocation decisions. Additionally, the facility needs mentioned above need more detailed planning and cost estimation based on City fire station standards and specific site costs. 4.1 COMPONENT COSTS Personnel Cost to bring a 6th Engine Company on-line with a 3-firefighter crew per day with salaries, benefits, earned leave replacement overtime and supply costs per year: Personnel cost for 3 Firefighter/Paramedics: Personnel (salary/benefits) cost for one (1) Firefighter: Personnel (salary/benefits) cost for one (1) Fire Prevention Specialist II: Personnel (salary/benefits) cost for one (1) Secretary: Personnel (salary/benefits) cost for one (1) Office Specialist II: Additional cost to reclassify Admin BC to Division Chief: Additional cost to reclassify Fire Marshal to Division Chief: Cost for one (1) additional structure fire pumper: Cost for replacement of one (1) older fire station, without land costs@ $550/sq. ft. X 5,000 sq. ft.: $1,212,000 $372,000 $105,000 $116,000 $79,000 $66,000 $33,000 $33,000 $450,000 $2,750,000 If the City decides to add these enhancements as recommended by Citygate, the table below provides an illustration or sample of how this might be phased in over several years and the associated annual estimated cost in FY 08-09 dollars: Section 4-Fiscal Impacts page 95 aim llllVCffi. oc _______ lllllim _____________________________ htrtH:H~:lf'."l',.\h•;(l~ "' . ' " Sample Phasing and Additional Cost Plan Phase Item Operating Cost Capital Cost One Detailed costing included in strategic plan: Staff Time 0 Restore staffing for the 6th Engine Company at Fire Station #5: $1,212,000 Purchase Type 1 engine to restore the 6th engine: $485,000 Increase headquarters office support staffing by 1.75 FTE: Two $95,500 Add .25 personnel to Fire Prevention for Vegetation Mgmt.: $7,500 Reclassify Admin BC to Division Chief: $33,000 (Optional -Add three FIF's per year for three years to total 9 FTE's for Engine #6:) ($420,000) Add one Fire Prevention Specialist II for Inspections and Public Education: $116,000 Three Add 4th firefighter/day to Ladder Truck: $372,000 Replace Fire Station #3: $2,750,000 Four Add one Fire Prevention Specialist 11 for Hazardous $116,000 Materials Inspection: Outer Year Totals: 111952000 $3,235,000 Long Replace Fire Station #1: $2,750,000 Term OOtllllI ~ uc Section 4-Fiscal Impacts page 96 h,:e\f!':r;!t:fU:>t}U·'l":S.ji ------------------------------------ SECTION 5-RECOMMENDED SOLUTIONS AND PHASING PLAN 5.1 DEPLOYMENT PLAN FINDINGS AND RECOMMENDATIONS The City of Carlsbad has adequate fire crew coverage, partially because of its automatic aid relationship with its neighboring fire departments. Due to recent economic conditions, the City has struggled to increase the daily firefighter staffing as the population and calls for service have increased. Citygate's deployment study findings do not recommend that Carlsbad needs additional fire stations, but that over time, as fiscal conditions allow, Carlsbad does need to increase staffing, both in field services and headquarters programs. Citygate's deployment findings for Carlsbad as noted in Section 2 are: Finding #1: The City does not have a complete and current best practices designed fire deployment measure adopted by the City Council that includes a beginning time measure starting from the point of dispatch receiving the 911-phone call, and a goal statement tied to risks and outcome expectations. The deployment measure should have a second measurement statement to define multiple-unit response coverage for serious emergencies. Making these deployment goal changes will meet the best practice recommendations of the Center for Public Safety Excellence (formerly the Commission on Fire Accreditation International). Finding #2: The City is substantially developed enough in terms of population density and building development to desire an urban level of first-due fire unit coverage, which is 4 minutes of travel time for the best possible outcomes. Finding #3: The City is very difficult to cover efficiently with a cost-effective quantity number of fire stations due to the non-grid street network and very difficult coastal topography with canyons running east west down to the oceans and lagoons. Finding #4: Given the difficult to serve terrain and the coverage from the 4th through 5th minute of travel, the current quantity of six fire stations is a most cost effective model. Finding #5: To increase coverage at the 4th minute of travel would require two more fire stations -a 7th fire station near El Fuerte Street and Poinsettia Lane and an 8th fire station at Calle Barcelona and Paseo Avellano. Given the modest number of critical calls for service in these lighter density residential neighborhoods and the ability to reach them in 4 to 5 minutes of travel time, Citygate does not find that adding either station would be cost effective. Finding #6: Citygate finds that the re-location of Fire Station #3 would improve service to more road miles by 43 percent by reducing unnecessary overlapping coverage with Station #1. The small area east of current Station #3 can be covered in the 4th to 5th minute of travel time from the new site. The current Station #3 parcel is Section 5-Recommended Solutions and Phasing Plan page 97 am:m:llllroff!!it!C -----------------------------------i;ntrn:H~f{l',.\H\U'!'. too small to re-build an adequate fire station meeting current Building Code and fire service needs. Finding #7: With a citywide fire/EMS incident first-due unit performance of 07:15 (minutes/seconds) at 89.7 percent, the overall current station and automatic aid ~ystem is delivering close to a City gate recommended best practice goal point of 7 minutes, 90 percent of the time for the first-due unit. Finding #8: Both the current dispatch and crew turnout times are over a Citygate recommended goal point by 15 seconds each. Focus and training on these steps can easily reduce these to 1 minute for dispatch and 2 minutes maximum for turnout time at the 90 percent point for fire/EMS calls averaged citywide. Doing so would save a combined 30 seconds and bring the citywide 90 percent performance measure to 6:45 without adding resources. Finding #9: With a citywide fire/EMS incident travel time performance of 06:15 @ 90.9 percent, the current deployment system cannot meet a best practice recommendation of 4 minutes travel, 90 percent of the time citywide. However, this is due to a very hard to serve non-grid street system and hilly topography. Many calls are answered in fewer minutes, which is why the total time measure from 911 approaches City gate's recommendation. Four of the six station areas are too large, without enough overlap from other stations, for a six-station system to meet a 4-minute travel time measure given Carlsbad's topography. However, each population cluster does have a primary fire station and many of the calls for service with travel times from four to six minutes are in-between population clusters in open space, surface street and freeway areas. Carlsbad is unique in that large open space areas separate major neighborhoods. Given the few miles of inhabited streets outside a 4-minute travel time ideal goal, it would not be cost effective to add stations to meet a 4-minute travel time measure. Finding #10: The simultaneous emergency call for service rate of 40 percent for two incidents at once is not a significant issue in the near term, given the mutual aid support from the automatic aid system. Finding #11: For multiple-unit coverage to serious incidents (first alarm), the current Carlsbad system, in conjunction with its automatic aid partner agencies, delivers acceptable performance by delivering four stations by 12:15 min/sec 90 percent of the time. While this is past a usual Citygate recommended goal point of 11 minutes at 90 percent, given the relatively new age of much of Carlsbad's buildings, the gentle climate and the resident's socio-economic ability to maintain those buildings in a safe condition, the frequency of building fires is low, and will stay low for years to come. To add fire stations to lower this measure for a very small number of building fires past the 11th minute of total response time would not be cost- effective. """ (lll(iffl! iWi'<lffl, U( Section 5-Recommended Solutions and Phasing Plan page 98 ~~tf J /18:tUH!"r ~H•~Ha Finding #12: The City benefits from the mutual aid regional response system. While this system cannot replace existing City stations or units, the City should continue to participate in this valuable support system for simultaneous calls for service and multiple-unit serious emergencies. Finding #13: Citygate finds that operating a ladder truck in lieu of a full 6th Engine Company is a compromise that should not continue very long, in a city of over 100,000 people with all of the diverse, urban risks present in Carlsbad. Citygate's recommendations are designed to improve these issues as fiscal resources allow. Based on Citygate's above findings and the national best practices outlined in this study, Citygate makes the followingrecommendations regarding fire station and crew deployment: Recommendation #1: Adopt Revised Deployment Measures: The City should adopt revised performance measures to direct fire crew planning and to monitor the operation of the Department. The measures should take into account a realistic company turnout time of 2 minutes and be designed to deliver outcomes that will save patients medically salvageable upon arrival; and to keep small, but serious fires from becoming greater alarm fires. Citygate recommends these measures be: 1.1 Distribution of Fire Stations: To treat medical patients and control small fires, the first-due unit should arrive within 7 minutes, 90 percent of the time from the receipt of the 911 call. This equates to 1 minute dispatch time, 2 minutes company turnout time and 4 minutes drive time in the most populated areas. 1.2 Multiple-Unit Effective Response Force for Serious Emergencies: To confine fires near the room of origin, to stop wildland fires to under 3 acres when noticed promptly and to treat up to 5 medical patients at once, a multiple-unit response of at least 14 personnel should arrive within 11 minutes from the time of 911 call receipt, 90 percent of the time. This equates to 1 minute dispatch time, 2 minutes company turnout time and 8 minutes drive time spacing for multiple units in the most populated areas. Recommendation #2: Restore the 6th Engine Company: As fiscal resources allow, the most beneficial next improvement in fire services the City could make would be to add back the 6th fire engine with a 3-person crew at Station #5. Recommendation #3: . Replace and Relocate Fire Station #3: As tested in this study, the City should continue to pursue the relocation of Fire Station #3 to City property on Cannon Road, just east of El Camino Real. """ Section 5-Recommended Solutions and Phasing Plan page 99 Gi'il'.lfflt ~ uc -----------------... ------------------hH~HJ,lht¥~•-~iht't:: Recommendation #4: Recommendation #5: Ladder Truck Staffing: After the 6th Engine Company is re- established, and as fiscal resources allow, the City should strongly consider staffing the ladder truck with 4 firefighters per day to make this unit the most effective in serious emergencies. Rebuild and Enlarge Fire Station #1: As the City approaches build- out, it should re-build Station #1 to meet current fire service needs and make it large enough to house a ladder truck, either one re-located from Station #5, or a shared ladder truck with Oceanside. 5.2 NON-DEPLOYMENT HEADQUARTERS FUNCTIONS FINDINGS AND RECOMMENDATIONS A fire department Carlsbad's size needs to have a management team that is the proper size, and adequately trained and supported. There are increasing regulations to be dealt with in operating fire services, and the proper hiring, training and supervision of line employees requires an equally serious commitment to leadership and general management functions. The organization chart shows an organization that should generally meet the needs of a Department the size of Carlsbad's. However, due to the fiscal pressures on the City, there has been greater emphasis on staffing fire companies to provide emergency response than on the needs of the management team to coordinate and lead the organization. Citygate understands the City's fiscal situation and does not find the headquarters functions critically insufficient. However, the following findings and recommendations do provide a road map from which to request additional resources as the City finds the ability to provide them. Finding #14: Carlsbad's Fire Prevention programs are overly oriented to best practices for the processing of new construction and the positive, proactive management of wildfire fuel control. There is not the program emphasis or staffing to come close to providing annual or even tri-annul inspections to over 3,000 businesses, plus public education programs. Finding #15: As part of a future fire department strategic plan, the Department needs to identify what frequency of commercial and industrial fire inspections it should deliver. Even on a two-year rotation, it will take additional fire inspectors to complete even 1,500 inspections annually. Finding #16: Many agencies have implemented fire prevention fees (compliant with the California AB-8 Fee requirement) to offset the actual costs of providing fire inspections services meeting the safety needs of their communities. Under the law, such fees are designed to reflect the actual time and materials costs to each type of permit or inspection. Finding #17: The fire investigation function is provided at a minimum level to only serious fires. Given the low staffing in fire prevention, any serious arson or civil case will seriously impact other workloads unless the case is turned over to the ~n ~c Section 5-Recommended Solutions and Phasing Plan page 100 ~~Sf t f~UUt;':!" ~H·'t~;1,; 1--•. Sheriffs Arson Unit and Carlsbad Police. Investigations are increasingly more complex to gain success in court. Over time, this function needs more attention in the after hours staffing plan. Currently, it is sufficient due to the low frequency of fires given Carlsbad's newer building ages and socio-economic conditions. Finding #18: Fire Prevention is understaffed for the current workload for both technical and office support needs. Additional staffing will be required to implement more usual and customary inspection and public education programs. Finding #19: As with Fire Prevention, the public education program scope is suffering from lack of funding for position hours and material for handouts, media messages, etc. Finding #20: Due to the limited staffmg in fire administration and citywide IT, some of the Departmental information systems have to be supported internally by managers and line firefighters. Due to this, there is not always the ability to audit records to be sure they are fully complaint with internal and external regulatory agency needs. This can be addressed on an on-going basis as other administrative staffmg needs can be better met. Finding #21: McClellan-Palomar County Airport is busy, economically important and visible to the County's and Carlsbad's business and tourism industries. Both parties should explore an enhancement to firefighting and EMS safety for the users of the airport. The following recommendations for the headquarters and support functions for the Carlsbad Fire Department can be accomplished over time as City fiscal resources allow. These recommendations also provide the command staff the information from which to prioritize the resources, both in staff and funding that they do have. Recommendation #6: Personnel Development: 6.1 Develop a training program for Chief Officers consistent with the IAFC Officer Development Handbook. At a minimum, all Chief Officers should be certified as Chief Officers through the Office of State Fire Marshal. This would fulfill the basic training requirement. 6.2 Concurrently develop a program to enhance their educations using community resources to meet the education recommendations of the Officer Development Handbook. 6.3 The Division Chiefs and Fire Chief should avail themselves of the National Fire Academy's Executive Fire Officer program. This program is world-renowned and the only cost to the City is the time away and the cost of meals while at the Academy. The program consists of four two-week sessions and is spread over four years; an applied research paper written by the participant follows each session. Section 5-Recommended Solutions and Phasing Plan page 101 OOtl!!lt ~ uc _________________ ... ___________________ H:;-i~•l:Un:{>',.\hif{. """ Recommendation #7: Recommendation #8: Recommendation #9: 6.4 The City and Department should conduct a position classification study of the Administration Battalion Chief position and strongly consider a reclassification to that of Division Chief. Office Support Positions: The City should undertake an analysis of the administrative needs of the Fire Prevention, Fire Administration and Fire Operations support functions as soon as possible. Fleet: 8.1 As apparatus is retired from front-line service it should be retained until there is a ratio of at least one reserve for each two front-line apparatus. 8.2 When there is storage capacity the Department should invest in a used, good quality ladder truck for a reserve for the front-line truck or work out an arrangement with other departments in the area to jointly fund a reserve truck. 8.3 The City should fully fund the ~ecessary training for three technicians for two weeks each year. This would be a small investment that could easily pay for itself in a short time by having more of the work done in the shop in Carlsbad. 8.4 Citygate did not perform a complete evaluation of the City's fleet maintenance program, as much of the fleet does not consist of fire department assets. However, the workspace appears crowded and the inability to work on two of the Fire Department's units indicates that the current facility has limitations. Funding for enlarging the City's shop should be included in the next revision of the CIP. Technical Rescue: Perform an in-house review of all technical rescue and hazardous materials response training and certifications. Ensure that the proper codes are referenced in the program. Ensure that members' training is current. This has been completed during the timeframe this study was prepared and shows how the training program manager is on top of current issues. Recommendation #10: Pre-Incident Planning: Consider adopting NFPA 1620 as the basis for a pre-incident planning program. Develop a programmed approach to pre-incident planning, including appropriate training and support. Ensure that the program is consistent with the programs of Automatic Aid Partners. Carlsbad is currently part of a regional standardization of both structure and wildland preplans that will be accessible on mobile data computers. Ollfjffli~m uc Section 5-Recommended Solutions and Phasing Plan page 102 ht!! H;:!Uii:r.r ">H'Wh _______________________________ .....,_...., __ ..,._, -"-••·----··· ""'-,_ ... 'C•---·· ·~· ~-,,,.s;,,,-.,.~,~-,-_. .. 1.:. A Recommendation #11: Training Officer Rotation: 11.1 The Department should explore the possibility of making the training assignment three years. · This would give the incumbent enough time to put a firm stamp on the program, while at the same time retaining the advantage of rotating Battalion Chiefs into the position. 11.2 Using the newly formed training committee, the Training Battalion Chief should review the current Chief Officer training level. From that, develop a training plan that is included in the promotional path. Recommendation #12: Fire Department Level Risk Management: 12.1 Tailgate safety sessions, such as the "6 -Minutes for Safety" program should be conducted at the beginning of each shift by the company officers (see link below). Chief officers should verify ~is by spot checking on the safety topic and discussing it further to enhance its prestige. (http:/ /www.nifc.gov/sixminutes/dsp sixminutes.php) 12.2 Conduct a Department safety analysis using Annex B of NFP A 1500 to identify areas in the Safety and Health Program that are working and those that need improvement. Recommendation #13: Fire Prevention Resources: The City needs to re-evaluate its focus on fire prevention from new construction based to more balanced to include the safe maintenance of existing buildings, along with increased emphasis on public education and fire investigation programs. It is much more cost-effective to prevent fires from occurnng. Recommendation #14: Fire Prevention Workload Analysis: The City should undertake a formal workload analysis of fire prevention staffing. This should include the possibility of contracting out technical plan checks. The most immediate needs are to add .5 FTE office support and increase one 1,000-hour position by .25 FTE (part time). Recommendation #15: Fire Prevention Fee Study: The City should consider undertaking a fire prevention fee study with the goal to offset, where possible, the added staff to conduct on-going fire code and hazardous materials inspections. Recommendation #16: Public Education Programs: The public education program needs a greater, on-going commitment. The program deserves emphasis as a key fire department service to the community, to include the requisite staffing hours and media material resources for public outreach. ..n .. Section 5-Recommended Solutions and Phasing Plan page 103 arnm ~!l'l. uc -------------------------------------tit~ti11n,.:on'!>lhtU~ Recommendation #17: Airport Protection: The County airport's administration and Carlsbad need to consider how to plan for and fund modest improvements to aircraft fire and passenger protection at McClellan- Palomar County Airport. At a minimum, NFP A 403 should be complied with providing a minimum of 2 firefighters stationed at the airport during commercial passenger flight operations hours. In addition, Carlsbad firefighters should receive additional training specific to ARFF incidents. Recommendation #18: Asset Replacement Plan Funding: Citygate recommends the City implement Fire Department asset replacement funding, so that on an annual basis the City is saving for the appropriate -replacement of items like breathing apparatus and cardiac monitor defibrillators. 5.3 PRIORITIES AND TIMING Some of the recommendations in this planning effort requiring minimal additional resources can be worked on in parallel. Others will take several fiscal years, both in time and funding. Given these two realities, Citygate recommends the following short-term priorities: 5.3.1 Priority One ♦ Absorb the policy recommendations of this fire services study and develop a strategic plan that adopts revised Fire Department performance measures to drive the deployment of firefighting and emergency medical resources. 5.3.2 Priority Two ♦ Add 1.0 Fire Prevention Specialist for inspections and public education. Add 1. 7 5 office support positions to support headquarters and fire prevention. ♦ Increase Fuel Management Program with .25 positions. ♦ Reclassify the Administrative Battalion Chief to Division Chief. ♦ Restore staffing to the 6th Engine Company, or as an option based on fiscal constraints, begin a 3-year program to bring back the 6th Company staffing. 5.3.3 Priority Three ♦ Add a 4th firefighter per day to staff the ladder truck with a more effective team. ♦ Relocate and replace Fire Station #3. 5.3.4 Priority Four ♦ Add one Fire Prevention Specialist for hazardous materials inspection. ♦ Continue to support Fire Prevention programs, especially in the areas of public education and hazardous materials inspections. """ COOi!! ~ uc Section 5-Recommended Solutions and Phasing Plan page 104 Hti/!M¥UfJt-.,.lt':':i~li ----------------------------------- 4. .: ,_, - 5.3.5 Long Term ♦ ♦ Design and replace Fire Station # 1. Design and replace Fire Station #2. .. n .. Section 5-Recommended Solutions and Phasing Plan page 105 OOGmt•ll5ronf!5. uc ------------------------------------<·.t\!;~!.tHO(l'~\tN"i~ Fire Department Fire Department Planning Study for thePlanning Study for the 2250 East Bidwell St., Ste #100 Folsom, CA 95630 (916) 458-5100 Fax: (916) 983-2090 Management ConFolsom (Sacramento), CA sultants City of Carlsbad, CA City of City of Carlsbad, CACarlsbad, CA Volume 2 of 3 Volume 2 of 3 ––Map AtlasMap Atlas September 21, 2009 CITIGflTf flSS9ClflTfS , LLC ■ ■ ■ ■ • • • • • y. ■ ■ --Clfl'dfilt fiSS9Clfilts. llC f RI & [MIRGIHY SERVICES Legend Fire Stations 0 Carlsbad 0 Other Municipalities [:] Carlsbad .SD County -Encinitas O oceanside O san Marcos O vista Zoning -COMMERCIAL -AGRICULTURE OPEN SPACE MIXEDNARIOUS RESIDENTIAL -VILLAGE REDEVEL. Transportation -Freeways ~ Major Roads -Local Roads Legend 0 ISO Sites >= 2500 GPM Fire Stations 0 Carlsbad 0 Other Municipalities [~".J Carlsbad -SD County -Encinitas O oceanside O san Marcos O Vista Zoning -COMMERCIAL -AGRICULTURE LIM ITED CONTROL -INDUSTRIAL OPEN SPACE MIXED/VARIOUS RESIDENTIAL -VILLAGE REDEVEL. 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'· ' \,. \ '\ \ \ Legend Fire Stations 0 Carlsbad 0 Other Municipalities [:J Carlsbad .SD County .Encinitas O oceanside O san Marcos O Vista Transportation -Freeways ,_, Major Roads -Local Roads Legend Fire Stations 0 Carlsbad 0 Other Municipalities [:J Carlsbad .SD County .Encinitas O oceanside O san Marcos O Vista Transportation -Freeways ,_, Major Roads -Local Roads Legend Fire Stations G Carlsbad G Other Transportation -Freeways _, Major Roads -Local Road s Municipalities ,. ...... L . .i Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista Legend Fire Stations G Carlsbad G Other Transportation -Freeways _, Major Roads -Local Road s Municipalities ,. ...... L . .i Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista Legend Fire Stations G Carlsbad G Other Transportation -Freeways _, Major Roads -Local Road s Municipalities ,. ...... 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L . .i Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista Legend Fire Stations 0 Carlsbad 0 Other Hot Spot of All Incidents Concentration of Incidents -Very High -High 0 Moderate O Low 0 None Transportation -Freeways -=-Major Roads -Local Road s Municipalities r.:J Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista \ .. .-,,.-~ '·· I Legend Fire Stations 0 Carlsbad 0 Other Hot Spot of All EMS Concentration of Incidents -Very High -High 0 Moderate O Low 0 None Transportation -Freeways -=-Major Roads -Local Roads Municipalities r.:J Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista Legend Fire Stations 0 Carlsbad 0 Other Hot Spot of All Fires Concentration of Incidents -Very High -High 0 Moderate O Low 0 None Transportation -Freeways -=-Major Roads -Local Road s Municipalities r.:J Carlsbad -SD County -Encinitas D oceanside O san Marcos O vista Fire Stations 0 Carlsbad 0 Other Fires f All Structure Hot spot o Concentration of Incidents -Very High -High i;;lModerate 0 Low 0 None tion Transporta -Freeways _,Major Roads -Local Road s Municipalities ~-·7 Carl sbad l--·· -SD county -Encinitas D oceanside O san Marcos □vista Legend Fire stations G Carlsbad Q) Proposed 0 Other Municipalities [:J Carlsbad .SD County .Encinitas O oceanside O san Marcos O Vista Transportation -Freeways ,_, Major Roads -Local Roads \ \ \ \ \ ~ \ :''"'1 ~---·-.. --~ , . ',~ .. \.y,-·.,.. -:.. .. Legend Fire stations C) Carlsbad Q) Proposed 0 Other Municipalities [:J Carlsbad .SD County .Encinitas O oceanside O san Marcos O Vista Transportation -Freeways ,_, Major Roads -Local Roads \ \ \ 'i \ \ \ _;•·1 \.~--✓ Legend Fire stations C) Carlsbad Q) Proposed Q Other Municipalities [:J Carlsbad .SD County .Encinitas O oceanside O san Marcos O Vista Transportation -Freeways ,_, Major Roads -Local Roads Legend Fire stations G Carlsbad Q) Proposed 0 Other Transportation -Freeways _,, Major Roads -Local Roads Municipalities [:] Carlsbad .SDCo..mty .Encinitas O oceanside O san Marcos O Vista Legend Fire stations C) Carlsbad Q) Proposed 0 Other Municipalities [:J Carlsbad .SD County .Encinitas Ooceanside Osan Marcos OVista Transportation -Freeways ,_, Major Roads -Local Roads CITYCiflTf flSS°ClflTfS LLC FOLSOM (SACRAMENTO), CA MANAGEMENT CONSULTANTS ii FIRE DEPARTMENT PLANNING STUDY FOR THE I: L, VOLUME 3 OF 3 -STATS APPENDIX September 21, 2009 II 2250 East Bidwell St., Ste #100 II Folsom, CA 95630 (916) 458-5100 Fax: (916) 983-2090 This page was intentionally left blank CARLSBAD FIRE DEPARTMENT STATISTICAL APPENDIX Dataset Identification This section describes the sources and quality of data used in this study. The Omega Group has furnished North County CAD data for 28,443 incidents dated from 7/16/2003 through 3/24/2009. This CAD data included 55,480 Apparatus records for the same period. Since no NFIRS 5 data was available from North County Dispatch JP A, incident data was reconstructed from furnished apparatus response records. The essential analysis fields were provided. - Initial quality control revealed many data gaps in 2003, 2004 and 2005 data. Records for those years were deleted. After deletion 27,608 incident and 53,693 apparatus records remained for the time period 1/1/2006-3/24/2009. Data Quality Carlsbad uses the current NFIRS 5 reporting standard. Dataset strengths include the following: 1. Use of seconds in all time fields 2. Use ofNFIRS 5 Apparatus module 3. Latitude / Longitude made available in CAD data 4. Multiple years of data were available. Dataset weaknesses could not be determined since no NFIRS 5 transactions were available. Analysis Period Three calendar years of data will be used for trend analysis; 2006, 2007 and 2008. Detailed operational analysis will be performed using 2008 data, the most recent calendar year. Service Demand Service demands are broken-down into specific incident types and property types. Dollar losses are also outlined in this section. In 2008 the Carlsbad Fire Department responded to an average of 26.44 incidents per day. 1.96% of incident responses were to fire, 66.40% to EMS and 31.64% to other types of incidents . .. n .. Volume 3-Carlsbad Fire Department Statistical Appendix page 1 orro~:Sf!lSrom. tK llllllllllllllllllllllllllllllllllllllllllllllllllmlllllmlllllllllllllllllllllilllllllllllllllllllllllmlllllmlllllmlllllmlllllmllllllllllllllllllllllllilllllllllilllllllllilllllllllllllllllmlllllmlllllmlllllmlllllmlllllllllllllllllllllllllllllllllllllllllllllllll ... ,,~ttrn1n,~,,'°~i·,•,;f~ Breakdown by Incident Type and Property Type Below is a list of the top incident types occurring in Carlsbad fire station areas for 2008. Incident types with less than 10 responses were eliminated from the list. Notice the second most numerous incident type is "611 Dispatched & canceled en route". Incident Type 321 EMS call, excluding vehicle accident with injury 611 Dispatched & cancelled en route 322 Vehicle accident with injuries 622 No incident found on arrival at dispatch address 324 Motor vehicle accident with no injuries 554 Assist invalid 651 Smoke scare, odor of smoke 745 Alarm system sounded, no fire -unintentional 735 Alarm system sounded due to malfunction 541 Animal problem 7 43 Smoke detector activation, no fire -unintentional 733 Smoke detector activation due to malfunction 323 Motor vehicle/pedestrian accident (MV Ped) 522 Water or steam leak 111 Building fire 553 Public service 552 Police matter 571 Cover assignment, standby, move up 700 False alarm or false call, other 600 Good intent call, other 412 Gas leak (natural gas or LPG) 652 Steam, vapor, fog or dust thought to be smoke 510 Person in distress, other 381 Rescue or EMS standby 131 Passenger vehicle fire 744 Detector activation, no fire -unintentional 7 40 Unintentional transmission of alarm, other 113 Cooking fire, confined to container 142 Brush, or brush and grass mixture fire 561 Unauthorized burning 151 Outside rubbish, trash or waste fire 411 Gasoline or other flammable liquid spill 445 Arcing, shorted electrical equipment 551 Assist police or other governmental agency 671 Hazmat release investigation w/ no hazmat 118 Trash or rubbish fire, contained 353 Removal ofvictim(s) from stalled elevator Count 5,687 1,426 376 256 221 174 116 109 104 74 70 65 59 50 49 48 44 43 35 32 30 30 26 24 22 22 20 19 19 19 17 17 14 14 14 13 13 arml!ltfl%'0nrtutc Volume 3-Carlsbad Fire Department Statistical Appendix page 2 <,<:: tf~Hl?~i! >l~'!~!H 1111111111-lllllllll--llllllllllllllllilllllllllllilllllllllllilllllllllllllllllliiallllllllillll-llllllllllllllllll--111111111-llllllllllllllllillll_lllllllillll ____________ __ t Incident Type 331 Lock-in (if lock out, use 511) 550 Public service assistance, other 500 Service Call, other 520 Water problem, other 715 Local alarm system, malicious false alarm Count 11 11 10 10 10 The ranking of the top 10 incident types change when we rank incident types by staff hours instead of the number of incidents. Building fires moves from the 15th position to 3rd place. Incident Type 321 EMS call, excluding vehicle accident with injury 322 Vehicle accident with injuries 111 Building fire 142 Brush, or brush and grass mixture fire 611 Dispatched & cancelled en route 324 Motor vehicle accident with no injuries 141 Forest, woods or wildland fire 622 No incident found on arrival at dispatch address 651 Smoke scare, odor of smoke 554 Assist invalid Count 12,180.32 1,150.17 548.29 453.65 444.43 280.46 228.61 220.48 184.15 171.95 This chart shows the top types of property receiving services from the Carlsbad Fire Department during 2008. Property types with fewer than 20 responses were eliminated from the list. Incident Type 419 1 or 2 family dwelling 429 Multifamily dwellings 963 Street or road in commercial area 311 24-hour care Nursing homes, 4 or more persons 965 Vehicle parking area 400 Residential, other 962 Residential street, road or residential driveway UUU Undetermined NNN None 960 Street, other 500 Mercantile, business, other 961 Highway or divided highway 900 Outside or special property, other 459 Residential board and care , 519 Food and beverage sales, grocery store 599 Business office 340 Clinics, Doctors offices, hemodialysis centers 215 High school/junior high school/middle school 931 Open land or field Count 26,613 10,056 2,371 2,314 2,137 1,981 1,924 1,872 1,466 1,418 1,107 901 779 696 674 593 566 431 415 Volume 3-Carlsbad Fire Department Statistical Appendix page 3 arror.it n1WJNt1. lK .-11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111i11111111111i111111111llllllllllllllllllllllll._.llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllMlllllllllllllllllllilllllllllllllllllllllllllllllllllllllllllllllllMllllllllllllil--<in i: at~~~·~::-=:.;h:~'~ Incident Type 449 Hotel/motel, commercial 213 Elementary school, including kindergarten 439 Boarding/rooming house, residential hotels 131 Church, mosque, synagogue, temple, chapel 511 Convenience store 571 Service station, gas station 161 Restaurant or cafeteria 580 General retail, other 581 Department or discount store 300 Health care, detention, & correction, other 321 Mental retardation/development disability facility 331 Hospital -medical or psychiatric 936 Vacant lot 888 Fire station 342 Doctor, dentist or oral surgeon's office 322 Alcohol or substance abuse recovery center 549 Specialty shop 241 Adult education center, college classroom 938 Graded and cared-for plots of land 700 Manufacturing, processing . 579 Motor vehicle or boat sales, services, repair 200 Educational, other 951 Railroad right of way 539 Household goods, sales, repairs 529 Textile, wearing apparel sales 592 Bank 124 Playground 569 Professional supplies, services 946 Lake, river, stream 559 Recreational, hobby, home repair sales, pet store 100 Assembly, other 365 Police station 141 Athletic/health club 341 Clinic, clinic-type infirmary 343 Hemodialysis unit 160 Eating, drinking places 150 Public or government, other 210 Schools, non-adult 557 Personal service, including barber & beauty shops 891 Warehouse 211 Preschool 162 Bar or nightclub Count 368 365 339 267 249 235 209 186 181 178 176 167 164 142 141 125 119 105 104 103 90 87 78 74 73 72 70 69 63 62 61 61 59 58 54 51 47 45 45 45 41 40 f/ITqtlt~~Il?d\i .v.o.1u•m-e•3--C•a•r•ls 111 b•a•d•F 11111 i 11111 re 11111 D-ep.a 1111 rt•m-e 1111 nt 1111 S 11111 t 111 a 11111 ti•st 1111 ic 11111 a 1111 l•A•p•p•e•n•d•ix ____________ _.P.a111g 111 e-4 ... Incident Type 460 Dormitory type residence, other 899 Residential or self storage units 600 Utility, defense, agriculture, mining, other 120 Variable use amusement, recreation places 940 Water area, other 110 Fixed use recreation places, other 323 Asylum, mental institution 254 Day care, in commercial property 596 Post office or mailing firms 800 Storage, other 123 Stadium, arena 363 Reformatory, juvenile detention center 130 Places of worship, funeral parlors 631 Defense, military installation 121 Ballroom, gymnasium 144 Casino, gambling clubs 564 Laundry, dry cleaning 974 Aircraft loading area Count 39 39 36 34 32 31 30 25 25 25 24 23 22 22 20 20 20 20 Here are the top ten property types by staff hours. Notice this ranking more closely resembles the property type ranking by incident count. Incident Type 419 1 or 2 family dwelling 429 Multifamily dwellings 311. 24-hour care Nursing homes, 4 or more persons 962 Residential street, road or residential driveway 961 Highway or divided highway 931 Open land or field 963 Street or road in commercial area 449 Hotel/motel, commercial 965 Vehicle parking area 599 Business office Count 5583.26 2176.08 1221.67 792.72 670.34 593.27 582 523.51 395.82 314.83 11111 V 11111 o 11111 1u 11111 m 11111 e 1111111111 3 1111111111 C 11111 a 1111 r 11111 1s 111 b 111111 a 11111 d 111111 F 111111 ir 11111 e 11111 D 11111 elllllip11111a 111111 rt 111111 m 1111111111 en 11111 t 11111 S•t 1111 a•ti 11111 s 1111 tic 11111 a•l•Allliipllllip 1111 e 11111 n 11111 d 1111 ix 11111111111111111111111111111111111111 .. 111111111111111111111111111111 .... 11111111111111111111 1111ip•a•g•e•5 $;l!~lt,q~t!!},A~ The 3-year trend indicates a strong increase in the number of incidents. The number of incidents has risen from 7,290 to 9,649. That is an average increase of 800 incidents a year over 3 years. Number of Incidents by Year 10000 9500 9000 8500 8000 7500 7000 6500 6000 .2l 5500 c:: ., 5000 'C ·o 4500 .f: 4000 35-00 3000 2500 2000 1500 1000 500 0 2006 2007 2008 Here is the breakdown by incident type. Notice while fires declined in 2008 EMS and "Other" incident types have risen steadily. 6500 6000 5500 5000 4500 400{) 3500 3000 2500 2000 1500 1000 500 0 Number of Incidents by Year by Incident Type 2006 2007 2008 ■ Fires ii EMS D Other coom IIIIV-Jhr.i uc Volume 3-Carlsbad Fire Department Statistical Appendix page 6 <<?: :,; h·fH.j~/·1 ~i~'i<)!'; This graph compares incident activity by hour of day by year. Notice peak activity hours are from 10:00 -18:00. The increase in incident activity seems to be after 7:00am with the greatest number of incidents being added during peak activity hours. 650 500 550 500 450 400 (ll c 350 Q) "C -c::; 300 ~ 250 20() 150 100 50 0 Number of Incidents by Hour of Day by Year Ill -I "" l!ill n---•-,---0 l!ill ✓'°' l!JI l1iil ·- D D '.o .. _ ;" .... / D D 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 HourofDay 11 zoos II 2007 0 2006 The graph below illustrates the number of incidents by month in the last three calendar years: Number of Incidents by Month by Year 900 -~-,,,..,.~ ---',, 11 2000 850 ········ ---.. --• ........ -----------•· II 2007 ----------•-___j/j___ 800 0 2006 Ill--~--!Ill .. ·---~-----Ilk,_ "' • 750 El llll l!ill [I 700 [jj -650 ll!I ,,,,D---•... - -~ -·•--. ..._ --□ 600 -o---------~--u 550 500 45() 400 350 300 250 200 150 10() 50 () 01 02 03 04 05 06 07 OB 09 10 11 12 Month Volume 3-Carlsbad Fire Department Statistical Appendix page 7 rnrominis.oN!itK ...................... -................ --........................ _ .. _____ <<H ~i!'Hi;ir,r,s~h<'.~ """ The following graph illustrates monthly trends by incident type: Number of Incidents by Month by Incident Type in 2008 01 02 03 04 05 06 07 08 09 Month 10 11 12 II Fires mffl EMS 0 Other While incident activity is relatively stable by day of week we do see a trend for slightly fewer incidents on weekends: Number of Incidents by Day of Week by Year 1500 •--11 200B 1400 --·-"" -----ITll 2001 --------■----------■-------------•---------0 2006 1300 li!I li!I llil El ---.. "" 1200 - 1100 --0-----------------------□-----------------~--..... 1000 ·------n-- ~ 800 .l!l 800 li; 'C ·c::; 700 E 600 500 400 300 200 100 0 1 Mon 2Tue 31•1Ved 4 Thu 5 Fri 6 Sat 7 Sun ~:m;,rr~d\~ .. v .. o .. 1 .. u.m.e_3-_c_a.rl.s·b·a·d·F-ir.e.o.e .. p.a.rt ... m.e.n.t.s.t.a.t.is.t.ic.a.,.Allllpllllplllelllnllldlllilllxllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllp■a-g.e-8 Demand by Station Area Here is an incident count by station by year. Notice the steady increase in activity in station areas 1 and 2: Number of Incidents by Station by Year 2100 2000 1900 1800 1700 1600 1500 1400 1300 "' 1200 1= 1100 Q) u 1000 ·u £ 900 800 700 600 500 400 300 200 100 0 CB1 CB2 CB3 CB4 CBS CB6 station The following graph shows the distribution of EMS incidents by· station area by year: Number of EMS Incidents by Station by Year 1500 1400 1300 1200 1100 1000 900 E 800 Q) u ·u 700 £ 600 500 400 300 200 100 0 CB1 CB2 CB3 C84 CB5 CB6 Station 11 200a II 2007 0 2006 II 200a l!il 2007 0 2006 .. " .. Volume 3-Carlsbad Fire Department Statistical Appendix page 9 rnm~~.L~!!i uc 1111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111--IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIB---iin t f~H:.::!'$'.1 ~.Pr<H Here is a breakdown of the number of fires by station area by year: Number of Fire Incidents by Station by Year 60 ,-----------,,------~-----~-----~-----~----~ 55 50 45 40 35 30 25 20 15 10 CB1 C82 C83 CB4 C85 station Here is the number of structure fires by station area: Number of Structure Fire Incidents by Station by Year 8 7.5 7 6.5 6 5.5 5 ~ 4.5 '" 4 'C ·c::; .!: 3.5 3 2.5 2 1.5 1 0.5 0 CB1 CB2 C83 CB4 CBS station C86 C86 aoour fl.llronm. uc Volume 3-Carlsbad Fire Department Statistical Appendix Lt: i i~~nt:f:~ ~n·"i~;i'« II 2000 11 2001 0 2006 11 200s 11 2001 0 2006 page 10 Total staff hours by station can be fairly volatile subject to change based on an unusual incident or two. Here is the total number of staff hours expended by station during three calendar years: 4200 4000 3800 3600 3400 3200 3000 2800 2600 2400 ~ 2200 ::, 0 2000 :i: 1800 1600 1400 1200 1000 800 600 400 200 0 Total Staff Hours (All Incident Types) by Station by Year C81 CB2 CB3 CB4 CB5 Station CB6 ■ 2008 11 2007 0 2006 The chart below provides a breakdown of response statistics by station area. These stats are for all incidents in Carlsbad station areas during 2008. Stations are listed in order of overall incident activity: (ifW~T{ N v":: _« V -0~•t'"¥0>'."'R~rn-w~~-s;:,7' ~N;-~" 7;,~zr=v='ffi";~,;:...v =vN~~ 0=-'-Yffec '"'ti;,N>::;~;ir:r"'="=~-:~ ~r~:~:w,;," =~- lli11ffil , . ' , b't'c 'J,x ' , ?• c;.· \\1 Medi '" ~v&jflr V V V ""-s-~-; l,X ~;:, ~¼ V V : ! ;,, V ' ' ?. "' 0 1 g V 7 I, "' I:" , \\1 , , , ,. Respge11'2 /: '\? ;:'.: _4Bf v ,y.vf"i:\ w < f y 0., ':; JlH-tlulm'q~S g • ¼ ~mm l :•'yj)"11:IJI , e' ,Jl1 ~-; : if?m: Dai i 6 Dm~ , & J ;J¼h:.<:<J=-L=>f'-=M~' ,"~ "-"~.J~~l'fil:r:&w =-=~=~~'t:lili.@]5f;fu&fufilLru0_w,=~';.:"-,J:_ "-'«£:Ii,,x:',, «-_;~~-w~,;"'"'J.3.,,,0>C~="=~=""@ CB1 2,065 1.99% 72.40% 25.62% 5.64 4.13 CB4 1,449 1.59% 74.74% 23.67% 3.96 5.13 CB3 1,310 1.37% 70.69% 27.94% 3.58 4.77 CB2 1,310 1.60% 73.97% 24.43% 3.58 4.93 CBS 891 1.01% 61.50% 37.49% 2.43 5.67 CB6 724 1.38% 66.16% 32.46% 1.98 5.52 Volume 3-Carlsbad Fire Department Statistical Appendix page 11 a!lG-mtr.is.,;m uc lllllllilllllllllll .. llllllllllllllllllllllllllllll .. llllllllllllllllllll ..... llllllllllllllllllll .. llllllllll .. lllllllllllllillllll-llallllllllll .. 11111111111111111111 .. IIIIIIIIII .. IIIIIIIIII .. IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII--IIIIIIIIII-~<E:t>JI.Ht:;\{t\.ihC;?~ The following graph illustrates total dollar loss by station area. This measurement is very volatile as one large loss can skew the pattern: 1700000 1600000 1500000 1400000 1300000 1200000 1100000 Cll 1000000 Cll 0 900000 ...J .!!! 800000 0 0 700000 600000 500000 400000 300000 2l\OOOO 100000 0 C81 Total Dollar Loss by Station by Year C82 C83 CB4 station CB5 CB6 II 2008 II 2001 □ 2006 The following tables break down total dollar loss by month by station area for 2008: CB1 2,300 2,500 3,000 11,000 98,008 7,400 CB2 1,500 500 0 0 0 2,100 CB3 3,500 0 0 1,350 60,000 3,500 CB4 500 0 4,125 0 0 30,000 CBS 0 0 1,500 0 0 0 CB6 0 0 0 0 0 0 Monthly Totals 7,800 3,000 8,625 12,350 158,008 43,000 \½=:. {' _= "''J~;{ "'={ w 1/ <;PH,-'ff '{_,~~ Z '«f' *~ 7:1ffl_"1z"/4v-!'> 'WJ, >ll,h W"'0~ S'~ l;;"'':.,'-'1/~'g:~µ-1/:f'"" V,C }'. •,~=;:i«<= :;:'""~wv,>,~ -,/" # :vS-»"»"'-'/'".J;\c./;l(" ;::'""."'.¥,z;:d : !Station -: Jul ; i :::= ~ "~ugc~ -~_ Sep C ' ;Om " : ' ' Nov ' -' Oeci " -""r'ffltil ~" = -'<-w k;,:J""---~ ~"<"dz<" -wffi_.,_:;;,,.,:; v ~ ;,,.. «~ -~,S <' C/,;c.,; -,,,= <-. = _,.' J="""'~ vv v );)-:::,.;; v:,w C,: ~~~ CB1 6,000 5 7,000 5,000 22,000 20 164,233 CB2 4,000 3,800 0 109,500 140,080 27,500 288,980 CB3 0 2,000 0 10,500 50 0 80,900 CB4 1,500,000 12,400 0 145,500 0 500 1,693,025 CBS 1,000 0 0 1,000 0 0 3,500 CB6 2,000 200 19,000 0 0 200 21,400 Monthly Totals 1,513,000 18,405 26,000 271,500 162130 28,220 2,252,038 .. n .. R~,~ll/ft~~ 111 v.0 111 Iu111m 111 e .. 3-.. C111a11111r.ls11111b11111a11111d11111F11111i 111111 re11111111D11111e 1111 pa11111rt111m .. e11111nt11111S11111t11111a111ti11111s111ti111ca111I111A11111p 111111 p111e111n11111d111ix111111111111111111111111111111111111 .... 111111111111111111111111111111111111111111111p111a 111111 g1111e111111 .. 2 l' Overall Response Time Once the types of incidents and losses are quantified, analysis shifts to the time required to respond to those incidents. Fractile breakdowns track the percentage (and count the number) of incidents meeting defined criteria such as the first apparatus to reach the scene within progressive time segments. In the past Carlsbad has reported their response time from the time of crew dispatch to the time the first apparatus arrives on the scene. These same criteria will be used here for overall response time. Curlsba,i 1st Appararusfhnn LJi::,patch to Arrintl Here is a fractile breakdown for Carlsbad fire station responses for 2008. To focus these calculations only responses to Carlsbad station areas were considered. Also, aid given incidents were not included in this calculation. Incidents exceeding 20 minutes response time were also eliminated. There are 7,409 Incident records being analyzed. 558 records were ignored because of a zero time value. Dispatch to Arrival<= 00:00:00 .0% (0) Dispatch to Arrival<= 00:00:15 1.2% (79) Dispatch to Arrival<= 00:00:30 1.4% (99) Dispatch to Arrival<= 00:00:45 1.6% (111) Dispatch to Arrival<= 00:01 :00 1.9% (133) Dispatch to Arrival<= 00:01:15 2.4% (165) Dispatch to Arrival<= 00:01:30 2.8% (193) Dispatch to Arrival<= 00:01 :45 3.3% (227) Dispatch to Arrival<= 00:02:00 3.9% (266) Dispatch to Arrival<= 00:02:15 4.8% (326) Dispatch to Arrival<= 00:02:30 6.1 % (415) Dispatch to Arrival<= 00:02:45 8.3% (568) Dispatch to Arrival<= 00:03:00 11.0% (757) Dispatch to Arrival<= 00:03:15 14.2% (975) Dispatch to Arrival<= 00:03:30 18.8% (1,286) Dispatch to Arrival<= 00:03:45 23.7% (1,621) Dispatch to Arrival<= 00:04:00 29.5% (2,018) Dispatch to Arrival<= 00:04:15 34.9% (2,388) Dispatch to Arrival<= 00:04:30 40.8% (2,795) Dispatch to Arrival<= 00:04:45 46.4% (3,182) Dispatch to Arrival<= 00:05:00 52.4% (3,593) Dispatch to_Arrival <= 00:05:15 57.7% (3,950) Dispatch to Arrival<= 00:05:30 62.3% (4,267) Dispatch to Arrival<= 00:05:45 66.8% (4,574) Dispatch to Arrival<= 00:06:00 71.5% (4,896) Dispatch to Arrival<= 00:06:15 75.7% (5,183) Dispatch to Arrival<= 00:06:30 79.2% (5,425) Dispatch to Arrival<= 00:06:45 82.3% (5,637) Volume 3-Carlsbad Fire Department Statistical Appendix page 13 ammtftll,mtu.uc ---------lllllllllll-llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllillalllllllllllll--111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111-<if!-tH<l~:..'filc'.t',,~\' H Dispatch to Arrival<= 00:07:00 84.9% (5,814) Dispatch to Arrival<= 00:07:15 87.0% (5,961) Dispatch to Arrival<= 00:07:30 89.0% (6,100) Dispatch to Arrival<= 00:07:45 90.7% (6,214) Dispatch to Arrival<= 00:08:00 92.1% (6,313) Dispatch to Arrival<= 00:08:15 93.2% (6,383) Dispatch to Arrival<= 00:08:30 94.2% (6,455) Dispatch to Arrival<= 00:08:45 95.2% (6,521) Dispatch to Arrival<= 00:09:00 95.8% (6,564) Dispatch to Arrival<= 00:09: 15 96.5% (6,613) Dispatch to Arrival<= 00:09:30 97.0% (6,643) Dispatch to Arrival<= 00:09:45 97.3% (6,669) Dispatch to Arrival<= 00:10:00 97.7% (6,695) Dispatch to Arrival<= 00:10:15 98.0% (6,717) Dispatch to Arrival<= 00:10:30 98.3% (6,732) Dispatch to Arrival<= 00:10:45 98.5% (6,748) Dispatch to Arrival<= 00:11:00 98.7% (6,759) Dispatch to Arrival<= 00:11:15 98.8% (6,769) Dispatch to Arrival<= 00:11:30 98.9% (6,777) Dispatch to Arrival<= 00:11 :45 99.1 % (6,786) Dispatch to Arrival<= 00:12:00 99.2% (6,798) Dispatch to Arrival<= 00:12:15 99.3% (6,803) Dispatch to Arrival<= 00:12:30 99.4% (6,809) Dispatch to Arrival<= 00:12:45 99.4% (6,811) Dispatch to Arrival<= 00:13:00 99.5% (6,815) Dispatch to Arrival<= 00:13:15 99.5% (6,820) Dispatch to Arrival<= 00:13:30 99.6% (6,824) Dispatch to Arrival<= 00:13:45 99.6% (6,824) Dispatch to Arrival<= 00:14:00 99.7% (6,829) Dispatch to Arrival<= 00:14:15 99.7% (6,831) Dispatch to Arrival<= 00:14:30 99.7% (6,833) Dispatch to Arrival<= 00:14:45 99.8% (6,836) Dispatch to Arrival<= 00:15:00 99.8% (6,836) Dispatch to Arrival<= 00:15:15 99.8% (6,836) Dispatch to Arrival<= 00:15:30 99.8% (6,837) Dispatch to Arrival<= 00:15:45 99.8% (6,838) Dispatch to Arrival<= 00:16:00 99.8% (6,839) Dispatch to Arrival<= 00:16:15 99.9% (6,841) Dispatch to Arrival<= 00:16:30 99.9% (6,843) Dispatch to Arrival<= 00:16:45 99.9% (6,843) Dispatch to Arrival<= 00:17:00 99.9% (6,846) Dispatch to Arrival<= 00:17:15 99.9% (6,846) Dispatch to Arrival<= 00:17:30 99.9% (6,846) Dispatch to Arrival<= 00: 17:45 99.9% (6,846) Dispatch to Arrival<= 00:18:00 100.0% (6,848) Dispatch to Arrival<= 00:18:15 100.0% (6,849) (1fl¼'llt flll?JflID !le Volume 3-Carlsbad Fire Department Statistical Appendix page 14 i:~:}f:::,q:t,,$"'~,H"i<:'.'s ----------------------------------- Dispatch to Arrival<= 00:18:30 100.0% (6,850) Dispatch to Arrival<= 00:18:45 100.0% (6,850) Dispatch to Arrival<= 00:19:00 100.0% (6,851) Dispatch to Arrival<= 00:19:15 100.0% (6,851) Dispatch to Arrival<= 00:19:30 100.0% (6,851) Dispatch to Arrival<= 00:19:45 100.0% (6,851) Dispatch to Arrival<= 00:20:00 100.0% (6,851) Median Dispatch to Arrival 00:04:55 (4.92 minutes) Average Dispatch to Arrival 00:05:08 (5.13 minutes) Here is the breakdown for first apparatus on scene compliance by station using the same data set. Station Compliance Percentage for Dispatch to Arrival at 6 Minutes 100 90 80 70 Q) 60 ~ E 50 Q) ~ CL 40 30 20 10 0 CB1 CB2 CB3 CB4 CB5 CB6 Station Here is the breakdown for the same set of incidents: -,-r~:t'·;tg,~1111111' p=r:=1,"'~~"1:;" ~r:: =,, ~ifi:{"$%-;":1""~$$'"';7/fi'~:wri=" "ur"'\,! &:7'7: ~ &p,-,, m r ,,; "' ; S?cY'":' :%¥:t 'S?¾I'; 'ill~ ; 7-"'7?'41fs';=~ f:'f_ !P /Y"' :S,J ,;~ '}:, :-, ·," 0 ' '' lltor:1+Tu: IMcmf~: Mins lo : ":lfms to%~ f ,,~. 8 •T;; %'Bl!· ' ""-,,. w,.._ ~ "'" " ,c;.r %/\:'Sf% > ~~ _ , " zf" i " , ..,;z "'i _ "'¼i ~llilltfn: :lnellli::, ~afu~ ,, ;u,~ . · B'.li, JIB~ min. ?,, :lln1f1:. ~~~~-1ith%0i~K~"~~ ~c(m:2\_,,\dtlE'":~~t-<h»-y :tLS iliB~(i:J:,_ Vd,;\.,Z««« 4;( =~ ~ ~::;,,,,, __ <~ ,~,;,:~" \d= -illhw::'_ ,,;s~~X<W'.ZA 4 w"" k CB1 1,923 141 8 0:06:30 0:05:30 85.74% 92.42% CB4 1,417 109 2 0:08:00 0:06:45 65.90% 82.64% CB2 1,278 86 7 0:07:30 0:06:30 72.39% 86.49% CB3 1,250 87 3 0:07:45 0:06:45 71.19% 83.83% CBS 822 89 1 0:08:30 0:07:30 55.52% 75.44% CB6 719 46 2 0:08:15 0:07:15 60.62% 78.30% Volume 3-Carlsbad Fire Department Statistical Appendix page 15 CITTGtrt nssrot!!i ttc -----111111111111111111111111111111111111111--1111111111111111111111111111111111111111111111111111-11111111111111111111llilillll111111111111111111111111N1-IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIINlllllllllllllllllllllllllll--illllli-•hj!\tlUh~il:1 '>\h':t'.~· Fire & EMS Incidents Only There are 5,412 Incident records being analyzed. 25 records were ignored because of a zero time value. Dispatch to Arrival<= 00:00:00 .0% (0) Dispatch to Arrival<= 00:00:15 1.2% (63) Dispatch to Arrival<= 00:00:30 1.5% (81) Dispatch to Arrival<= 00:00:45 1.7% (91) Dispatch to Arrival<= 00:01:00 2.0% (108) Dispatch to Arrival<= 00:01:15 2.5% (133) Dispatch to Arrival<= 00:01 :30 2.9% (158) Dispatch to Arrival<= 00:01:45 3.4% (185) Dispatch to Arrival<= 00:02:00 4.0% (218) Dispatch to Arrival<= 00:02:15 5.0% (271) Dispatch to Arrival <= 00:02:30 6.4% (345) Dispatch to Arrival<= 00:02:45 8.8% (475) Dispatch to Arrival<= 00:03:00 11.8% (637) Dispatch to Arrival<= 00:03:15 15.3% (822) Dispatch to Arrival<= 00:03:30 20.4% (1,098) Dispatch to Arrival<= 00:03:45 25.7% (1,383) Dispatch to Arrival<= 00:04:00 31.9% (1,720) Dispatch to Arrival<= 00:04:15 37.9% (2,040) Dispatch to Arrival<= 00:04:30 44.2% (2,381) Dispatch to Arrival<= 00:04:45 50.3% (2,710) Dispatch to Arrival<= 00:05:00 56.4% (3,036) Dispatch to Arrival<= 00:05:15 61.9% (3,336) Dispatch to Arrival<= 00:05:30 66.5% (3,582) Dispatch to Arrival<= 00:05:45 70.9% (3,818) Dispatch to Arrival<= 00:06:00 75.3% (4,055) Dispatch to Arrival<= 00:06:15 79.4% (4,277) Dispatch to Arrival<= 00:06:30 82.6% (4,452) Dispatch to Arrival<= 00:06:45 85.4% (4,600) Dispatch to Arrival<= 00:07:00 87.8% (4,730) Dispatch to Arrival<= 00:07:15 89.7% (4,832) Dispatch to Arrival<= 00:07:30 91.5% (4,931) Dispatch to Arrival<= 00:07:45 93.2% (5,018) Dispatch to Arrival<= 00:08:00 94.4% (5,087) Dispatch to Arrival<= 00:08:15 95.3% (5,134) Dispatch to Arrival<= 00:08:30 96.2% (5,180) . Dispatch to Arrival<= 00:08:45 96.9% (5,220) Dispatch to Arrival<= 00:09:00 97.4% (5,246) Dispatch to Arrival<= 00:09:15 97.8% (5,269) Dispatch to Arrival<= 00:09:30 98.2% (5,289) Dispatch to Arrival<= 00:09:45 98.4% (5,300) Dispatch to Arrival<= 00:10:00 98.6% (5,313) Dispatch to Arrival<= 00:10:15 98.8% (5,324) Cllltll!lt tlll'it!Mi uc Volume 3-Carlsbad Fire Department Statistical Appendix page 16 i,~,ti~=Hht:\,n~,;ii ------------------------------------- t • Dispatch to Arrival<= 00:10:30 99.0% (5,331) Dispatch to Arrival<= 00:10:45 99.1 % (5,339) Dispatch to Arrival<= 00: 11 :00 99.2% (5,343) Dispatch to Arrival<= 00:11:15 99.3% (5,348) Dispatch to Arrival<= 00: 11 :30 99.4% (5,352) Dispatch to Arrival<= 00:11:45 99.4% (5,354) Dispatch to Arrival<= 00:12:00 99.5% (5,359) Dispatch to Arrival<= 00:12:15 99.6% (5,363) Dispatch to Arrival<= 00:12:30 99.6% (5,365) Dispatch to Arrival<= 00:12:45 99.6% (5,366) Dispatch to Arrival<= 00:13:00 99.7% (5,369) Dispatch to Arrival<= 00:13:15 99.7% (5,370) Dispatch to Arrival<= 00:13:30 99.8% (5,374) Dispatch to Arrival<= 00:13:45 99.8% (5,374) Dispatch to Arrival<= 00:14:00 99.8% (5,377) Dispatch to Arrival<= 00:14:15 99.8% (5,378) Dispatch to Arrival<= 00:14:30 99.8% (5,378) Dispatch to Arrival<= 00:14:45 99.9% (5,379) Dispatch to Arrival<= 00:15:00 99.9% (5,379) Dispatch to Arrival<= 00:15:15 99.9% (5,379) Dispatch to Arrival<= 00:15:30 99.9% (5,379) Dispatch to Arrival<= 00:15:45 99.9% (5,379) Dispatch to Arrival<= 00:16:00 99.9% (5,380) Dispatch to Arrival<= 00:16:15 99.9% (5,381) Dispatch to Arrival<= 00:16:30 99.9% (5,383) Dispatch to Arrival<= 00:16:45 99.9% (5,383) Dispatch to Arrival<= 00:17:00 99.9% (5,384) Dispatch to Arrival <= 00: 1 7: 15 99. 9% (5,384) Dispatch to Arrival<= 00:17:30 99.9% (5,384) Dispatch to Arrival<= 00:17:45 99.9% (5,384) Dispatch to Arrival<= 00:18:00 100.0% (5,385) Dispatch to Arrival<= 00:18:15 100.0% (5,385) Dispatch to Arrival<= 00: 18:30 100.0% (5,386) Dispatch to Arrival<= 00:18:45 100.0% (5,386) Dispatch to Arrival<= 00:19:00 100.0% (5,387) Dispatch to Arrival<= 00:19:15 100.0% (5,387) Dispatch to Arrival<= 00: 19:30 100.0% (5,387) · Dispatch to Arrival<= 00: 19:45 100.0% (5,387) Dispatch to Arrival<= 00:20:00 100.0% (5,387) Median Dispatch to Arrival 00:04:45 (4.75 minutes) Average Dispatch to Arrival 00:04:56 (4.93 minutes) Volume 3-Carlsbad Fire Department Statistical Appendix page 17 rnit.-!llt l!lS.Ct!t:l. tK _________ lllllllllllll _____ lllllllllllilllllllllllllUl--llillllllllllllllillllllllllllllillllllllllll ________ ,,r1i;ru1,,!j.'.~}iH,<f~ Here is the numeric breakdown for the same set of fire and EMS incidents: l~,t;;rw~g7~"¥'¾}8.;o_fm:=:r::w'~~cc:c-"""""":JP";;":ry1f'=81'.::·"iif:'#"iit'lf0"1J'1W'"~,,,,.,.. "'"'7 i "~ :.~ ;; « ~ "' ~ ~ """)rt "$""' ['%'ltf' ;'14%-~"/;.., "WC» i' "~ -.d"]('<;'W»; ·r• Ii ;ff-0¥ "~;;•0Pdf J' . /',,fTu(,,s'''~ Sb nnonr; moo , ,ia,:,, , ~ , tsoo: , : · :y!~ ~r~,:L~" :; ·;i~;~~~> ·~~: :,-~t; ;ifflmb .. 1~00-. tiUD 2400 1. ;,,; , --~•' 0 ~ 1 ' 0 ·, s1ma1t: "iM1 '. B2 ' . . c r Pl'I.U "laM2 Qv~-L!v~3:'0,u~mi!v,,L.,r.,.A:¥;,,;;~ 1~~:-...d'"-g'k,~::1fu¼Jtfd.,=~/'.ct'.,..,,,:_;: ~" ~ .,,,;""' ~~,,m"',,.."" _ " .,,. .,...,,,Jili.0_,, ~ ;;,,iffu=,<,;; ~ ,C V --~ . ""' -~"'-'"-,,illili: Department-Wide Incidents Count 714 1,563 1,975 1,370 5,622 Apparatus Count 1,552 3,410 4,349 2,963 12,274 Turnout %@2.00 53.50% 93.20% 94.80% 91.60% 88.30% Travel %@4.00 51.90% 56.30% 61.70% 60.20% 58.60% Dispatch to Arrival %@6.00 53.60% 74.30% 78.10% 77.40% 73.70% Call to Arrival %@7.00 71.80% 84.60% 85.20% 88.40% 84.10% Station CB1 Incidents Count 213 397 535 391 1,536 Apparatus Count 470 892 1,185 851 3,398 Turnout %@2.00 58.00% 92.50% 95.20% 91.60% 88.40% Travel %@4.00 77.00% 74.10% 71.60% 78.90% 74.90% Dispatch to Arrival %@6.00 81.20% 85.80% 85.30% 88.40% 85.60% Call to Arrival % @7.00 86.40% 89.10% 88.70% 94.00% 89.90% Station CB4 Incidents Count 117 308 417 264 1,106 Apparatus Count 268 689 905 596 2,458 Turnout %@2.00 36.50% 92.40% 92.70% 86.00% 85.10% Travel %@4.00 47.80% 51.00% 61.50% 54.30% 55.40% Dispatch to Arrival %@6.00 37.90% 67.00% 76.80% 70.10% 68.40% Call to Arrival %@7.00 68.70% 82.50% 85.00% 88.80% 83.50% Station CB2 Incidents Count 137 271 319 263 990 Apparatus Count 287 576 690 555 2,108 Turnout %@2.00 58.10% 95.90% 96.80% 96.10% 90.90% Travel %@4.00 46.30% 53.40% 59.10% 59.50% 55.90% Dispatch to Arrival %@6.00 52.60% 77.90% 79.80% 79.40% 75.40% Call to Arrival %@7.00 76.50% 87.60% 85.20% 88.90% 85.70% @Cl,'ll!fllSi'Gll!!:1ttc Volume 3-Carlsbad Fire Department Statistical Appendix page 18 H::t(~;HH~fr>\t"~~;i•, ---------lllllllllllillllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll ________________ .... __ _ f!~c0 ":'vN;,;:'.~{!0"'~%.°'t"WJ»"'E«v;-,.-,_,..;iff@1f£' f "'.,"o?> ,-~ er:; N? ~N , '""¾N: N ~" ,,,✓• ;:'ff~'.:" ;, """V»¾'"' FN0)";:,,,,,,i N, '.f?;!:~ N == \'#; ;,?T'ffi t1m " :-: ~z', , , : tr : -. , ' ~ODO• iOOOO• i~Dlii 1100.: . ,, ' > , t , :r~ ,· , , ,;, ,. , l!Jl>DD ' 1290 1800 ~::, 2400 ~tlsw -: , ,,:, w,, ; ! ,_1&/-~aaffl ~Ml ~, '" PM!.,, f'ffl : 'J)-1; ~&«i&QJ'm=="TuJ;2Ji@ ,.,lli&s,Elli.,~'<'<-'W>< ~=,k... ~~dillEllli™fL-~ we ~-,~,«'«<a« '-" « -c:,. "'-'"--«we<ve -N we < e<, .~ :,C -= <Z [M =-~ -1/~ <CAW.WM ~ Station CB3 Incidents Count 127 269 345 203 944 Apparatus Count 268 566 757 440 2,031 Turnout %@2.00 44.00% 90.80% 94.30% 88.50% 85.30% Travel %@4.00 50.40% 61.60% 66.00% 60.20% 61.40% Dispatch to Arrival %@6.00 49.60% 77.70% 79.20% 76.10% 74.10% Call to Arrival %@7.00 69.80% 85.40% 85.40% 88.40% 83.90% Station CBS Incidents Count 53 179 207 118 557 Apparatus Count 114 381 471 253 1,219 Turnout %@2.00 71.70% 94.10% 95.60% 96.60% 93.00% Travel %@4.00 9.40% 34.10% 40.00% 29.30% 32.90% Dispatch to Arrival %@6.00 17.00% 61.00% 62.00% 55.90% 56.10% Call to Arrival %@7.00 39.60% 77.00% 77.00% 70.30% 71.90% Station CB6 Incidents Count 67 139 152 131 489 Apparatus Count 145 306 341 268 1,060 Turnout %@2.00 62.70% 94.90% 94.70% 93.90% 90.10% Travel %@4.00 26.90% 41.00% 53.00% 45.80% 44.10% Dispatch to Arrival %@6.00 31.30% 61.20% 73.00% 76.30% 64.80% Call to Arrival %@7.00 50.70% 79.10% 84.10% 86.20% 78.60% Vehicle ID 2291 Apparatus Count 283 516 630 507 1,936 1st Due Count 76 167 182 128 553 Turnout %@2.00 68.00% 95.20% 93.40% 95.30% 90.90% Travel %@4.00 54.70% 56.60% 57.50% 61.40% 57.70% Dispatch to Arrival %@6.00 57.90% 74.30% 68.10% 78.90% 71.10% Call to Arrival %@7.00 68.40% 80.80% 74.20% 86.70% 78.30% Reliability Eng Only 0.00% 0.00% 0.00% 0.00% 0.00% Volume 3-Carlsbad Fire Department Statistical Appendix page 19 crnumt nll?:Jfl!ti, uc lllllllllllllllllllallllllllllllll ___ llllllllllllllllllllllllllllllllllllllllll----llllllllllllllllllllllllllll---------------11111111111111--llllllli---• l·,t;t t H,UiH,.',\>h•'.i~ r~"'::; -,C, ":'.)" ~N ~ ~O = H a ff:.'£'\,':;;;'~;~ = rsr:00::: X W ~': "+_"',/'-0 1% ::: ;~ OH = -~-X v .;"'""NM N t ""' >ty~> ~,~' ,: , , ~; ,k , , =: · -ODDI-" ,/ osw.: . ii-OD-· 18001,; ---"' f1m: , -, . -ono . 1200 1800 24'00 " , /■iJ ,;,. n~~~--.n&a AIH »\~ P:M~ PM2 mer•t GdfucJ'.i;ifuk~-= ,,_Jc==-iliill:lli.===XAc==="""'"~;: "'"'-"=--=-cc "-==== ,.,,,,.,===="'-"=""'-_,_,= -"'""'""""""'""'"~~-t Vehicle ID 2292 Apparatus Count 253 483 591 460 1,787 1st Due Count 31 111 154 101 397 Turnout %@2.00 58.60% 95.40% 96.70% 94.70% 93.00% Travel %@4.00 27.60% 39.40% 41.40% 52.60% 42.60% Dispatch to Arrival %@6.00 32.30% 59.50% 59.70% 72.00% 60.60% Call to Arrival %@7.00 61.30% 68.50% 70.10% 82.00% 72.00% Reliability Eng Only 0.00% 0.00% 0.00% 0.00% 0.00% Vehicle ID 2211 Apparatus Count 211 351 444 372 1,378 1st Due Count 160 255 343 284 1,042 Turnout %@2.00 59.40% 90.90% 95.60% 92.50% 88.00% Travel %@4.00 80.60% 78.70% 80.30% 84.60% 81.10% Dispatch to Arrival %@6.00 86.30% 87.80% 90.10% 91.50% 89.30% Call to Arrival %@7.00 91.30% 93.30% 93.90% 95.80% 93.90% Reliability Eng Only 82.00% 88.10% 67.70% 78.60% 77.20% Vehicle ID 2295 Apparatus Count 109 340 428 246 1,123 1st Due Count 20 89 127 64 300 Turnout %@2.00 55.00% 97.70% 94.40% 95.30% 92.90% Travel %@4.00 10.00% 23.00% 28.60% 23.40% 24.60% Dispatch to Arrival %@6.00 25.00% 41.60% 44.10% 35.90% 40.30% Call to Arrival %@7.00 45.00% 59.60% 55.90% 54.70% 56.00% Reliability Eng Only 0.00% 0.00% 0.00% 0.00% 0.00% Vehicle ID 2214 Apparatus Count 117 300 400 261 1,078 1st Due Count 103 257 333 227 920 Turnout %@2.00 33.00% 92.50% 92.50% 85.00% 84.00% Travel %@4.00 51.50% 59.40% 68.70% 58.40% 61.60% Dispatch to Arrival %@6.00 38.80% 75.10% 83.20% 76.70% 74.30% Call to Arrival %@7.00 71.80% 89.50% 92.50% 94.70% 89.90% Reliability Eng Only 80.00% 82.10% 74.40% 76.90% 77.60% GTT<il!lt ft\5'<1:lilID. uc Volume 3-Carlsbad Fire Department Statistical Appendix page 20 <,,: t H:rthtti >HY~;r, [~"~~@"'::.frrpw~w °')'.2'?~/c\:«~~-:c"'" 'z:r::rs: -;Ft"n;:-.-r7:-' ~ J%1:Sf'N~;&{N$' ,!;;r¾= »"N ifN="='½ ~ fil ,,, ~ , ~",.,m'-0..<".m'~~ , } ' ' dilk ' ' , , : , , , s, ti ~' <" , OQltJf 0600• :ilitJI• f 800• i: ·=. · 7· 1~: = : :: ";,, . f1 : DIDO 1200 ~-:, !2410 ,@j; ~r,,r,-; · sc:. <-·:t RI· -~ AM1 AM2 PMI IM2 IU~atf ~ ?"" ,_-~ ,x,A~ 'N =""' 'i<J:£!b, =' 0m~« ~ "'"~f""¾mJ~-""" "i= =~it_~« x".:--;~ ~"' "'"'""-"-"'"' -~= "'"""'-«~ -,c, " --= -=""" "'~-N~ ="' -"':;;, Vehicle ID 2212 Apparatus Count 137 261 275 253 926 1st Due Count 114 185 191 180 670 Turnout %@2.00 53.50% 96.10% 97.40% 96.60% 89.20% Travel %@4.00 51.80% 54.40% 68.40% 64.00% 60.50% Dispatch to Arrival %@6.00 56.10% 83.20% 86.80% 83.90% 79.80% Call to Arrival %@7.00 78.10% 90.30% 94.20% 92.80% 90.00% Reliability Eng Only 76.10% 75.90% 78.30% 63.20% 73.60% Vehicle ID 2213 Apparatus Count 108 246 325 185 864 1st Due Count 86 192 264 148 690 Turnout %@2.00 35.30% 91.60% 96.20% 87.80% 85.50% Travel %@4.00 62.40% 67.40% 71.60% 67.60% 68.40% Dispatch to Arrival %@6.00 58.10% 80.20% 82.60% 79.10% 78.10% Call to Arrival %@7.00 76.70% 87.50% 90.20% 90.50% 87.80% Reliability Eng Only 84.40% 82.50% 80.40% 78.30% 81.10% Vehicle ID 2216 Apparatus Count 66 148 185 137 536 1st Due Count 63 119 136 114 432 Turnout %@2.00 65.10% 95.70% 93.30% 93.00% 89.70% Travel %@4.00 27.00% 46.20% 57.40% 48.20% 47.50% Dispatch to Arrival %@6.00 31.70% 62.20% 77.20% 78.90% 66.90% Call to Arrival %@7.00 52.40% 83.20% 86.80% 88.60% 81.30% Reliability Eng Only 100.00% 81.30% 79.50% 79.30% 82.20% Vehicle ID 2275 Apparatus Count 42 123 155 113 433 1st Due Count 27 71 88 57 243 Turnout %@2.00 81.50% 95.70% 94.30% 96.40% 93.70% Travel %@8.00 7.40% 38.00% 48.30% 27.30% 35.80% Dispatch to Arrival %@10.00 14.80% 69.00% 64.80% 52.60% 57.60% Call to Arrival % @ 11.00 37.00% 90.10% 83.00% 71.90% 77.40% Reliability Eng Only 0.00% 0.00% 0.00% 0.00% 0.00% .. " .. Volume 3-Carlsbad Fire Department Statistical Appendix page 21 onr..1ll!~alS,.;rsuc ---------llllllllllil-1111111111111111111111111111111111111111111--liiliilllllllllllllllllll--lllllllllllllllllllllllllllllllllllllllllllllllllllllllBlllalllllllllllllllllllllllllllllllll--q;\ ~ fl<P~Hq~i!t('.l,~ i::~ :-I-,~,, ~f-' :¥, ·cc,"w~:':'" t':I " •m =~--" · 1200. 1•~ , :J~","'':' ;'If !'' ,,~, '= , t , ,•: , ' , BOO IIDD 1:800 2400 , :: , t: "\: "' -~CC'.:., ~ -,., ;: w ~ ; (: '= ~,~,pi~!ff ',■nilard, "N!' , "¾ ~ RM1 PM2 mt~•" ~~,$$,:o)tfilillfil«W~"""hl«.i:;~<1~=-=-"====>,,=-==-~==-•~ --'"'""""-"'""""""'""""""'-=°"' ___ ~ __ _,_, =-•" """ "~ _. ---><>.=M~~= Vehicle ID 2215 Apparatus Count 19 50 53 27 149 1st Due Count 11 35 35 18 99 Turnout %@2.00 72.70% 97.10% 97.10% 100.00% 94.90% Travel %@4.00 18.20% 55.90% 48.60% 22.20% 42.90% Dispatch to Arrival %@6.00 18.20% 77.10% 62.90% 61.10% 62.60% Call to Arrival %@7.00 36.40% 94.30% 88.60% 61.10% 79.80% Reliability Eng Only 75.00% 48.00% 42.90% 47.40% 48.80% The following fractile breaks down responses to structure fires that occurred during the 2008 study period. There are 23 Incident records being analyzed. Dispatch to Arrival<= 00:00:00 .0% (0) Dispatch to Arrival<= 00:00:15 .0% (0) Dispatch to Arrival<= 00:00:30 .0% (0) Dispatch to Arrival<= 00:00:45 .0% (0) Dispatch to Arrival<= 00:01:00 .0% (0) Dispatch to Arrival<= 00:01:15 .0% (0) Dispatch to Arrival<= 00:01 :30 .0% (0) Dispatch to Arrival<= 00:01 :45 .0% (0) Dispatch to Arrival<= 00:02:00 4.3% (1) Dispatch to Arrival<= 00:02:15 4.3% (1) Dispatch to Arrival<= 00:02:30 4.3% (1) Dispatch to Arrival<= 00:02:45 4.3% (1) Dispatch to Arrival<= 00:03:00 4.3% (1) Dispatch to Arrival<= 00:03:15 4.3% (1) Dispatch to Arrival<= 00:03:30 4.3% (1) Dispatch to Arrival<= 00:03:45 4.3% (1) Dispatch to Arrival<= 00.:04:00 17.4% (4) Dispatch to Arrival <= 00: 04: 15 1 7.4 % ( 4) Dispatch to Arrival<= 00:04:30 21.7% (5) Dispatch to Arrival<= 00:04:45 34.8% (8) Dispatch to Arrival<= 00:05:00 39.1 % (9) Dispatch to Arrival<= 00:05:15 39.1% (9) Dispatch to Arrival<= 00:05:30 43.5% (10) Dispatch to Arrival<= 00:05:45 52.2% (12) Dispatch to Arrival<= 00:06:00 52.2% (12) Dispatch to Arrival <= 00:06: 15 56.5% (13) Ol1i'ifflffll¾'CfflIDUC Volume 3-Carlsbad Fire Department Statistical Appendix page 22 hi{~ !1<:Hti~!,~ \lr?,;;,; Dispatch to Arrival<= 00:06:30 69.6% (16) Dispatch to Arrival<= 00:06:45 69.6% (16) Dispatch to Arrival<= 00:07:00 69.6% (16) Dispatch to Arrival<= 00:07:15 73.9% (17) Dispatch to Arrival<= 00:07:30 82.6% (19) Dispatch to Arrival<= 00:07:45 87.0% (20) Dispatch to Arrival<= 00:08:00 87.0% (20) Dispatch to Arrival<= 00:08:15 87.0% (20) Dispatch to Arrival<= 00:08:30 91.3% (21) Dispatch to Arrival<= 00:08:45 91.3% (21) Dispatch to Arrival<= 00:09:00 95.7% (22) Dispatch to Arrival<= 00:09:15 95.7% (22) Dispatch to Arrival <= 00:09:30 100.0% (23) Dispatch to Arrival<= 00:09:45 100.0% (23) Dispatch to Arrival<= 00:10:00 100.0% (23) Median Dispatch to Arrival 00:05:40 (5.67 minutes) Average Dispatch to Arrival 00:05:53 (5.88 minutes) First apparatus on scene trends are explored in the next few graphs. The first graph illustrates compliance with a 6-minute first apparatus on scene standard by station area. This graph only includes station responses to fire and EMS incidents. Fire and EMS performance averages between 57% and 89% compliance with the best performance in Station 1 and more sluggish performance at Station 5. Station Compliance Percentage for Dispatch to Arrival at 6 Minutes 100 90 80 70 g;, 60 co "E 50 a, !:,' a, a. 40 :lO 20 10 0 CB1 CB2 CB3 CB4 CB5 CB6 Station Volume 3-Carlsbad Fire Department Statistical Appendix page 23 mromt !ill.c!ft!!:I. ttc ----------llllllllllllllllllllllllllllll--llllllllll------------------lil;tinh·!1s-i',.~Hif.<'S ....... First apparatus on scene compliance dips during early morning hours and late evening hours: Hourly Compliance Percentage for Dispatch to Arrival at 6 Minutes 100 90 80 70 C) 60 Cl .S! C: 50 C) " '" Cl. 40 30 20 10 0 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day The graph below illustrates the number of incidents by response time minute. This graph indicates most arrivals occur between 4 and 7 minutes with a small number of longer responses to more remote incident locations. Fracti!e for Incidents Dispatch to Arrival -5,412 Responses 1400 1300 1200 1100 1000 ~ 900 C) "C 800 13 !: 15 700 '" 600 .c E ::, 500 z 400 300 200 100 0 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute II mmmt fll5rolll'.s uc • Volume 3-Carlsbad Fire Department Statistical Appendix page 24 ,,; i1~1un,r,1t'f,:'.ii Call Processing Fractiles Call processing measures the time from the time the request for assistance is received until the time dispatch information is communicated to the appropriate companies. Here is the call processing fractiles for 2008. There are 7,105 Incident records being analyzed. 4 records were ignored because of a zero time value. Call Processing<= 00:00:00 .0% (0) Call Processing <= 00:00: 15 .5% (3 7) Call Processing<= 00:00:30 26.7% (1,893) Call Processing <= 00:00:45 64.1 % (4,550) Call Processing<= 00:01:00 84.3% (5,985)-NFPA #1710 Recommendation Call Processing<= 00:01:15 91.5% (6,497) Call Processing<= 00:01:30 94.3% (6,693) Call Processing<= 00:01:45 95.8% (6,805) Call Processing<= 00:02:00 96.7% (6,870) Call Processing<= 00:02:15 97.5% (6,920) Call Processing<= 00:02:30 98.0% (6,957) Call Processing<= 00:02:45 98.3% (6,983) Call Processing<= 00:03:00 98.7% (7,008) Call Processing<= 00:03:15 99.0% (7,029) Call Processing<= 00:03:30 99.1 % (7,038) Call Processing<= 00:03:45 99.2% (7,047) Call Processing<= 00:04:00 99.4% (7,056) Call Processing<= 00:04:15 99.5% (7,066) Call Processing<= 00:04:30 99.5% (7,069) Call Processing<= 00:04:45 99.6% (7,075) Call Processing<= 00:05:00 99.7% (7,078) Median Call Processing 00:00:39 (.65 minutes) Average Call Processing 00:00:47 (.78 minutes) 111111 v.o.1u•m•e•3- 1111111111111 C•a•r•ls.b 1111 ad 1111111111111 Fi 1111 re11111D11111ellllip 111111 a 11111 rt 111111 m 1111 e 11111 n 111111 t S 1111 t 1111 at 111 is111t111111ic 1111 a 111111 1 Allllipiliip 1111 e 111 n 111111 di 111 x11111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111ip111a•ge-25 f!l;u,:'i]t,f;l§X'.~f;!it~S The following graph illustrates fractile call handling performance. Fractile for Incidents Call Processing -7,105 Responses 2800 2600 2400 2200 2000 .2l 1800 C: 0) 'CJ 1600 13 E. '5 1400 ;;; 1200 ;::, E ::, 1000 z 800 600 400 200 0 "' 0 0.25 0.5 0.75 1 1.25 1.5 1.75 2 225 2.5 2.75 3 3.25 3.5 3.75 4 4.25 4.5 4.75 5 Minute Here is compliance with a I-minute call-processing goal by hour of day. Hourly Compliance Percentage for Call Processing at 1 Minutes 100 90 80 70 a, 60 Cl ..!!! C: 50 0) ~ 0) a. 40 30 20 10 0 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day Call processing performance falls within expectations. Turnout Fractiles Turnout time measures the time from the fire crew receiving dispatch notification until they begin traveling to the scene of the emergency. Here is the turnout time breakdown for 2008. Only incidents occurring in Carlsbad station areas have been included in this measurement. mm WJG!li uc Volume 3-Carlsbad Fire Department Statistical Appendix page 26 <'-t:" t l~H.Uti~ :<H~-;;if; .. There are 7,745 Incident records being analyzed. 829 records were ignored because of a zero time value. Turnout<= 00:00:00 .0% (0) Turnout<= 00:00:15 5.7% (392) Turnout<= 00:00:30 12.3% (853) Turnout<= 00:00:45 24.7% (1,708) Turnout<= 00:01:00 41.2% (2,852)-NFPA #1710 Recommendation (Unrealistic) Turnout<= 00:01:15 57.2% (3,959) Turnout<= 00:01:30 70.6% (4,886) Turnout<= 00:01 :45 80.4% (5,562) Turnout<= 00:02:00 87.3% (6,039)-Citygate 90% Recommendation Point Turnout<= 00:02:15 92.2% (6,380)-Actual Turnout<= 00:02:30 95.5% (6,603) Turnout<= 00:02:45 97.6% (6,752) Turnout<= 00:03:00 98.5% (6,815) Turnout<= 00:03:15 99.1 % (6,855) Turnout<= 00:03:30 99.7% (6,896) Turnout<= 00:03:45 99.8% (6,904) Turnout<= 00:04:00 99.9% (6,912) Turnout<= 00:04:15 100.0% (6,914) Turnout<= 00:04:30 100.0% (6,916) Turnout<= 00:04:45 100.0% (6,916) Turnout<= 00:05:00 100.0% (6,916) Median Turnout 00:01:08 (1.13 minutes) Average Turnout 00:01:14 (1.22 minutes) Here is another breakdown for fire and EMS incidents only. Notice the results are nearly identical to the larger data set of all Carlsbad station incidents. There are 5,620 Incident records being analyzed. 170 records were ignored because of a zero time value. Turnout<= 00:00:00 .0% (0) Turnout<= 00:00:15 5.8% (316) Turnout<= 00:00:30 12.6% (685) Turnout<= 00:00:45 25.3% (1,380) Turnout<= 00:01:00 42.8% (2,333) Turnout<= 00:01:15 59.2% (3,227) Tµrnout <= 00:01 :30 72.2% (3,936) Turnout<= 00:01:45 81.8% (4,458) Turnout<= 00:02:00 88.1 % (4,803) Turnout<= 00:02:15 92.9% (5,062) Turnout<= 00:02:30 95.9% (5,224) Turnout<= 00:02:45 97.9% (5,334) Turnout<= 00:03:00 98.7% (5,380) Turnout<= 00:03:15 99.3% (5,411) Volume 3-Carlsbad Fire Department Statistical Appendix page 27 aim l!IS.CM!S uc 111111111111---lllllllllllllllllllllllllllllllllllllllllllllllll!lllalllllllllllll!lllall!lllall!lllall!lllall!lllallllllll!liiiiM---------------hli"tH:lHO.i"~'\-\h'(~ef~ Turnout<= 00:03:30 99.8% (5,438) Turnout<= 00:03:45 99.9% (5,445) Turnout<= 00:04:00 100.0% (5,448) Turnout<= 00:04:15 100.0% (5,449) Turnout<= 00:04:30 100.0% (5,450) Turnout<= 00:04:45 100.0% (5,450) Turnout<= 00:05:00 100.0% (5,450) Median Turnout 00:01:07 (1.12 minutes) Average Turnout 00:01:12 (1.20 minutes) This is a comparison of turnout time performance by station. This graph is for 2008 fire and EMS incidents only. Station Compliance Percentage for Turnout at 2 Minutes 100 90 80 70 ., 60 Cl ~ 50 ., ~ ., c.. 40 30 20 10 0 C81 C82 CB3 C84 CBS C86 Station cmm: tll5?'Jllru, uc Volume 3-Carlsbad Fire Department Statistical Appendix page 28 <:tf t ttHHt/1 ·',H'!<>H .. Here is a comparison of turnout time compliance by hour of day. The graph illustrates compliance with a 2-minute standard. Notice 90% compliance from 08:00 -21:00. Early AM compliance fluctuates near 50%. Hourly Compliance Percentage for Turnout at 2 Minutes 100 90 80 70 a, 60 c:, 2 C 50 a, u :;; a. 40 30 20 10 0 00 01 02 03 04 05 05 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour ofDay Travel Time Fractiles Travel time measures the time it takes a company to travel to the scene of an incident. This measure begins at wheels turning and ends when the apparatus arrives on the scene. The following fractile illustrates non-aid given travel times within primary station areas for the last fiscal year. Only travel times less than 20 minutes were included in this fractile calculation. There are 7,409 Incident records being analyzed. 625 records were ignored because of a zero time value. Travel <= 00:00:00 .0% (0) Travel<= 00:00:15 1.4% (97) Travel <= 00:00:30 1. 7% (115) Travel<= 00:00:45 2.1% (143) Travel<= 00:01:00 2.6% (178) Travel<= 00:01:15 3.8% (256) Travel<= 00:01 :30 5.6% (377) Travel<= 00:01:45 8.2% (559) Travel<= 00:02:00 11.6% (790) Travel<= 00:02:15 16.3% (1,105) Travel<= 00:02:30 21.1 % (1,432) Travel<= 00:02:45 26.8% (1,818) Travel<= 00:03:00 33.0% (2,237) Travel<= 00:03:15 38.9% (2,642) Travel<= 00:03:30 45.3% (3,076) Travel<= 00:03:45 51.4% (3,489) Travel<= 00:04:00 57.4% (3,891)-NFPA #1710 Recommendation 90% Point Volume 3-Carlsbad Fire Department Statistical Appendix page 29 crroM. n½',tJmi uc llllilllllllllllllll_llllllllll_llllllllllllllllllllllllllllllll-11111111111111111111111111111111-IIIIIIIIIIIIIIIIIIIIIIII_IIIIIIIIIIII __ IIIIIIII_IIIIIIIIII_IIIIIIIIIIIIIIIIIIIIII_IIIIIIIIIIII __ IIIIIIIIIIII_IIIIIIIIIIII_IIIIIIIIIIIIIII-qJt 1?.1H>Stt':-\h'\q:, Travel<= 00:04:15 62.8% (4,260) Travel<= 00:04:30 67.7% (4,596) Travel<= 00:04:45 72.0% (4,886) Travel<= 00:05:00 76.0% (5,156) Travel<= 00:05:15 80.2% (5,440) Travel<= 00:05:30 83.3% (5,653) Travel<= 00:05:45 86.2% (5,845) Travel<= 00:06:00 88.3% (5,987) Travel<= 00:06:15 89.9% (6,098)-Actual Travel<= 00:06:30 91.4% (6,203) Travel<= 00:06:45 92.9% (6,305) Travel<= 00:07:00 93.8% (6,364) Travel<= 00:07:15 94.8% (6,428) Travel<= 00:07:30 95.6% (6,486) Travel<= 00:07:45 96.4% (6,539) Travel<= 00:08:00 96.9% (6,573) Travel<= 00:08:15 97.4% (6,606) Travel<= 00:08:30 97.6% (6,623) Travel<= 00:08:45 97.9% (6,643) Travel<= 00:09:00 98.2% (6,659) Travel<= 00:09:15 98.3% (6,669) Travel<= 00:09:30 98.5% (6,684) Travel<= 00:09:45 98.7% (6,698) Travel<= 00:10:00 98.9% (6,706) Travel<= 00:10:15 99.0% (6,714) Travel<= 00:10:30 99.1 % (6,724) Travel<= 00:10:45 99.2% (6,728) Travel<= 00:11:00 99.3% (6,739) Travel<= 00:11:15 99.4% (6,742) Travel<= 00:11:30 99.4% (6,745) Travel<= 00:11:45 99.5% (6,748) Travel<= 00:12:00 99.5% (6,752) Travel<= 00:12:15 99.7% (6,761) Travel<= 00:12:30 99.7% (6,763) Travel<= 00:12:45 99.7% (6,764) Travel<= 00:13:00 99.7% (6,767) Travel<= 00:13:15 99.7% (6,767) Travel<= 00:13:30 99.7% (6,767) Travel<= 00:13:45 99.8% (6,769) Travel<= 00:14:00 99.8% (6,769) Travel<= 00:14:15 99.8% (6,771) Travel<= 00:14:30 99.8% (6,771) Travel<= 00:14:45 99.8% (6,773) Travel<= 00:15:00 99.8% (6,773) Travel<= 00:15:15 99.9% (6,775) Travel<= 00:15:30 99.9% (6,777) ~~ 0~ ~tc Volume 3-Carlsbad Fire Department Statistical Appendix hif t H,fte(l~ft•,:t.,.;;)'!< page 30 Travel<= 00:15:45 99.9% (6,778) Travel<= 00:16:00 99.9% (6,778) Travel<= 00:16:15 99.9% (6,779) Travel<= 00:16:30 99.9% (6,780) Travel<= 00:16:45 99.9% (6,780) Travel<= 00:17:00 100.0% (6,781) Travel<= 00:20:00 100.0% (6,784) Median Travel 00:03:41 (3.68 minutes) Average Travel 00:03:57 (3.95 minutes) Here is the numeric breakdown for the same set of records: r,C, ,'" Jt~:";~/1' ,.,,,'jj•'!l;>"°';,?':'"¾'" '~]"{!'l~~{t' 1r1f)j~ir"/~-,R~ ~"116 ;,,,~-iz-o,"'f ~::. & ::-,, :~11-•i~l!f"""'''•''•"',JF~,,Bfl{;; ::::·~,, "~ ,,, , :~ ,1"Ut,_:a ~ p,, 11 • ,, 'id~ '" I , ~,,~ , ni: ~ 7 ('.'.; !liw~ .,-4¼-}~ ,. '" ,,, ½~""' s>«k ~ 1,;p ~., --✓1 ~,,'m,~-;]llit=:m!~df=ii:%c• ¾L;wTu,fa,ffi.,,;,,~~---mffililir1llitii<;; J~:v-.: ,,,t@m:KtJ.0,;:~ &~ ~ '":,3'-lik~-"'~""'"' ;., ;;,,,,,~,.3 "'~,, CB1 1,923 157 8 0:05:15 0:04:15 76.55% 87.82% CB4 1,417 118 2 0:06:30 0:05:30 53.50% 74.21% CB2 1,278 100 7 0:06:15 0:05:15 54.41% 76.14% CB3 1,250 98 3 0:06:15 0:05:15 59.54% 77.86% CBS 822 102 1 0:07:00 0:06:15 33.75% 57.36% CB6 719 50 2 0:06:45 0:05:45 40.95% 64.87% Now here is an analysis of the same set ofrecords reduced to fire and EMS incidents only. There are 5,412 Incident records being analyzed. 75 records were ignored because of a zero time value. Travel <= 00:00:00 .0% (0) Travel<= 00:00: 15 1.5% (80) Travel<= 00:00:30 1. 7% (93) Travel<= 00:00:45 2.2% (115) Travel<= 00:01:00 2.7% (143) Travel<= 00:01:15 3.9% (208) Travel<= 00:01:30 5.8% (312) Travel<= 00:01:45 8.6% (460) Travel<= 00:02:00 12.5% (668) Travel<= 00:02:15 17.6% (938) Travel<= 00:02:30 22.8% (1,219) Travel<= 00:02:45 29.0% (1,546) Travel<= 00:03:00 35.7% (1,904) Travel<= 00:03:15 41.9% (2,234) Travel<= 00:03:30 48.6% (2,595) Travel<= 00:03:45 54.7% (2,921) Travel <= 00:04:00 61.0% (3,255) Travel<= 00:04:15 66.3% (3,540) Travel<= 00:04:30 71.4% (3,808) Volume 3-Carlsbad Fire Department Statistical Appendix page 31 rnraMt"':~m uc ---------lllllllllllllllllllilllllll _____ lllllllillli _______ llllllllllll_llllllllllll ________ hHi ,j;:J.H(H~\l;h{{i~ Travel<= 00:04:45 75.7% (4,038) Travel<= 00:05:00 79.3% (4,233) Travel<= 00:05:15 83.3% (4,445) Travel<= 00:05:30 86.3% (4,607) Travel<= 00:05:45 88.9% (4,745) Travel<= 00:06:00 90.9% (4,852) Travel<= 00:06:15 92.2% (4,923) Travel<= 00:06:30 93.7% (5,000) Travel<= 00:06:45 95.0% (5,071) Travel<= 00:07:00 95.7% (5,107) Travel<= 00:07:15 96.5% (5,149) Travel<= 00:07:30 97.0% (5,179) Travel<= 00:07:45 97.7% (5,212) Travel<= 00:08:00 98.0% (5,229) Travel<= 00:08:15 98.3% (5,246) Travel<= 00:08:30 98.4% (5,254) Travel<= 00:08:45 98.7% (5,265) Travel<= 00:09:00 98.8% (5,271) Travel<= 00:09:15 98.9% (5,278) Travel<= 00:09:30 99.0% (5,284) Travel<= 00:09:45 99.1% (5,291) Travel<= 00:10:00 99.3% (5,298) Travel<= 00:10:15 99.3% (5,302) Travel<= 00:10:30 99.5% (5,308) Travel<= 00:10:45 99.5% (5,309) Travel<= 00:11:00 99.5% (5,312) Travel<= 00:11:15 99.5% (5,312) Travel<= 00:11:30 99.6% (5,313) Travel<= 00:11:45 99.6% (5,314) Travel<= 00: 12:00 99.6% (5,317) Travel<= 00:12:15 99.7% (5,323) Travel<= 00:12:30 99.8% (5,324) Travel<= 00:12:45 99.8% (5,324) Travel<= 00:13:00 99.8% (5,326) Travel<= 00:13:15 99.8% (5,326) Travel<= 00: 13 :30 99 .8% (5,326) Travel<= 00:13:45 99.8% (5,326) Travel<= 00:14:00 99.8% (5,326) Travel<= 00:14:15 99.8% (5,327) Travel<= 00:14:30 99.8% (5,327) Travel<= 00:14:45 99.8% (5,327) Travel<= 00:15:00 99.8% (5,327) Travel<= 00:15:15 99.9% (5,329) Travel<= 00:15:30 99.9% (5,330) Travel<= 00:15:45 99.9% (5,330) Travel<= 00:16:00 99.9% (5,330) G'OOIJ! ~nru. uc Volume 3-Carlsbad Fire Department Statistical Appendix ht:· t !j<,fff'i'.l~~ ',ii·W~:S page 32 Travel<= 00:16:15 99.9% (5,331) Travel<= 00:16:30 99.9% (5,332) Travel<= 00:16:45 99.9% (5,332) Travel<= 00: 17:00 99.9% (5,332) Travel<= 00:17:15 99.9% (5,332) Travel<= 00: 17:30 99.9% (5,332) Travel<= 00:17:45 99.9% (5,333) Travel<= 00:18:00 99.9% (5,333) Travel<= 00:18:15 99.9% (5,334) Travel<= 00:18:30 99.9% (5,334) Travel<= 00:18:45 99.9% (5,334) Travel<= 00:19:00 99.9% (5,334) Travel<= 00:19:15 99.9% (5,334) Travel<= 00:19:30 99.9% (5,334) Travel<= 00:19:45 99.9% (5,334) Travel<= 00:20:00 99.9% (5,334) Median Travel 00:03:34 (3.57 minutes) Average Travel 00:04:35 (4.57 minutes) Here is the numeric breakdown for the same fire and EMS set of records: . ,'1'"' ·, ;~'AL·,·/.,_,.,,;,,~, a: L',''" IIDSffi' i MlnsR ~-:I lhc~g11e1e / --"~ ;, w -,.,It'¢,:_~"? fil\/4,d O ifK{:}"\ ~ ; a /' / ~ S D ~ , stamin 'lnrlttemi', ;~~---•-, ;', J~•," , 89~: min _ ',' min. j ,,,,,,,.,,,%.,,,,,,,,m;~w;;~~"';,,;;t.;w-~#wwx,.,.ilfil /4✓-~ld: 0,,!;,,J;tA@:itmlk@~& ;;,_"°~:.,,,i&,,\:wtL, "'" -~ , ,r_j§;,,;_,,,, " "'~ =-»%;..-,-,-,,~ < =-2::»1t,,,,,,,Jw,,,.,._,_:; CB1 1,439 21 8 0:05:00 0:04:15 79.47% 90.19% CB4 1,090 18 2 0:06:15 0:05:15 55.97% 76.49% CB2 969 15 7 0:05:45 0:05:00 57.86% 79.66% CB3 913 14 3 0:05:45 0:05:00 64.51% 81.31 % CBS 516 6 1 0:06:45 0:06:00 35.29% 60.78% CB6 485 1 2 0:06:45 0:05:45 44.62% 68.80% """ Volume 3-Carlsbad Fire Department Statistical Appendix page 33 rnmr.1t nll?"~!!'l ut _________ lllllllllllll ______ lllllilli ______________ llllllll_ 1ttiitt1-H~~r11.~1·ni'!'. Here are the fire and EMS records shown in a fractile graph: Fractile for Incidents Travel-5,412 Responses 1400 1300 1200 1100 1000 "' 900 C: a, ,, 800 ·i::; .f: 0 700 :;; 600 .c E ::, 500 z 400 300 200 100 0 0 2 5 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute Here is the breakdown of Travel Time compliance by hour of day. Notice compliance is less than 70% every hour of the day: Hourly Compliance Percentage for Travel at 4 Minutes 100 90 BO 70 a, 60 ~ C: 50 0) ~ a, 0.. 40 30 20 10 0 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day cmmt"7iwtm!!iuc Volume 3-Carlsbad Fire Department Statistical Appendix page 34 l,tf~!~(Uni~··,l.h'J'.i~ ------------------------------------------- Here is a travel time breakdown by station using the same fire and EMS travel time data set. Notice Station S's compliance is about 33% while Station 1 is about 77%: Station Compliance Percentage for Travel at 4 Minutes 100 90 BO 70 Q) 60 Cl E 50 Q) ~ Q) CL 40 30 20 10 0 CB1 CB2 CB3 CB4 CB5 CB6 station Travel time is a challenge in Carlsbad given the topography and street network design that is curvilinear following the terrain. Simultaneous Incident Activity A simultaneous alarm occurs when an incident originates before a prior incident has terminated. This section quantifies simultaneous or overlapping incidents. When overlapping incidents occur fire department resources are taxed. Examining incident data for 2008 shows 40.15% of incidents occurred when Carlsbad was already engaged in other response activity. Here is the breakdown by number of incidents: At least 2 incidents occurring at the same time At least 3 incidents occurring at the same time At least 4 incidents occurring at the same time At least 5 incidents occurring at the same time 40.15% 25.73% 2.47% .68% .. n·· Volume 3-Carlsbad Fire Department Statistical Appendix page 35 arro.'!I[ lllSi'C,t1!1 tK --------------------------------------<1f\£f1::iH<~O•\-~~rlU~ This graph below illustrates the number of simultaneous incidents. "000", "00 l ", "002", etc. indicate the number of incidents underway when a new the incident originated: Number of Incidents by Simultaneous Incident Count 6000 5500 5000 4501} 4000 (I) 3500 "E Q) 3000 "Cl ·u £, 2500 2000 1500 1000 500 0 000 001 002 003 004 Number of Simultaneous lneidents The cumulative percentage of incidents by simultaneous incident count provides another model of simultaneous incident activity. Here we see approximately 60% of incidents take place when no other incidents are underway. Cumulative Percentage by Simultenous Incident Count 100 g5 90 85 80 75 70 65 0) 60 OI 55 ~ 50 ~ :;; 45 a. 40 35 30 25 20 15 10 5 0 I I ■ I ■ I ■ I ■ I ■ I I I I ■ I ■ I I I • I ■ I I I --000 001 002 003 004 Numoer of Simultaneous Incidents OOllll! ~~-ttc Volume 3-Carlsbad Fire Department Statistical Appendix page 36 i·,tf iH:fH~~:,-.,n·':":if ----------------------------------------- .. The following graph illustrates the affect of multiple simultaneous incidents on a first apparatus arrival compliance goal of 7 minutes. This data is for 2008. Notice compliance generally declines as the number of simultaneous incidents increase. First Due Compliance Percentage by Simultaneous Incident Count 85 80 75 70 65 60 55 Q) 50 Ol "' 45 'E Q) 40 I:! Q) Q._ 35 30 25 20 15 10 000 001 002 003 004 Numoer of Simultaneous Incidents Simultaneous Area Another way to measure simultaneous responses is when simultaneous incidents occur within the same station area. Carlsbad experienced simultaneous incidents within a single station area 715 times in 2008 (7.41 %). 240 220 200 180 160 .l!l 140 C: Q) 120 ,::, ·c:; -'= 100 80 60 40 20 0 C81 C82 Number of Incidents by Station CBJ C84 Station C85 CB6 OUT Notice simultaneous activity is most likely to occur when it involves multiple responses to an outside station area. Station 1 is the most likely "in-jurisdiction" station area to experience overlapping incidents. Volume 3-Carlsbad Fire Department Statistical Appendix page 37 Cl!1Umt ,w,.:.,mi uc ---------------------------------------hH{.f~lH<lrt\il;•;,;t,~ Simultaneous Incidents for the Ambulances A response activity analysis was conducted for the three Carlsbad ambulances; 2291, 2292 and 2295 over the 3 years of available response activity. Responses were reduced to fire and EMS thus eliminating "611 Canceled Enroute" and other non-emergency incident types. Each time one of the three ambulances is dispatched there is a 34. 72% chance at least one other ambulance is assigned to another incident. There is a 7.46% chance the other two ambulances are assigned to another incident. The graph below illustrates simultaneous ambulance response activity over a 24-hour day. Notice that peak activity occurs during business hours: Number of Simultaneous Ambulance Responses by Hour of Day 00 01 02 03 04 05 06 07 08 09 1D 11 12 13 14 15 16 17 1B 19 20 21 22 23 Hour of Day arm~lro/l!!i uc Volume 3-Carlsbad Fire Department Statistical Appendix page 38 l\t:tt~HH/1:f>',H-?.:i:f ------------------------------------- • Using this same set of simultaneous apparatus responses filters were applied to eliminate incidents with a zero minute response time as well as a few with a response time greater than 30- minutes. A graph was constructed to illustrate the average call to arrival time by hour for each simultaneous response. This graph illustrates an unexpected trend: 8.5 8 7.5 6.5 6 5.5 5 4.5 4 3.5 3 25 2 1.5 0.5 0 Average Response Time for Simultaneous Ambulance Responses by Hour of Day 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day Notice the longer call to arrival times for ambulance response occurs during hours of least EMS activity. This tends to erode the assumption that simultaneous incident activity is driving-up response time averages. The next graph uses the same record set to test whether or not there is a year-to-year trend. Average Response Time for Simultaneous Ambulances by Hour of Day by Year 14 ~~--~0 ~~-~-,----,--,--~-c--~--~~--~~~-~-,----,c---,--~ ■ 200B 13 j< Ii 2007 12 \ 0 2006 11 f---t---t----,'t---+----+-+--+----!-+--t--f---+---+--+---+---+--+---+---+-+--+----!f--+----1 10 f---t---t----;--, +---+-1-111-t-+--t----!-+--t--f---+---+--+---+---+--+---+---+-+--+----!f--+----1 j, G-1,--.n D (ll : ! >~' c:: -... •'. ~,·,,=· .--=-. fk ~.. ;· __ -"' -_o .... -r,._L.n_ -.IL ., -!l!I !1!1 ,.,/ i..r -:-7:~-rl'.:'.~-Y m, __ ,... -~r~H'''k <,;;W---Jl!I-,. :.>ii[ ~ 7 f---t---+--+---+-=--+-+--i..>-+-=■-+---+--t-m--+-<111>-+ __ .... -!Ill 1111 !Ill ~ 6f---t-!l!l--+--+---+----+-+--+----+-+--+--f--+---+-+---t---+--+---+--+-+--+----!f--+----1 5 f--t---+--+---+----+-+--+----+-+--+--f--+---+-+---t---+--+---+--+-+--+----!f--+---1 4 f--+---+-+---+----+-+----+----+-+--+----!f--+---+-+---+---+-+---+--+-+--+----!f-+---1 3 f--+---+-+---+----+-+----+----+-+--+----!f--+---+-+---+---+-+---+--+-+--+----!f-+---1 2 f---+---+--+----+----+-+---+---!-+---+----!f--+---+--+----+---+--+----+---+-+---+------<--+--1 00 01 02 03 04 05 Oti 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Hour of Day The graph tends to show fairly consistent performance with very slightly better performance in 2008 and 2007. The slight improvement in recent years may be due to the addition of a third ambulance, but the change is not dramatic. .." .. Volume 3-Carlsbad Fire Department Statistical Appendix page 39 0!1<lmt:•llli'<';rts. uc llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllallllllllllllllllllllllllllllllllllllllllllllllllllllllllilllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllililllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllallllllllllllllllllllllllllalllBIIIIIIIIIIIIIIIBIIIIIIIIIIII--IIIB-;iii t itlhH~: l-i~tt~~ Average measurements are not always a good performance indicator. The graph below uses compliance testing to further analyze the simultaneous response pattern. While compliance is in general low, it is better during peak simultaneous activity hours than during early morning hours of low activity. Remember, this graph illustrates performance for simultaneous ambulance incidents only. Hourly Compliance Percentage for Dispatch to Arrival at 7 Minutes 100 90 80 70 0) 60 c:n "' 1= 50 0) ~ 0) CL 40 30 20 10 0 oo 01 02 03 04 05 05 07 oa 09 10 11 12 n 14 15 15 17 1a 1s 20 21 22 23 Hour of Day Here is the distribution of simultaneous ambulance responses by station area. Number of Simultaneous Ambulance Responses by Station 11()0 1000 900 '800 700 600 500 400 300 200 100 0 CB1 CB2 CB3 C84 CB5 CB6 Station cmtl! flll'itl.l!t1, uc Volume 3-Carlsbad Fire Department Statistical Appendix page 40 <it: t tl<Hh'~~.~ "\.lt'fi>r, Using the same responses, here is the trend by year: Number of Simultaneous Ambulance Responses by Station by Year 450 400 35() 300 25() 200 150 100 50 0 CB1 CB2 CB3 C84 C85 Station C86 ■ 2008 Ill 2007 □ 2006 Note: Over three years of response history only 44 incidents appear to have had two CBD ambulances on the scene. Since 2195 has been active there has not been one instance where all three ambulances were committed at the same time. 111V111°1111u111m111111e1113-111111111C11111a111r111111511111b11111a1111d1111F1111i11111re111111D1111elllilp1111a1111rt11111m111111111e1111n1111t 111151111ta1111t1111is1111t1111ic1111a1111l11111Allllipllllip1111e1111n1111d1111i11111x111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111p1111allilg1111e1114•1 9!JUJtlt.~~r,!~,J% Ambulance Response Analysis Last 12-Months of Data TumonJt@2 Min. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 2min 2291 2,490 339 673 826 652 26 12 0:02:00 0:01:30 90.38% 2292 1,818 253 495 603 467 40 7 0:02:15 0:01:45 88.35% 2295 1,289 116 397 504 272 19 4 0:02:15 0:01 :45 89.29% Travel Time@4 Min .. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 4min 2291 2,490 339 673 826 652 26 12 0:08:15 0:06:45 39.84% 2292 1,818 253 495 603 467 40 7 0:08:45 0:07:45 25.54% 2295 1,289 116 397 504 272 19 4 0:10:45 0:09:15 13.44% Travel Time @ 8 Min. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 8 min 2291 2,490 339 673 826 652 26 12 0:08:15 0:06:45 89.29% 2292 1,818 253 495 603 467 40 7 0:08:45 0:07:45 83.99% 2295 1,289 116 397 504 272 19 4 0:10:45 0:09:15 69.30% Oispatc:h to Arrival @ 6 Min. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 6min 2291 2,490 339 673 826 652 181 12 0:09:15 0:08:00 55.86% 2292 1,818 253 495 603 467 148 7 0:10:00 0:08:45 38.02% 2295 1,289 116 397 504 272 184 4 0:12:00 0:10:15 23.61% Dispatch to Arrival@ 10 Min, Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 10min 2291 2,490 339 673 826 652 181 12 0:09:15 0:08:00 92.46% 2292 1,818 25·3 495 603 467 148 7 0:10:00 0:08:45 89.94% 2295 1,289 116 397 504 272 184 4 0:12:00 0:10:15 77.91% \'.!l~~~~!id\S Volume 3-Carlsbad Fire Department Statistical Appendix page 42 • Tumout @ 2 Min, Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 2min 2291 747 50 215 284 198 8 2 0:01:45 0:01 :30 92.82% 2292 621 45 175 262 139 13 4 0:02:00 0:01 :45 92.26% 2295 621 41 174 265 141 9 2 0:02:00 0:01 :45 90.68% Trave! Time@ 4 Mir,. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 4min 2291 747 50 215 284 198 67 2 0:09:15 0:07:15 38.38% 2292 621 45 175 262 139 55 4 0:09:15 0:08:00 26.32% 2295 621 41 174 265 141 100 2 0:11 :00 0:09:30 11.51 % Trava! Time @ 8 Min. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % Bmin 2291 747 50 215 284 198 67 2 0:09:15 0:07:15 85.73% 2292 621 45 175 262 139 55 4 0:09:15 0:08:00 81.80% 2295 621 41 174 265 141 100 2 0:11:00 0:09:30 65.06% Dispatch to Arrival @ 6 Min, Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 6min 2291 747 50 215 284 198 67 2 0:10:15 0:08:15 54.55% 2292 621 45 175 262 139 51 4 0:10:15 0:09:00 38.59% 2295 621 41 174 265 141 96 2 0:12:15 0:10:30 20.38% Dispatch to Arrival @ 10 Min. Vehicle ID Res onses AM1 AM2 PM1 PM2 Zero Values Structures Mins. to 90% Mins. to 80% % 10min 2291 747 50 215 284 198 67 2 0:10:15 0:08:15 89.41% 2292 621 45 175 262 139 51 4 0:10:15 0:09:00 88.77% 2295 621 41 174 265 141 96 2 0:12:15 0:10:30 75.04% Volume 3-San Luis Obispo Fire Department Statistical Appendix page 43 Interdepartmental Aid Interdepartmental aid quantifies the number of incidents in which the fire department received tactical assistance for other fire departments or provided assistance to other fire departments. Carlsbad is an active participant in interdepartmental aid. During 2008 aid types breakdown as follows: Aid T~ee Count 1 Received 28 2 Auto Aid Received 1,435 3 Given 84 4 Automatic Aid Given 2,103 5 Other Aid Given 5 N None 5,994 Carlsbad is more likely to give interdepartmental aid than to receive. Here is a summary: Department Aid Report for Carlsbad Fire Department. Total Incidents: 9,649 Incidents Involving Aid 3,655 37.88% Aid Incidents for Fires: 129 3.53% Aid Incidents for EMS: 2,164 59.21% Aid Incidents for Others: 1,362 37.26% Incidents Involving Aid Received: 1,463 40.03% Incidents Involving Requested Aid Received: 28 77% Incidents Involving Automatic Aid Received: 1,435 39.26% Incidents Involving Aid Given: 2,192 59.97% Incidents Involving Requested Aid Given: 84 2.30% Incidents Involving Automatic Aid Given: 2,103 57.54% Incidents Involving Other Types of Aid Given: 5 14% CH'li.illllfillroMtiuc Volume 3-Carlsbad Fire Department Statistical Appendix page 44 f·,ta t H:Hh~.:Y ·,H~~(!i .. ) ◄ • This is a graphical representation of Carlsbad interdepartmental aid-by-aid type and incident type. Notice the high number of non-fire/EMS incidents for which auto aid is given: 1100 1000 900 800 700 ., 600 ~ "O ·c::; 500 E 400 300 200 100 0 1. Received Aid Activity by Incident Type for Carlsbad Fire Dept. 2. Received-Auto 3. Gr,en Incident Type 4. Given-Auto 5. Other ■ Fires [I BAS D other The high number of "Other" automatic aid responses could be dispatches to fire and EMS incidents where Carlsbad's response was cancelled. Because the CBD unit failed to arrive on the scene its response would be coded as "611 Dispatched and Cancelled Enroute". The incident type prompting the dispatch would not be recorded if the responding apparatus was diverted before reaching the scene. First Alarm Fractile Compliance Ol'erview This report section report focuses on concentration for the First Alarm Arrival Units. Overall Conceutrationfor Carlsbad Engines and Ladders On(r In 2006, 2007 and 2008 Carlsbad engines and ladder participated in 15,242 fire and EMS operations within Carlsbad's jurisdiction. Of these operations only 377 (2.47%) involved multiple Carlsbad engine and ladder companies arriving on the scene. Volume 3-Carlsbad Fire Department Statistical Appendix page 45 (jfi(jfflt.lfu"roft!!S uc ,,.J.H t ;i:,1~,.s{1 \dnt ~~ The graph below illustrates the breakdown for travel times by arrival for all station areas, Carlsbad Engines and Ladders only. 60 55 50 45 Ul "E 40 Q) -0 35 ·u .f: 0 30 iii -" 25 E ::, z 20 15 10 5 0 Fractile for Apparatus Travel -377 Responses by Arrival ■ 2nd 1---+--+---+--+---+-_.•._--·+-·-•-+--+---+--+---+--+---+--+---+--+---+--+---+--+---l II 3rd . □-1---+--+---+--+---+-c--+---+--+---+--+---+--+---+--+---+--+---+--+---+--+---l ' -~ .... II I, ·. Iii l!lll m II --., -.. -· -· ..FL Cl .. Cl/ --------0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute This graph illustrates arrivals for the 2nd, 3rd and 4th Carlsbad engine and ladder companies. Subsequent companies are not plotted. For this reason the number ofresponses at the top of this graph does not match the number of total responses listed below. This breakdown illustrates 90% Travel Time minutes for CBD apparatus first by overall arrival sequence and then by station by arrival sequence. Notice because of the very low number of responses per arrival sequence it is possible to have a better arrival time for one or two 5th arriving apparatus than for 7 or 8 -4th arriving apparatus. Carlsbad Only Engines & Ladder -Fire & EMS -2006 -2008 r ";: z:== -""' l «;,~ 'V"' s_"\@~~'4';'W:'"'";f"'':'.'. ""F' "" =.;;, ~,ti;:'ff! "'TI"'""""'¾""'" "'~"'":::., ; R<r. ~ • '~§" -"«?: \%) ,: " 'fW¾:-:>@J'i ' • Atr,val · z 1:.·-: :" Zero Mins. to · lammce RH~" 'Values · ~ DO% ~-g '4min % g 5 mln ,.. '"~-,w/4,,,. ,_ "½----~-;;,_,~(,,,."'-+ .. ,, "'-=~=·=~~~-~ ~~~~'"-::::..~'""--~· ~~ 1st 14,860 116 0:06:00 62.79% 80.62% 2nd 308 4 0:10:00 18.42% 36.84% 3rd 54 1 0:10:30 7.54% 9.43% 4th 15 0:12:45 6.66% 6.66% 5th 5 0:09:00 0.00% 0.00% -1 ;:: = "hh-=;' /..,,:{[&-; ~" ~le\,,,,,,_=~ ="" -s ,,..='.l').Jll!WB~,% ;,; 7 =c=,,, i .,,,,~ Sffiflm 1 · ~, · ' -· !lem Mins. to Atnv:al Resp,c:>tises Values · ·, 90% · % .@4-min % @ 5 min 1 ~--Q :--;,, -;;__~ ~'-'-' ~-«=.. ,;C ~~ ~ W <, ~« ~"v >-< -~ >;,v CB1 -1st 3,953 31 0:05:00 79.72% 90.43% CB1_2nd 87 1 0:10:30 18.60% 37.20% CB1_3rd 12 0:09:45 8.33% 8.33% CB1_ 4th 2 0:10:45 0.00% 0.00% CB1_5th 1 0:07:30 0.00% 0.00% """ Clim fl.ll.tlftl!i uc Volume 3-Carlsbad Fire Department Statistical Appendix page 46 <,t;" l!!i:UH>t;:.r'>lh'!>f'?< ◄ ... > ;~ v,;~~~8/F>JWZBt!Ai:trfYive,0,;!;✓~-v;ro/"~"-;:0:*"" "",!<'. "'Wf@'.11/f'.,:':=;v,.n, •':~,v"'N~:r:N'(V: V '-NN"' j ¼"ttt~1/® v~v'J' :=:< t . R8ilv;jdl1lil;h!'' ,.,:mo . ribs.IQ '1 "., I J, <::, " ,,,;;-,j., r4fil' m""',, 'Z:6:fA ' " " w -~jlHil-•iiiP \l'~Ju~ .!!:'llo ./ ~ D ii min , ~-IJ!pinJ! %iW'7"'-""/F~;:;;f ,~,,Will=.c,z,w;!fu:/'.'::',,,-~!l:b,o''m"'m"!~, £ff. , ,:=,,,~ , ,, ~=~ )"2?' ,. i ~2"0:8i',i$Jlfh}@}}$✓.\l, CB2_ 1st 2,433 24 0:06:00 58.28% 80.28% CB2_2nd 48 0:07:45 25.00% 54.16% CB2_3rd 13 1 0:07:00 8.33% 8.33% CB2_ 4th 2 0:05:45 50.00% 50.00% CB3 1st 2,445 8 0:06:00 65.53% 80.87% CB3_2nd 34 1 0:10:00 30.30% 57.57% CB3 3rd 5 0:09:15 20.00% 20.00% CB3_ 4th 1 0:10:30 0.00% 0.00% CB4_ 1st 3,048 27 0:06:00 57.46% 79.21% CB4_2nd 81 0:10:30 13.58% 23.45% CB4 3rd 15 0:14:30 0.00% 6.66% CB4 4th 7 0.00% 0.00% CB4_5th 2 0:07:45 0.00% 0.00% CBS_ 1st 1,538 22 0:06:45 35.94% 59.89% CB5_2nd 36 2 0:09:15 11.76% 29.41% CB5_3rd 8 0:12:15 12.50% 12.50% CBS_ 4th 3 0:08:00 0.00% 0.00% CB5_5th 2 0:09:00 0.00% 0.00% CB6 1st 1,443 4 0:06:00 58.99% 78.80% CB6_2nd 22 0:09:30 13.63% 27.27% CB6_3rd 1 0:08:15 0.00% 0.00% Carlsbad Plus Primm:r AJd Engines and Ladders In 2006, 2007 and 2008 regional engines and ladder participated in 15,446 fire and EMS operations within Carlsbad's jurisdiction. Of these operations only 415 (2.69%) involved multiple Carlsbad engine and ladder companies arriving on the scene. Volume 3-Carlsbad Fire Department Statistical Appendix page 47 cmm~Ml!'l uc ------------------------------------l•.Htf»!t.:i~'.•'>iH·V~< The graph below illustrates the breakdown for travel times by arrival for all station areas, Carlsbad plus Aid Engines and Ladders. 65 60 55 50 45 2l C: 40 ., 'C -c::; 35 E 0 l;; 30 .c E 25 ::, z 20 15 10 5 0 Fractile for Apparatus Travel -415 Responses by Arrival II 2nd f---+---f---+---+----+--_. ,•~-.. -_■-+--+----+--+----+-+---+---+---+---+----+--+----+-+---4 l!i!il 3rd f---+---f----+--+----+---+---+--+----+--+----+-+----+--+---+---+----+-+----+-+---4 0 4th ila ... . Ill .. . rn \ ■. II El •- -.. .-.•. .. □-llii rn -■ .. ·····• .. · __ fl_ Cl ---;__. ------0 2 3 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute This graph illustrates arrivals for the 2nd, 3rd and 4th Carlsbad plus aid engine and ladder companies. Subsequent companies are not plotted. For this reason the number of responses at the top of this graph does not match the number of total responses listed below. CBD and Aid Engines & Ladder -Fire & EMS .:.. 2006 -2008 -M ¾'~&%11f@f"uc~1%* 'l-10 J ;:-""' x"' &"» :"}; 1 "" ""'° ~ ~' ~ "~ N '"®'\ii '@,{jllif'0-> ·~ ~..:fil"it-c lw i £-:--, "" "' "' ~ ,,_ " m.._,,.., z "' -V ill"' "' II lAffil Im~ ' i¼E ·, . . Zero· c:' : , filnsr; to , ' r~ ,J.-st;-,-,,,,--;p;l ~ N .. }t 1~11ijJe~, · ,fies-mi 'tla1ues , 90~ o/idiHhmn 11/oD 5 m(n": •-==~~i6~,_,~ x: ~= ""~== ~, =~--~----~ -o,;;m, ====-~"-"'=-~=w.woili'o,=c;c:¼>.~W -=/= =~~ -~ 1st 15,020 119 0:06:00 62.43% 80.32% 2nd 328 4 0:09:45 18.51% 37.34% 3rd 65 2 0:11:00 6.34% 11.11% 4th 22 0:12:45 4.54% 9.09% 5th 10 0:09:00 0.00% 0.00% ~tt1'£:flr ,f ~ w,""fyj"" ~ ·;r' vr "1 :mw:~,"'»-7"'"" ~-N N: NN N --=-"'¥"'"" N ~ '>' v,_v V ~,,,, .. --.c;;- Zero. Mins. to i;; },,,, or~ ~ i:l :-_ .,, liat 4• :t: le!.f!i-s Vcflues " 90% "'lo@4m!n o/o_Damin~ fu,,;,_._,,A>x ~ ~ ~ ""=~"'xi,,,, c JL,~.:::.>2;, _____ ~ ---. , --r :':" "'=---- CB1 1st 4,007 32 0:05:00 79.37% 90.23% - CB1_2nd 96 1 0:10:30 18.94% 40.00% CB1_3rd 17 0:10:00 5.88% 11.76% CB1_4th 5 0:10:45 0.00% 0.00% CB1_5th 2 0:07:30 0.00% 0.00% CB1_6th 1 0:06:15 0.00% 0.00% CB2_ 1st 2,448 25 0:06:00 57.98% 80.02% CB2_2nd 49 0:07:45 24.48% 51.02% Cllffl msronm, uc Volume 3-Carlsbad Fire Department Statistical Appendix page 48 <~t=·} H<1H~~[\· ,H%:'i ► .,fRli)l!I@®" 1p1w= ,~,," ··-~··· -== I?!? =m, '=· ~"@r{t\P f'!'J%"m'filiF' ,, •• w, , ,,, W'X-irM -,,, '' , .... :, (J;t (' ;· ';··r·; 'iir~, ', •-:~ta",;~ r ~r "i ✓: ' ', ' : i&I:'": N\J., ~.Yl,!,&ai,JI, J~ !:!~!~, . :m",;;1~1,,, ,,'!@ ~ ~ ~,ti~~t'i%~ ~.1 ~ln,, CB2_3rd 14 1 0:07:00 · 7.69% 15.38% CB2_4th 3 0:06:15 33.33% 33.33% CB2_5th 1 0:07:15 0.00% 0.00% CB3 1st 2,501 9 0:06:00 64.68% 80.37% CB3_2nd 38 1 0:10:00 32.43% 62.16% CB3_3rd 7 1 0:09:15 16.66% 33.33% CB3 4th 2 0:10:30 0.00% 0.00% CB3_5th 1 0:05:15 0.00% 0.00% CB4_1st 3,074 27 0:06:00 57.00% 78.60% CB4_2nd 86 0:10:30 12.79% 22.09% CB4 3rd 16 0:17:15 0.00% 0.00% CB4_4th 8 0.00% 12.50% CB4_5th 3 0:08:00 0.00% 0.00% CBS 1st 1,541 22 0:06:45 35.87% 59.77% CBS 2nd 36 2 0:09:15 11.76% 29.41% CB5_3rd 9 0:12:15 11.11% 11.11% CB5_4th 4 0:12:45 0.00% 0.00% CB5_5th 3 0:12:00 0.00% 0.00% CB6 1st 1,449 4 0:06:00 58.82% 78.68% CB6_2nd 23 0:09:30 13.04% 26.08% CB6_3rd 2 0:08:15 0.00% 0.00% Volume 3-Carlsbad Fire Department Statistical Appendix page 49 (Jf(()mt IITT?::Jn!!i uc __________________ lllllllill _____________ illllliii ___ J1iif.H.!hUi/1'n!;':~·!!. The following graphs examine 2nd -5th engine and apparatus arrivals for both Carlsbad and aid engines and ladders from 2.006-2008. Station CBl Fractile for Apparatus Travel -120 Responses by Arrival 95 90 = .... --"'-·· ·•···""······· _.., __ ····""' . ····""· ······"" ·····ll!I !iii 2nd 85 .All··· 80 ?5 70 "' 65 1= 60 Q) "O 55 ·c:; E 50 liil 0 45 w .c 40 E 35 :::, El z 30 i 25 20 15 10 I] n □ □ □ □ □ □ □ □ □ □ n □ u 5 0 4- .,,,· -fill--fill -Ill---::----·!iilc~:..::::;::::.'.,. Ii ~ Ii □ ---iii-11!1--Ill·" --ii--a . ..!iii -iii ~Jiii iii-1._"""l!f"•--·- 0 2 3 4 5 6 7 8 g 10 11 12 13 14 15 16 17 18 19 20 Minute Station CB2 Fractile for Apparatus Travel -67 Responses by Arrival 50 45 / 40 35 ~ Q) 30 "O ·13 E 'E 25 w .c 20 E :::, z 15 Jill □ □ □ □ □ □ □ □ □ □ □ □ □ □ 10 5 g·· .... IJll--·· --Ell □ ---- o L...£F;c :'.,,-t:::: :::::(1!1::::::.:::1::= :::1::: :::::i·:.::. ::::;--~_ 1---111-_-+ .. -.. ilit.-.. -i--. ···---fl!iiii-t-t··· .. -..... 11t-l!ll-···-t-· ... -11911-. -+ .. -g-... -i--... ;i-.... i-.... illg -t-.. -t-. ··;Da--···t-·····-a -Elli-·· -+ ... 7 iim--ir, .... ---fl .. ..,-1-.. -+ .... -g-... -i-····""1111BI 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute 0 3rd II 4th liil 5th ~ ffl 2nd 0 3rd 11 4th liil 5th ~ om'ln" fi\5?:'.lmli. uc Volume 3-Carlsbad Fire Department Statistical Appendix page 50 ht( t ~~runa ~win'!< ► ... •·· CB3 Fracti!e for Apparatus Travel -48 Responses by Arrival 36 -S•"· = ·····lil·· ···liil· Ell ···· liil ·····1!!l ·····GI-. ···!m-II 2nd 34 .. -... □ 3rd 32 -· Ill r•'•-4th 30 ,./-II 5th 28 .liil - 26 )!!!I'' "' 24 ill' 1= 22 a, 'O ·c:; 20 E 0 18 l;; 16 i .c E 14 :, z 12 "' 10 .·· 8 ,Jil 6 □ □ □ □ □ □ □ □ □ D- 4 m·· □ □ -□ '''"""illl" ''"'1111 '"'''fill·· .. Ill .. ··lit· ··lllt ···1111 Ill ···--- 2 Y!i!~--1111-•-•-til-.. L!il .... J ..... jil . ..J ~----Iii! ·-0 0 1 2 3 4 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute CB4 Fractile for Apparatus Travel -113 Responses by Arrival 85 II .. m .......... m ...... -mt-· -·-1111-.... 19--· 2nd 80 __..,,. □ 3rd rn,~N 75 Ill 4th Iii" 70 II 5th 65 60 -· .El 5.5 C: a, 50 III 'O ·c:; E 45 0 40 (D .c 35 -E :, 30 z 25 20 r::, 15 ,• □ □ □ LI LI LI □ □ 0- 10 .... n ... m·· □ !.! :: :, .[ll-·l!l! -m--1!!11-I!!----iii -m--m --lllil ·-0 '-l!li· , .. · 1111 ····iii '"'''till ··till-.,,,,lfflC:i ii ..... ffl ... -· 0 , 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Minute Volume 3-Carlsbad Fire Department Statistical Appendix page 51 amn11 ftl:)V.:!fi!l:I. uc ---------lllllllllllllllllllllllllllllllllllillllllllllll•llllllllllllllll--llllllll-llllllillllillllllllll--111111111111111111111111_11111111 _____________ rnYt.!ttHa:0-:,\h'.<'-•'.. CBS Fractile for Apparatus Travel -52 Responses by Arrival 34 .m-f-0-" -=·-•ml ·ml· --ml --lil ---e ·fill · Bl a-ll 2nd 32 t----+--+--+---+---+---+----t---+--+--v----+--+--+---+--+--+----t---+---+----t------1 0 3rd _,,.,• 30 t----+--+--+---+---+---+----t---+--+-_ -----+--+--+---+--+--+----t,----+---+----tt-------i 111 4th 3 • II~ 26 l----+--+--+---+--+---+---,--+--'---l--+----+--l--+---+---+--+---,l---+---+---,1----1 24 t----+--+--+---+---+---+----t---+--+--!7----+--+--+----t--+--+----tt----+---+----tt----i ~ ~t----+--+--+---+---+---+----t-tl--_+----t---+---+----tt----+--+--t---+--+--+---+--+---1 ~ 20 l----+--+--+---+---+---+----t--+--+--+----+---+--+---+---+--+---,1----+---+----tt----i ·u E 18 t---+---+--+----+--+--....,.._.,rn>-<---+---+--+----+---+--+---+--+---+-----tf---+---+----tf----< 0 :;; 16 E 14 1----+--+--+---+--+---+---,'--+--+--+----+---+--+---+---+--+----!1----+---+--1----1 ~ 12 l----+--+--+---+--+--'-+---,t---+--+--+----+---+--+---+---+--+----!l----+---+--1----1 10 l----+--+--+---+--+--f'~!!-:-+---,l---+--l--'-+----+---+--+---+---+--+----!l----+---+--1----1 □ □ □ □ □ □ □ □ 8 1----+--+--+---+---+---+----tt----+--+--□--+--□--+-U 8 9 10 Minute 11 12 13 14 15 16 17 18 19 2() CB6 There were not enough 2nd and subsequent apparatus arrivals to plot on a graph. Area -Cumulative Pe.rformmu.:e The graph below illustrates compliance for Carlsbad engines and ladders only: Station Compliance Percentage for Dispatch to Arrival at 6 Minutes by Arrival 100 90 80 70 g:. 60 "' E 50 Ql !:: Ql a.. 40 30 20 10 0 CB1 C82 C83 C84 CB5 C86 Station ■ 1st II 2nd 0 3rd ··n-- cmtil!l! nllrJtlID. uc Volume 3-Carlsbad Fire Department Statistical Appendix page 52 -!,t: l, !tHHl:Y }l~'hJ'f, .. ... ' ... This graph illustrates compliance when aid engines and ladders are added: Station Compliance Percentage for Dispatch to Arrival at 6 Minutes by Arrival 100 90 80 70 Q) 60 Cl l!l C: 50 Q) " a; a. 40 30 20 10 0 CB1 CB2 CB3 CB4 CBS station Response Reliability CB6 111 1st !iiil 2M 0 3rd Response Reliability is a Standard of Cover measurement displayed in a line graph. The graph describes the effect a single engine company has on the response compliance percentage for First-Due AND First-Alarm within its own response area. The following Deployment Compliance graphs plot compliance for the 1st Due Company (first plot) in its own area at the point on the far left The second point is compliance by either the "home" unit OR a 2nd due unit. The last point on the far right is compliance by ONLY 2nd or greater due "non-home" units. """ Volume 3-Carlsbad Fire Department Statistical Appendix page 53 rn1u1m-;~15_ U( --------------------------------------<<~l. t~H1~£i!;;1',\hl'..H Station CBl Cl) '-' C -~ a. § u CD u C 0 ~ 1i5 Station CB2 a, w .~ ci E 0 (j N en u C 0 :;:; 23 (/) Response Reliability-2211 in Station Area CB1 100 lr-------c.. 80 60 40 20 0 100 80 60 40 20 2211 Rellability Response Reliability-2212 in Station Area CB2 100 80 .______"" -------------- 0 60 ---------~' 40 20 0 100 80 60 40 20 0 2212 Reltability <JOO.'llt fllsmmt1. uc Volume 3-Carlsbad Fire Department Statistical Appendix ~<t=· ~ itH,~~h ',H·?\;11, ,. page 54 ""' ,, ..... Station CB3 al w C m "6.. E 0 u ("') co u C 0 :;:::; m 1n Station CB4 ,l) w C -~ D.. E 0 u -..:t co u C 0 :;:::; m 1n 100 80 60 40 20 0 100 100 Response Reliability-2213 in Station Area CB3 - 80 60 40 20 2213 Reliabi:Hty Response Reliability-2214 in Station Area C84 80 t---- 60 40 20 0 100 80 ----------------r-----_ - 60 40 20 2214 Rel'iabiHty ----, 0 ~ 0 Volume 3-Carlsbad Fire Department Statistical Appendix page 55 arm nssror,15_ tt< ------------------------------------i,n1awr,;,.,1,.ih<«'~ Station CBS (l) '-' C m a. E 0 u I.fl CD u C 0 ~ +-' Cf) Station CB6 (l) u C -~ a. E 0 u tD CD u C 0 ;;:::, m ....., Cf) 100 80 I 60 40 20 0 100 100 80 60 40 20 0 100 Response Reliability-2215 in Station Area CB5 = r----------------, 80 60 40 20 0 2215 Reltabi.lity Response Reliability -2216 in Station Area CBS ----r----------._ r----..._ -------------, 80 60 40 20 0 2216 Reliability dlltl!ll~\$~!5. uc Volume 3-Carlsbad Fire Department Statistical Appendix hf<i t ~~ifU~,~ \H~>l"H: page 56 .... J_~ *3 l)tStT~~~ o:t _.,, . ~~C~V\_J W&rtc_s~p McMillin Land Development \ \-n-09 ~~~~16111e19.a A Gorky McMillin Company ~ l ~ October 14, 2009 Ms. Sandra Holder Community Development Director City of Carlsbad 1635 Faraday Ave. Carlsbad, CA 92008 Subject: Development Review Process Dear Sandy: Iii,; d ~ J? ·· ReceNe ~ : . OCi 2009 t3 ,-. " N «o commurnW A ~ oeve\opmenl t ~cl'. ,, .. ,, ' ~~ l ...._ lea,f/£.'1!. Thank you for including me in the City's Development Review Process Workshop group in response to the City Council's Economic Stimulus Plan. The entire process, from group selection to our discussion on and development of priorities and initiatives, was successful on a number of levels. In particular, not only were a number of significant improvement initiatives created that will serve both the City and development community well into the future, but the process itself further strengthens the communication bridge between City staff and the private sector, allowing us to find common objectives and productive solutions as development needs and issues arise in the future. Importantly, the initiatives to improve the development review and permitting process that our group developed can be implemented without detracting from any of the development and design standards that the City currently has in place. You, Glenn Pruim, your staff and the City Council are to be commended for taking this unique, collaborative approach to improving the development review process; hopefully other agencies follow your example. Thank you and please let me know how I might assist you in the future. Sinc;e1.7. /~ yv, L Brian J. Milich Senior Vice President c. Mayor and City Council Glenn Pruim ,.\\ _.\\ ,.\\ _.\\ McMillin Realty McMillin Mortgage McMillin Land Development McMillin Homes Mailing Address: P.O. Box 85104 • San Diego, CA 92186-5104 2750 Womble Road • San Diego, CA 92106 TEL (619) 477-4117 • FAX (619) 336-3119 wwwmrmillin rnm _.\\ McMillin Commercial SmithConsu tingArchitects October 29, 2009 Ms. Sandy Holder, Community Development Director Mr. Glenn Pruim, Public Works Director CITY OF CARLSBAD CITY COUNCIL 1200 Carlsbad Village Drive Carlsbad,CA 92008 Re: Development Review Process Workshop (r-··,1r;,L1ii'l'y 0;~e\o.pment As an Architect working in the City of Carlsbad since 1988, I have often found myself as the liaison between the private sector and the City of Carlsbad. Frequently developers or business owners have unrealistic expectations and many times the City will default to "the way things have always been done", leaving a gap that oftentimes leads to frustration and conflict. When invited to the Development Review Process Workshop, I honestly did not have high expectations of change, but soon found that all participants were there with an open mind and were willing to be the facilitators for improved processes. City Staff showed an interest in getting below the surface of an issue to gain an understanding of how the private sectors function and why there are issues. This interaction led to a collective team effect with productive dialog and better solutions. Sandy and Glenn, I commend you and the City of Carlsbad for taking this step towards a more efficient proce~-attn will benefit all parties included. ML/ls c: Barbara Nedros, City of Carlsbad 12220 El Camino Real Suite 200 San Diego, CA 92130 858.793-4777 858.793.4787 Fax \\sca01\offlce\Temp\Mark\L TR-City of Carlsbad 102909 doc 78-000 Fred Waring Drive Suite 201 Palm Desert, CA 92211 760.797.1377 760.360.5347 Fax Development Review Process Working Group '''¼ Summary Recommendations Report November 17, 2009 Development Review Process Working Group Summary Recommendations Report ---------1\0)---------1 Introduction • Sandy Holder, Community Development Director 1 I 11/16/2009 Development Review Process Working Group Summary Recommendations Report 0) • City Council Business Forum -April 15, 2009 0 Follow-up CC Workshop -April 28, 2009 • Directed staff to engage the development community 0 Goal: Improve the Development Review Process Development Review Process Working Group Summary Recommendations Report ca • Developed Outreach Program • Formed a 17 member working group 0 Development Review Process Working Group 0 11 development community representatives • BIA, C of C, architects, builders, engineers & planners 0 Six staff members ' 2 ' Development Review Process Working Group Summary Recommendations Report 0 BIA Builders Scott Molloy, BIA Brian Milich, McMillan Land Graeme Gabriel, ColRich Development Brooks Worthing, BA Worthing, Inc. Chamber of Commerce Emtlneers Fred Arbuckle, Morrow Development Tim Stripe, Grand Pacific Resorts Pat O'Day, O'Day Consultants Bob Sukup, The Sea Bright Co. Architects Mark Langan, Smith Consulting Planners Architects Bill Hofman, Hofman Planning & Engineering Mike Howes, Howes Weiler & ~ociates Development Review Process Working Group Summary Recommendations Report --------0)-----------1 Sponsorship Sandra Holder, Community Development Director Glenn Pruim, Public Works Director Working Group Members Gary Barberio, ~istant Planning Director -Team Leader Chris DeCerbo, Principal Planner Will Foss, Building and Code Enforcement Manager Mike Peterson, Development Services Manager Glen Van Peski, Senior Civil Engineer James Weigand, Fire Marshal Support Barbara Nedros, Administrative Secretary Facilitation Joe Sterling, Sterling Insights, Inc. 11/16/2009 3 Development Review Process Working Group Summary Recom endations Report ~-------\0)---------1 • Working Group process o 4 facilitated Working Group meetings (July to October) • Ranked and categorized 50 individual suggestions into 9 Initiatives • Subgroups formed for each of the 9 Initiatives Development Review Process Working Group Summary Recommendations Report 0 9 Intiatives • Entitlement Protection • Initial Submittal/Re-submittals • Project Closeout Streamlining • Decision Making Levels • Level of Detail/Consistency • Minor Grading Plan Process • EIR Streamlining (RFP / contracts) • Development Services Counter Information • Vesting Tentative Map Ordinance 11/16/2009 4 11/16/2009 Development Review Process Working Group Summary Recommendations Report a • Subgroup Process 0 Approximately 12 subgroup meetings • 9 Initiatives were individually: 0 Prioritized (highest, high, medium) 0 Summaries completed (purpose, benefit) 0 Timelines formulated 0 Lead Departments identified 0 Specific Recommendations formulated • 48 individual recommendations Development Review Process Working Group Summary Recommendations Report 0) Initiative Title Priority Team Leader Lead Department 1 Entitlement Protection I -highest Gary Barberio Planning ~nd Use Engineering 2 Initial Submittal/Re-Submittal I -highest Chris DeCerbo Planning Land Use Engineering fire Prevention 3 Project Closeout I -highest Glen Van Peski :CM&I Land Use Engineering 4 Decision Making Levels 2-high Gary Barberio Planning Land Use Engineering 5 Level of Detail/Consistency 2-high Gary Barberio Planning Land Use Engineering 6 Minor Grading Plan Process 2-high Glen Van Peski ~nd Use Engineering 7 EIR Streamlining (RFP/contract) 3-medium Chris DeCerbo J'lanning µind Use Engineering 8 Development Services Counter 3-medium Mike Peterson Development Services Information 9 Vesting Tentative Map Ordinance 3 -medium Glen Van Peski '-'3nd Use Engineering 5 Development Review Process Working Group Summary Recommendations Report a Development Community Perspective 0 0 Mike Howes, Howes Weiler & Associates Bill Hofman, Hofman Planning & Engineering Development Review Process Working Group Summary Recommendations Report -------0)---------1 Next Steps • Following City Council direction o City staff will implement the 48 recommendations )I( Utilizing the: o Prioritization o Initiative Summaries o Initiative Timelines o 18 month implementation (Jan 2010 -June 2011) 11/16/2009 6 11/16/2009 Development Review Process Working Group Summary Recommendations Report 0) Ongoing Communication • City Council -"Athena -Top Priority Projects" spreadsheet • DRP Working Group retained 0 Meet at six month intervals 0 Assess progress, fine tune 0 Continue the dialogue • City Development Review Team (DRT) 0 Track implementation progress (meets monthly) Development Review Process Working Group Summary Recommendations Report 0) Recommendation: • Accept the "Summary Recommendations Report" • Authorize continuing the DRP Working Group • Direct staff to implement the recommendations 7 Development Review Process Working Group Summary Recommendations Report ----------0)--------- INITIATIVE SUMMARIES Development Review Process Working Group Summary Recommendations Report \0' 1. Entitlement Protection (Highest) 0 Enhanced entitlement protection 0 Increase consistency of permit process 0 Increase level of certainty of extension process 0 Eliminate redundancies 11/16/2009 8 11/16/2009 Development Review Process Working Group Summary Recommendations Report ~o\ \ 'I 2. Initial Submittal/Re-submittal (Highest) 0 Simplify submittal checklists 0 Reduce time to a "complete" application 0 Reduce review turnaround times 0 Early resolution of project issues 0 Reduce time to public hearing Development Review Process Working Group Summary Recommendations Report 0) 3. Project Closeout Streamlining (Highest) 0 Reduce bond release times 0 Earlier partial bond reduction at milestones 0 Portion of grading bond to secure landscaping 0 Consolidate punch list 0 Flow chart so developers can track progress 9 11/16/2009 Development Review Process Working Group Summary Recommendations Report 0) 4. Decision-Making Levels (High) 0 Discretionary approvals at lowest appropriate level 0 All related permits acted at same level Development Review Process Working Group Summary Recommendations Report 0) 5. Level of Detail/ Consistency (High) 0 Evaluate level of detail ofTPM/TM applications 0 Increase flexibility of Substantial Conformance policy 0 Evaluate level oflandscape concept detail 10 11/16/2009 Development Review Process Working Group Summary Reco endations Report 0) 6. Minor Grading Plan Process (High) 0 Simplified plan for minor grading projects 0 Simplified process for minor grading projects 0 Cost and time savings Development Review Process Working Group Summary Recommendations Report OJ 7. EIR Streamlining (RFP /Contract) (Medium) 0 Reduce environmental determination timeframes 0 Simplify EIR RFP process 0 Streamline consultant contract approvals 0 Increase time performance accountability of EIR consultant 11 11/16/2009 Development Review Process Working Group Summary Recommendations Report \0) 8. Development Services Counter Information (Medium) 0 Update applications, bulletins and forms 0 Web-based reference matrix 0 Cross-reference applications, update as regulations evolve 0 Coordinate project requirements across all departments Development Review Process Working Group Summary Recommendations Report 0) 9. Vesting Tentative Map Ordinance (Medium) 0 Consider reducing Vesting TM requirements 12 1) ts-Sf-,--·1 bu_~ ~ ~~ Cou~ W°'~h~ ll--l 7-09 T~* 3 Development Review Process Working Group Summary Recommendations Report November 17, 2009 4~~' ~, c1,TY Of CARLSBAD Community Development Development Review Process -Working Group Summary Recommendations Report TABLE OF CONTENTS 1. Background, Purpose, and Scope of the Project • Background and Purpose • Scope of the Project • Working Group Process Flow Overview 2. Working Group Participants • List of participants 3. Initiative Prioritization and Recommendations • Initiative Prioritization Table • Initiative Summaries and Recommendations 4. Next Steps • Implementing the Initiatives -----------------Page2 Development Review Process -Working Group Summary Recommendations Report 1. BACKGROUND, PURPOSE, AND SCOPE OF THE PROJECT Background and Purpose As a result of the Business Forum hosted by the City Council in the spring of 2009, staff designed and engaged in a public outreach program to elicit and clarify input from the development community about potential improvements to the City's development review process (DPR). In early July, a 17-member Working Group was formed (Development Review Process Working Group - Membership List attached), whose membership consists of six City management staff members directly involved in the development review process and eleven citizens representing a cross section of the development community (planners, engineers, architects, builders, BIA, and the Chamber of Commerce). The purpose of the DPR Working Group effort was to improve the user experience with the development review process and improve the efficiency of the process. Approaches to achieve this purpose include reducing redundancy and ambiguity, eliminating unnecessary steps, decreasing City and applicant costs, and decreasing processing times. Between July and early October 2009, the Working Group met four times. The Working Group meetings were independently facilitated and documented by an outside consultant, Joe Sterling, Sterling Insights, to ensure transparency, neutrality, and active participation by all parties. Over the four meetings, the Working Group consolidated approximately fifty individual process improvement suggestions into nine topical Initiatives. The nine Initiatives are as follows: • Entitlement Protection • Initial Submittal/ Re-submittals • Project Closeout Streamlining • Decision Making Levels • Level of Detail/Consistency • Minor Grading Plan Process • EIR Streamlining (RFP/contracts) • Development Services Counter Information • Vesting Tentative Map Ordinance Subgroups were formed for each of the nine initiatives, with the subgroups tasked with researching and drafting specific improvement recommendations for review by the full Working Group. The Working Group reviewed all nine of the Initiative Summaries. The Initiative Summaries include the initiative purpose, the potential benefits of the initiative, and a completion timeline, and they identify the lead departments who will complete the necessary work. As well as identifying all specific recommendations, the Working Group has also recommended an Initiative Prioritization Table. The Initiative Summaries and the Initiative Prioritization Table are presented in this Summary Recommendations Report. The Working Group will present the Summary Recommendations Report to the City Council. Following City Council direction, City staff will utilize the Initiative Summaries and the Initiative Prioritization Table included in the Report to complete the work necessary to implement the specific recommendations that are authorized by the City Council. -----------------Page 3 Scope of the Project Development Review Process -Working Group Summary Recommendations Report In order to make the work of improving the Devellopment Review Process efficient and effective, the Working Group agreed that the scope of work would be focused in the following manner and that they would observe certain group norms: • Hear problems, don't accuse, avoid taking things personally; • Focus on the development review process, this is not the forum for dealing with personality conflicts; • Keep it real, avoid unrealistic goals; • Focus on the most common issues, avoid ';'management by exception" i.e.; changing whole processes in response to problems with unique cases; • Focus on our response to existing laws and regulations, avoid focus on changing laws and regulations; • A void issues that are out of our control. Working Group Process Flow Overview Each of the four Working Group meetings lasted approximately 3 hours and was conducted on a roughly monthly basis from July into October 2009. The overall process was designed to collaboratively build relationships, trust, and clarity while examining a wide range of possible process improvements. By design, the group worked both in plenary meetings at the City and during sub-committee sessions. Meeting #1 -8 July 2009 The series began with a process to clarify scope, mission, and a vision for success of the process. The group began organizing a list of almost 50 possible improvement ideas according to urgency, importance, and whether they were in scope. Agenda: • Welcome • Scope/outcomes • Intro Committee • Individual Statements • Present synthesis and Urgency/Importance Matrix as starting point • Public Comment to gather new input • Dialogue re: importance & urgency -----------------Page4 Development Review Process -Working Group Summary Recommendations Report Meeting #2: 29 July 2009 The second meeting involved narrowing down and more tightly defining the improvement themes and ideas that the group wanted to explore. Within the development review process. the themes that emerged as priorities to address were related to: improving collaboration, improving consistency, entitlements., faster cycle times, and few cycles of revisions and plan checking to approve submittals. In addition to comparing the relative importance and urgency of all ideas, the Working Group also assessed the improvement ideas according to those that would accelerate, amplify or generally make other improvements easier. They also looked for those improvements that would be "quick wins" and thereby generate enthusiasm, momentum, learning, and free up resources to work on other improvements. Agenda: • Work the Urgency/Importance Matrix • Dialogue about relative priorities • Develop specific improvement initiatives Meeting #3: 29 July 2009 j,.. ~i<E9 OTHER WIJ.!G011(:;IER )I.. ~% /A-ArnPLI FIES Between the second and third meetings sub-committees of the Working Group worked out the details of the first set of specific improvement initiatives that were selected. For each initiative the sub-committee had to define its purpose, intended benefits, rough timeline, the source for improvement leadership and support, and specific changes to processes or regulations that would be involved. Agenda: • Report Outs by Sub-Committee • Sequencing of Improvements • Apply communication templates to initiatives Meeting #4: 7 October 2009 Between the third and fourth meetings sub- committees of the Working Group worked out the details of the remaining improvement initiatives and fine-tuned all. The group ensured that the final list of initiatives included efforts that had the highest importance and urgency and a blend of relatively quick wins as well as longer term efforts. Agenda: • Remaining Report Outs by Sub-Committee • Follow-up on Previous Report Outs • Draft Council Presentation Points • Reflection on the Working Group process -----------------Page5 Development Review Process -Working Group Summary Recommendations Report 2. WORKING GROUP PARTICIPANTS DEVELOPMENT COMMUNITY: BIA Scott Molloy, BIA Graeme Gabriel, ColRich Chamber of Commerce Fred Arbuckle, Morrow Development Tim Stripe, Grand Pacific Resorts Architects Mark Langan, Smith Consulting Architects Builders Brian Milich, McMillan Land Development Brooks Worthing, BA Worthing, Inc. Engineers Pat O'Day, O'Day Consultants Bob Sukup, The Sea Bright Company Planners Bill Hofman, Hofman Planning & Engineering Mike Howes, Howes Weiler & Associates CITY STAFF: Sponsorship Sandy Holder, Community Development Director Glenn Pruim, Public Works Director Working Group Members Gary Barberio, Assistant Planning Director -Team Leader Chris DeCerbo, Principal Planner Will Foss, Building and Code Enforcement Manager Mike Peterson, Development Services Manager Glen Van Peski, Senior Civil Engineer James Weigand, Fire Marshal Support Barbara Nedros, Administrative Secretary Staff Consulted Patrick Vaughan, Deputy City Engineer John Maashoff, Construction Manager Jennifer Gowen, Associate Contract Administrator FACILITATION: Joe Sterling, Sterling Insights, Inc. -----------------Page6 Development Review Process -Working Group Summary Recommendations Report 3. INITIATIVE PRIORITIZATION AND RECOMMENDATIONS Initiative Prioritization Table I . . . T" I mtiative It e p .. nonty T earn 1 -Entitlement Protection 1 -highest Gary Barberio Fred Arbuckle Will Foss Scott Molloy James Weigand 2 -Initial Submittal/ 1 -highest Chris DeCerbo Re-Submittal Gary Barberio Bill Hofman Mike Howes Mark Langan Glen Van Peski 3 -Project Closeout 1 -highest Glen Van Peski Tim Stripe Brooks Worthing Jennifer Gowen Patrick Vaughan John Maashoff Graeme Gabriel 4 -Decision Making Levels 2 -high Gary Barberio Chris DeCerbo 5-Level of 2 -high Gary Barberio Detail/Consistency Mike Howes Bill Hofman Scott Molloy Chris DeCerbo Glen Van Peski 6 -Minor Grading Plan 2 -high Glen Van Peski Process Brooks Worthing Bob Sukup Mike Peterson John Maashoff 7 -EIR Streamlining 3 -medium Chris DeCerbo (RFP/contract) Mike Howes Bill Hofman Scott Molloy Gary Barberio 8 -Development Services 3 -medium Mike Peterson Counter Information Bob Sukup Mark Langan, Glen Van Peski Will Foss ------·---James Weigand 9 -Vesting Tentative Map 3 -medium Glen Van Peski Ordinance PatO'Day Chris DeCerbo Gary Barberio Bill Hofman Brian Milich Page7 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 1: ENTITLEMENT PROTECTION Initiative Purpose: To simplify and improve the consistency of the development permit approval and extension process, while increasing the level of certainty and protection of entitlements for the applicant. Initiative Benefits: Increased consistency of the development permit process and enhanced entitlement protection by processing all development permit approvals and extensions in the same manner. Elimination of redundancies, increased efficiencies, and expedited timing by reassigning approval authority to the lowest appropriate level, which will result in economic and workforce savings to the applicant and the City. Initiative Tirneline: Draft proposed procedure/CMC amendments for internal review Circulate draft amendments for public/external review Complete final draft PC Hearing CC Hearing Submit to California Coastal Commission Lead Departrnent(s): Planning and Land Use Engineering. Resource Departrnent(s): City Attorney SPECIFIC RECOMMENDATIONS: Project Approvals and Extensions Initial Approvals 3.0 months 1.5 months 1.0 month 1.5 months 1.5 months 0.5 months 9.0 months 1. 24 months is an acceptable initial permit approval period (should apply to all permit approvals, whether associated with a TM/TPM or not). 2. Consider amending CMC such that all initial permit approvals for a project (maps and non-maps, administrative and discretionary, staff level, PC level, and CC level) are for 24 months and all permits run concurrently. Extensions: Near Term 1. Consider amending CMC such that the 2-year extension provisions of AB 333 apply to all project permit approvals, including those that do not include a TM/TPM. Extensions: Long Term 1. Consider amending CMC Titles 20 & 21 such that the initial time extension request for a project (maps and non-maps, administrative and discretionary, staff level, PC level, and CC level) is for a period of 2 years, with the ability, if warranted, to approve time extension for periods longer than 2 years. -----------------Page8 Development Review Process -Working Group Summary Recommendations Report 2. Consider amending (CMC Titles 20 & 21) the findings required for approving time extensions (i.e. the "diligently pursuing" language). 3. Consider amending (CMC Titles 20 & 21) who the required approving body is for time extensions, with the idea of assigning approval authority at the lowest appropriate decision- making level, with the goal of expediting the processing of time extension requests. Subdivision Agreements Agreements: Near Term 1. Consider allowing for automatic 2 year extensions of subdivision agreements (to coincide with TM/PM automatic 2 year extensions) for a limited, interim period of time. Agreements: Long Term 1. Consider ways to simplify the Subdivision Agreement initial approval and subsequent extension process. Engineering Plan Check and Permits 1. Consider allowing an automatic extension to grading and improvement plan check submittals and approvals to coincide with state automatic extension (currently per the CMC plans expire if not approved within a year of first submittal and if not implemented within one year of approval). Building Plan Check and Permits Current building provisions (CMC Title 18) provide for adequate plan check and permit entitlement (issuance and extensions) protections; no changes recommended at this time. -----------------Page9 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 2: INITIAL SUBMITTAL/RE-SUBMITTAL Initiative Purpose: To reduce the amount of time it takes for a development application to be deemed "complete" and scheduled for a public hearing. Initiative Benefits: Time and cost savings to the development community and the City associated with improving the efficiency of deeming project applications complete, resolving project issues, and scheduling projects for public hearing. Initiative Timeline: Review/update application submittal checklists, procedures, and template letters Revise the Planning Department's "project completeness" performance measure (to be implemented in the 2010/11 FY) Lead Departments: Planning, Land Use Engineering, and Fire Prevention SPECIFIC RECOMMENDATIONS: Submittal Requirements 3.0 months 1.0 month 4.0 months 1. Review, simplify, and update application submittal checklists (including landscape plan applications) and provide adequate detail so that applicants and developer representatives have better clarity on application submittal requirements. 2. Designate a Planning Department representative as the "go to" person to ask questions on application requirements. Initial Submittal (l st 30 day letter) 1. Include a requirement for staff to call the applicant and/or representative as soon as possible upon completing the project completeness review to inform them of the items that remain to be submitted to deem the application complete. 2. Include a requirement (as appropriate) in the initial 30 day letter for the applicant to prepare and include with their re-submittal a detailed letter responding to all identified incomplete items and project issues. 3. Include a suggestion/offer, in the initial 30 day letter, for the applicant to call or meet with the project planner/engineer to provide any needed clarification to the incomplete and issues items. 4. Continue to require a re-submittal meeting. -----------------Page10 Development Review Process -Working Group Summary Recommendations Report 5. Staff will work to improve consistency regarding what is identified as an "incomplete" item versus an "issue" item. Where possible, staff will identify minor incomplete items as issues. Re-submittal 1. Include a requirement on the application form for the applicant and/or representative to contact the planner to schedule a re-submittal appointment. 2. Consider setting a goal of completing the review of re-submittals in less than 30 days. 3. Consider reviewing the Planning Department's "project completeness" performance measure and setting a more aggressive goal than the current goal of deeming 80% of all applications complete within three review cycles. ------------------Page 11 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 3: PROJECT CLOSEOUT STREAMLINING Initiative Purpose: To examine possible changes to procedures and/or codes to reduce the time it takes for developers to close out a project and get their bonds released. In the current economic climate, developers are facing limits to their bonding capacity, and releasing bonds on completed projects generates bonding capacity to start new projects. Initiative Benefits: Cost savings to developers from reduced bond premiums and reduced staff time to release projects; efficiencies in City staff time as projects close out more quickly and do not require extended tracking; developers are able to build approved units more quickly as old projects are released and bonding capacity is freed up. Initiative Timeline: Note: timing of implementing this initiative would be impacted by the proposed City reorganization process. Modify punch list form so it includes all outstanding items Codes research regarding bonding requirements Revise CM&I manual to add time frame for generation of punch list PC Hearing CC Hearing Internal rollout, training regarding walk-through procedure Lead Departments: Construction Management and Inspection (CM&I) Resource Department Land Use Engineering, Utilities, Planning, Building, City Attorney SPECIFIC RECOMMENDATIONS: 1.0 month 1.0 month 1.0 month 1.5 months 1.5 months l.0month 7.0 months 1. Create a simplified flow chart with approximate time frames to provide developers with a guide to check on progress of the closeout of their projects. 2. Revise CM&I procedure to establish a set time period to prepare the final punch list that starts when the Project Inspector and Job Superintendent agree the project is ready. 3. Revise the punch list form to clarify that it is linked to a specific drawing number and agreement (and security), and to add items so that the punch list becomes a complete checklist of all outstanding items. 4. Research to see if improvement bonds can be reduced to less than 50% when the only remaining item is the final lift of asphalt, consider making changes. 5. Research bonding requirements and consider changes that would allow a reduction in the amount of the grading bond being held to the end of the project when landscape/hardscape is completed. -----------------Page12 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 4: DECISION-MAKING LEVELS Initiative Purpose: To streamline the discretionary permit approval process by reassigning approval authority to lowest appropriate decision-making authority, while increasing the level of consistency by ensuring that all discretionary permits required for a project are acted upon by a single decision- making authority. Initiative Benefits: Expedited processing of discretionary permits and increased consistency in the discretionary permit approval process. Initiative Timeline: Research and policy formulation Draft proposal CMC amendments for internal review Circulate draft amendments for public/internal review Complete final draft PC Hearing CC Hearing Submit to California Coastal Commission Lead Departments: Planning and Land Use Engineering Resource Departments: City Attorney SPECIFIC RECOMMENDATIONS: 3.0 months 3.0 months 1.5 months 1.5 months 1.5 months 1.5 months 0.5 months 12.5 months 1. Consider reassigning discretionary permit approval authority to lowest appropriate decision- making authority. 2. Realign discretionary permit processing requirements to ensure that all discretionary permits required for a project are acted upon by a single decision-making authority. -----------------Page 13 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 5: LEVEL OF DETAIL/CONSISTENCY Initiative Purpose: To simplify and improve the consistency of the type and amount of information and studies required with the initial submittal of discretionary applications. Initiative Benefits: Economic, time, and workforce savings to the applicant and the City through a reduction in the level of detail and an increase in the level of consistency in the type and amount of information required for initial submittals of discretionary applications. Initiative Timeline: Recommendations 1 & 2 Draft proposed application submittal checklist changes Draft proposed changes to Engineering Department Policy No. 30 Recommendation No. 3 Draft proposed Landscape Manual amendments for internal review Circulate draft amendments for public/external review Complete final draft PC Hearing CC Hearing Lead Departments: Land Use Engineering and Planning Resource Departments: City Attorney, Fire Prevention, Water Districts SPECIFIC RECOMMENDATIONS: 1.0 month 1.0 month 4.0 month 1.5 months 1.0 month 1.5 months 1.5 months 9.5 months 1. Review the TPM/TM application submittal checklist and re-evaluate the appropriate level of detail necessary for discretionary application submittals. 2. Review Engineering Department Policy No. 30, Substantial Conformance to Approved Tentative Maps, and re-evaluate the level and extent of flexibility offered by the policy. 3. Review the City of Carlsbad Landscape Manual and re-evaluate the appropriate level of detail necessary for preliminary submittals of Landscape Concept, Water Conservation, and Fire Protection plans. -----------------Page 14 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 6: MINOR GRADING PLAN PROCESS Initiative Purpose: To examine possible changes to procedures and/or codes to create a different process and simpler plan preparation standards for grading plans involving minor grading, for example, single family hams. This will help homeowners and small developers get minor grading projects approved more quickly, at less cost, involving less staff time, and help free up staff to provide better service. Initiative Benefits: Cost savings to homeowners/small developers from reduced cost to prepare plans and reduce fees. Time savings to homeowners/small developers and City staff from a more efficient process. Initiative Timeline: Research and analyze codes for constraints and parameters Meetings with working group to create framework Circulate proposal for internal and external comment, revise PC Hearing CC Hearing Prepare revised forms, procedures, programming, fees Rollout to public, training with counter staff Lead Departments: Land Use Engineering Resource Departments: Construction Management and Inspection, Planning, Building, City Attorney SPECIFIC RECOMMENDATIONS: l.0month 1.0 month 2.0 months 1.5 months 1.5 months 2.0 months 2.0 months 11.0 months 1. Consider parameters for allowing applicant to use City-generated, other-available or assumed datum topo in some cases, saving the applicant the cost of a new boundary and topo survey for a small project. 2. Consider establishing cases where a minor grading plan might not have to be signed by a registered engineer, but could be prepared by a homeowner, experienced contractor, etc. 3. Consider allowing minor grading plans to be submitted and approved on clean prints and not require a mylar submittal. 4. Consider establishing to plan check procedures; one for a minor grading plan associated with a building permit and one for where there is no associated building permit. 5. Consider allowing a minor grading permit to be issued without a preliminary soils report, and requiring a geotechnical signoff prior to footing inspection instead. -----------------Page 15 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 7: EIR STREAMLINING (RFP/CONTRACT) Initiative Purpose: To streamline the procedures for making an environmental determination, contracting for and preparing an EIR. Initiative Benefits: Time and cost savings to the development community and the City associated with improving the efficiency by which environmental determinations are made, consultant contracts are awarded and EIR's are prepared for public review. Initiative Timeline: Revise CEQA determination procedures Simplify and streamline EIR RFP template letter and procedures Amend EIR Consultant Contract template and approval procedure Lead Departments: Planning and Land Use Engineering Resource Departments: City Attorney, Finance SPECIFIC RECOMMENDATIONS: CEOA Determination 1.0 month 1.0 month 2.0 months 4.0 months 1. The City should consider revising internal procedures to reduce the timeframe for making a CEQA determination to prepare an EIR as follows: • Preliminary Reviews: In a Preliminary Review letter, if staff is aware that an EIR will likely be required, inform the applicant and recommend that the applicant submit a letter agreeing to cover EIR costs with the formal application. • Initial Submittals: Determine if an EIR is required within 30 days of the initial application submittal and request that the applicant provide a letter agreeing to cover EIR costs. RFP Preparation 1. Simplify and streamline the City's Environmental Impact Report (EIR) Request for Proposals (RFP) template. 2. The applicant should be allowed to prepare the RFP project description, which staff can modify. 3. Both the applicant and staff should agree on a project description before the RFP is sent to pre-selected consultants. 4. Revise our internal procedures whereby within 2 weeks of receiving a letter from the applicant to cover ElR costs, staff should prepare and distribute the draft RFP. -----------------Page16 Consultant Contracts Development Review Process -Working Group Summary Recommendations Report 1. The EIR consultant should be held accountable for the schedule set for the EIR. 2. Consider amending our EIR contracts to include a performance penalty clause if the consultant does not adhere to the schedule for deliverables. City Council Review of EIR Consultant Contracts 1. The City should consider modifying its practice of requiring City Council approval of EIR consultant contracts. EIR Traffic and Circulation Analysis 1. The City should require that all EIR traffic consultants schedule a traffic analysis scoping meeting with the Engineering and Planning Departments prior to preparing the traffic analysis. -----------------Page 17 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 8: DEVELOPMENT SERVICES COUNTER INFORMATION Initiative Purpose: Improve communication between staff and the public, clarify application requirements and create a seamless Development Services web presence. Initiative Benefits: Development of the reference matrix will allow applicants to prepare more complete submittals, improving processing time lines, trips to our facility and overall efficiency. This will also help facilitate 7 /24 service delivery to the public. Initiative Timeline: Ongoing, review and updating of the matrix will be done quarterly. Lead Departments: Development Services Resource Departments: Planning, Land Use Engineering, Building, Fire Prevention SPECIFIC RECOMMENDATIONS: 1. Develop a web based reference matrix for all applications, infonnational bulletins and fonns. 2. Update and cross reference applications and fonns to specific project types. 3. Update and cross reference applications and fonns as State and local programs are adopted and regulations change. 4. Coordinate implementation of project requirements across all Development Services areas including Planning, Land Use Engineering, Building, and Fire Prevention. -----------------Page 18 Development Review Process -Working Group Summary Recommendations Report INITIATIVE 9: VESTING TENTATIVE MAP ORDINANCE Initiative Purpose: To examine possible changes to municipal codes to remove the additional requirements for vesting tentative maps not found in the state Map Act. Initiative Benefits: Vesting tentative maps allow developers some certainty in terms of approvals. Currently the municipal code requirements add considerable expense and time, so much so that vesting tentative maps are very seldom proposed by developers. Initiative Timeline: Research and compare municipal code to Map Act. Circulate proposal for internal and external comment, revise PC Hearing CC Hearing Lead Departments: Land Use Engineering Resource Departments: Planning, City Attorney SPECIFIC RECOMMENDATIONS: 2.0 months 2.0 months 1.5 months 1.5 months 7.0 months 1. Consider revising the Carlsbad Municipal Code sections relating to vesting tentative maps so they mimic the Subdivision Map Act provisions. ------------------Page19 Development Review Process -Working Group Summary Recommendations Report 4. NEXT STEPS 1. The Summary Recommendations Report was presented to the City Council in November, 2009. 2. Based on City Council direction, City staff will utilize the Initiative Prioritization Table, the Initiative Summaries, and the Initiative Timelines detailed in the Summary Recommendations Report to complete the work necessary to implement the specific recommendations associated with the nine initiatives. The entire implementation process will be completed within 18 months. 3. City staff will keep the City Council updated on the progress of implementation utilizing the City's Athena Top Priority Projects spreadsheet. The DRP Working Group will be retained as an ongoing committee to continue dialogue between the development community and City staff. During the implementation stage, the Working Group will meet at six month intervals to assess progress, fine tune approaches, and reaffirm priorities. The City's internal Development Review Team will also regularly track the progress of implementation of the nine initiatives at their monthly meeting. -----------------Page20 y;54-,,,;\o~J, o± C~'+_j ~ W i>-rl::-.!:. ¼ \\-17-oq 2009 Legislative Briefing Program Tuesday, November17,2009 Webinar n 2:00-3:30 p~m. l<.OO l"Y\ ----- • Recap of the 2009 Legislative Session and Progress on the League's Strategic Goals -Dan Carrigg • League's Fiscal Policy Advisor, Budget -Michael Coleman • Opportunity for Questions • Land Use and Regional Targets Advisory Committee -Bill Higgins • Kyra Ross, Environmental, Natural Resources, Water • Opportunity for Questions • Transportation and Public Works -Jennifer Whiting • Public Safety -Dorothy Johnson • Infrastructure Funding -Dane Wadle • Employee Relations -Natasha Karl • Opportunity for Questions • Closing Remarks -Dan Carrigg • Opportunity for Questions