Center for Public Safety Management, LLC. Town of Queen Creek, AZ Fire and EMS Operational Analysis. February 4, 2015

Transcription

1 Center for Public Safety Management, LLC Town of Queen Creek, AZ Fire and EMS Operational Analysis February 4, 2015

2 CPSM Project Staff Thomas J. Wieczorek, Director Leonard A. Matarese, Director, Research and Project Development Dov N. Chelst, Ph.D., Director of Quantitative Analysis Joseph Pozzo, Senior Manager Gang Wang, Ph.D., Senior Quantitative Analyst Sarita Vasudevan, Quantitative Analyst Dennis Kouba, Editor

3 Presentation Agenda Project Methodology/Project Purpose Key CPSM Observations Data and Workload Analysis Overview Demand/Response Analysis Station Location Analysis: Automatic Aid Current and Future Staffing Analysis

4 Project Methodology The CPSM team follows a standardized approach to conducting analyses of departments involved in providing services to the public. Project Begins Final Recommendations Project Purpose ON-SITE ANALYSIS COMMUNICATIONS FINAL REPORT Complete a comprehensive analysis of the Town s fire department. Fire Department Operational Staffing & Deployment Administrative Planning Infrastructure Data and Workload Analysis Response and Demand Mapping Additional Communications with Town Staff Follow-up Analysis Clarification of Operations Final Report: Documents Project Work-Includes Recommendations and Considerations for Continuous Improvement

5 Key CPSM Observations CAPABLE ORGANIZATION The Queen Creek Fire and Medical Department is a very capable organization that provides quality fire and first response emergency medical services (EMS) xxx to the citizens and visitors of Queen Creek. AUTOMATIC AID The town of Queen Creek is signatory to an interlocal agreement for automatic aid for services; An automatic aid agreement such as this xxx is robust, and it affords the town many resources that would not otherwise be rapidly provided under a different mutual aid system; it is a national best practice. CALLS FOR SERVICE EMS responses represent the largest number of calls for service for the fire department (48%). Queen Creek contracts with Southwest Ambulance for EMS Transport xxx Services. Fire responses represent 17% of the calls for service. Structure and Outside fire calls account for 3% of all calls. AUTOMATIC AID CALLS FOR SERVICE QCFMD received automatic aid for 429 calls in the study year, an average 1.2 calls per day. xxx Of the 429 automatic aid-received calls, 340 (79 percent) had no QCFM unit responding.

6 Key CPSM Observations INTERNAL F.D. PLANNING A Community risk and vulnerability assessment are essential elements in a fire department s planning process. This is an area of internal xxx planning that is a critical component to determining the proper staffing and deployment model. The QCFMD has not completed this assessment. STAFFING The staffing model deployed by the QCFMD is efficient in terms of maximizing staffing and deploying apparatus. Some efficiencies can be xxx found to minimize overtime. The Automatic Aid agreement is a driver to four-person staffing of each engine/station. DEMAND AND CURRENT STATIONS Demand for service runs primarily along the E. Rittenhouse and S. Ellsworth corridors, which is the central core of the town. xxx Demand and travel time from current stations suggests a station is needed in the northwest portion of the town. FUTURE STATIONS While the current station configuration serves the call demand in the central core and southwest portions of the town, it may not be the most appropriate for xxx a future, built-out town (with a projected population of 95,000) of residential, mixed-use, and commercial properties.

7 Key CPSM Observations CURRENT FACILITIES Each of the department s stations was visited by CPSM staff during the on-site visit. While each station is currently serving the functional purpose of xxx housing fire apparatus and response personnel for twenty-four hour service, neither is environmentally conducive to the contemporary needs of a service agency operating around the clock. FLEET While the QCFMD apparatus is relatively new (with one very new pumper apparatus), it is essential that replacements and a replacement plan be adequately planned for and xxx funded. Planning will help avoid replacement of expensive heavy apparatus all at once, or several vehicles over a one- to two-year period. EFFECT OF GROWTH ON FLEET The completion of a fire and community risk assessment and community growth may indicate, over the long term, the need for additional fire xxx department assets such as an aerial device with a dedicated crew to reach elevated floors of structures and to provide elevated master streams and other specialty and technical service delivery.

8 Data and Workload Analysis Call Type Number of Calls Calls per Day Call Percentage Cardiac and stroke Seizure and unconsciousness Breathing difficulty Overdose and psychiatric MVA Fall and injury Illness and other EMS Total 1, Structure fire Outside fire Hazard False alarm Good intent Public service Fire Total Mutual/automatic aid given Canceled calls Auto aid received without QCFM unit Total 2, Largest % of overall calls

9 Data and Workload Analysis Number of Automatic Aid Received Calls Without Call Type With QCFM Unit QCFM Units Total Cardiac and stroke Seizure and unconsciousness Breathing difficulty Overdose and psychiatric MVA Fall and injury Illness and other EMS Total Structure fire Outside fire Hazard False alarm Good intent Public service Fire Total Canceled Total When this table s column Without QCFM Units EMS and Fire totals are isolated and applied to the Number of Calls column in the overall call workload table, the overall call workload table totals are slightly increased as follows: EMS Total Calls: 1328 and 55 percent of the total calls. Fire Total Calls: 559 and 23.2 percent of the total calls. This represents the total EMS and Fire calls that received a unit (not canceled). The total (2413) remains the same.

10 Data and Workload Analysis Calls by Hour of Day

11 Data and Workload Analysis Call Type 90 th Percentile Response Time Dispatch Time Turnout Time Travel Time Response Time Sample Size Cardiac and stroke Seizure and unconsciousness Breathing difficulty Overdose and psychiatric MVA Fall and injury Illness and other EMS Total ,004 Structure fire Outside fire Hazard False alarm Good intent Public service Fire Total Total ,136 Travel Time NFPA 1710 Benchmark is 240 seconds Dispatch Time NFPA 1710 Benchmark is 60 seconds EMS Turnout Time NFPA 1710 Benchmark is 60 seconds Fire Turnout Time NFPA 1710 Benchmark is 80 seconds

12 Service Demand-Fire Each Block = ½ Mile

13 Service Demand-EMS Each Block = ½ Mile

14 Demand for Service Demand for service originates primarily along the E. Rittenhouse and S. Ellsworth corridors, which is the central core of the town. The impact of growth on fire and emergency medical services varies, however, as population increases the calls for service generally increase, primarily with regards to EMS. Queen Creek is consistent with this assumption. Total calls for service increased from 2,021 in 2010 to 2,325 in 2013 or by approximately 10 percent. Over this same period ( ), population grew approximately 18 percent (26,361 to an estimated 31,187). 14

15 Growth=More Demand

16 Response From QCFMD Stations Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

17 Automatic Aid The town of Queen Creek is signatory to an interlocal agreement for automatic aid for services. The agreement includes response to fire, medical emergencies, hazardous materials incidents, rescue and extrication, and other types of service that are within the normal scope of services provided by fire departments. 17

18 Closest Automatic Aid Stations to Queen Creek

19 Travel Time from Automatic Aid Stations Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

20 Travel Time from Current QCFMD and Automatic Aid Stations Response Time Gap Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

21 Automatic Aid The objective of this type of automatic service delivery system is to dispatch the closest unit to a call for service, regardless of the jurisdiction so that a seamless, timely, and effective service delivery can occur. Additional objectives include but are not limited to: the delivery of an effective response force for specific types of emergencies such as structure fires, large medical responses, and technical rescue incidents utilizing the available and appropriate unit types from one or more jurisdiction. 21

22 Automatic Aid A valley-wide automatic aid agreement such as this is robust, and it affords the town many resources that would not otherwise be rapidly provided under a different mutual aid system; it is a national best practice. 22

23 Future Stations?? To maintain current and established service, and improve service delivery in the northwest portion of the town, CPSM recommends the town consider the planning and construction of a fire station, based on current demand and travel time models, in the northwest portion of the town in the area of E. Queen Creek Road. 23

24 Northwest Fire Station Alternative: Add a Third Station Maintains Current Service and Closes Response Gaps in Higher Demand Areas Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

25 Potential Southeast Station Although the current demand outside of the central core of the town and the northwest portion the town is not high, future growth as approved or under consideration by the Town has the potential to become a driver of increased demand for fire and EMS services. 25

26 Potential Southeast Station Alternative 1: Maintaining Current Service and Adding Southeast Station (with NW Station) Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

27 Potential Southeast Station Alternative 2: Relocates Station 2 to N.W. Creates Response Gaps in Lower Demand Areas Red = 240 Seconds Green = 360 seconds Blue = 480 seconds

28 Fire Station Build Out CPSM recommends considering the planning and construction of a fire station in the northwest portion of the town based on current demand. Based on discussion with Development Services, CPSM does not foresee the need for an additional station or stations until longer-term development occurs. If, in the short term, development continues at a pace whereby demand for service grows more rapidly than anticipated, there are identified service gaps that then need to be closed by additional stations (southeast and northeast). 28

29 Fire Station Build Out Based on Growth and Demand Potential Box canyon Development

30 Staffing 30 The QCFMD operates out of two stations. Fire suppression staff is deployed on a rotational shift of forty-eight hours on and ninety-six hours off. Three operational shifts or platoons. One captain is assigned to each shift, each station as the first-line company supervisor. A battalion chief (one) is assigned to each shift and serves as the overall shift commander and incident commander on incidents when warranted.

31 Staffing Minimum station/pumper staffing is four and includes the captain, engineer (pumper driver), and two firefighters. Minimum staffing on each shift is a total of nine. Staffing can drop to three on each engine when a firefighter/paramedic is needed to ride along with EMS transport to assist with patient care, and for certain training and administrative short-term periods. No overtime is utilized during these short-term periods. 31

32 Staffing The QCFMD staffing levels (minimum staffing of four and constant staffing of three) aligns with the Automatic Aid Agreement for Fire Protection and Other Emergency Services, which Queen Creek is signatory to. 32

33 Staffing and Automatic Aid Converted to Critical Tasking Queen Creek Staffs Two Engines and One Incident Commander for a Total of Nine The Remaining Effective Response Force is Assembled Through the Automatic Aid Agreement

34 Staffing In a review of fiscal year 2013 overtime, it was determined the QCFMD utilized 88 percent of budgeted overtime. 73 percent was utilized to fill vacancies to cover minimum staffing. Station 1 has five personnel assigned (one additional firefighter) on each of the three shifts. This additional position is designed to be utilized as a relief position when a vacancy occurs for scheduled leave (vacation or other known leave) or unscheduled leave (sick leave). 34

35 Staffing Not all vacancies (engineer, captain, or paramedic rank) are covered by the extra person at Station 1 as there may not be a qualified person (rover or some other member) on shift to fill in for that rank this creates overtime as well. 35

36 Staffing Efficiencies can be found in this staffing model via continuous training and staff development so that the workforce is as flexible as possible; particularly having staff trained and prepared to fill in at the engineer, captain, and battalion chief level. This is critical in small organizations where depth in staffing is at a minimum. CPSM recommends the department continue with and enhance training programs that creates a flexible organization with this training having an end goal of minimizing overtime for minimum staffing purposes. 36

37 Staffing The model deployed by the QCFMD is efficient in terms of maximizing staffing and deploying apparatus. In this model most calls for service is accomplished with one unit and a single crew responding a pumper and an additional apparatus such as a brush unit or water tender if needed when an alarm is transmitted to their station. The staffing model also includes participation in the Automatic Aid Agreement for Fire Protection and Other Emergency Services, which affords Queen Creek additional resources. CPSM does not recommend additional operational staffing at this time beyond that which is associated with additional stations. 37

38 Emergency Medical Services Emergency medical services transport is provided to the town by Southwest Ambulance, a Rural/Metro company. Southwest has a station in town in the town hall complex. Southwest staffs one ambulance 24/7 and one ambulance twelve hours a day during peak load times, which the service has determined to be 9:00 a.m. to 9:00 p.m. 38

39 Emergency Medical Services Southwest ambulances are not guaranteed to remain in the town, as they may be moved or dispatched to other areas of the region if needed. The QCFMD staffs each station/pumper with a minimum of two paramedics, thus providing advanced life support first-response service. With this tiered deployment model, which is common in the region and the country, the fire department responds along with the EMS transport service. 39

40 Emergency Medical Services When the fire department arrives first it can initiate both basic and advanced life support prehospital care, and working in unison with the EMS transport unit, package the patient for transport if required. The paramedic and basic skills of QCFMD staff are reviewed annually, and continuing education classes/hours for required certifications are provided 40

41 Transport Calls by Call Type Number of Calls Call Type Non- Transport Transport Total Transport Rate Cardiac and stroke Seizure and unconsciousness Breathing difficulty Overdose and psychiatric MVA Fall and injury Illness and other EMS Total , CPSM identified transport calls where Southwest Ambulance provided transport service and which were not canceled enroute. We only focused on transport calls with at least one QCFMD unit responding. Thus, another 173 transport calls in QCFMD jurisdiction, to which Southwest Ambulance solely responded, were not included in our analysis.

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