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HomeMy WebLinkAbout209-24 RESOLUTION113 West Mountain Street Fayetteville, AR 72701 (479) 575-8323 Resolution: 209-24 File Number: 2024-378 FAYETTEVILLE FIRE DEPARTMENT COMMUNITY RISK ASSESSMENT STANDARDS OF COVER (ADOPTION): A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRE DEPARTMENT COMMUNITY RISK ASSESSMENT STANDARDS OF COVER FOR 2024 WHEREAS, in order to gain accreditation through the Center for Public Safety Excellence, the Fayetteville Fire Department must address 261 performance indicators, each of which require a written response, along with policies and supporting documentation; and WHEREAS, included in this documentation is the development of a Department Community Risk Assessment Standards of Cover (CRASOC), a comprehensive document reviewing the characteristics of the community, programs offered by the department, risk assessment of the community, community feedback, program goals and objectives, deployment and performance, evaluation of current deployment performance, and plan maintenance. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the Fire Department Community Risk Assessment Standards of Cover for 2024, a copy of which is attached to this Resolution. PASSED and APPROVED on August 6, 2024 Page 1 Attest: FAYETTEVIWL': Kara Paxton, City erk Treasurer 5 ; >� •. kAN J In CITY OF FAYETTEVILLE ARKANSAS MEETING OF AUGUST 6, 2024 TO: Mayor Jordan and City Council CITY COUNCIL MEMO 2024-378 THRU: Brad Hardin, Fire Chief FROM: Granville Wynn, Financial Analyst - Fire SUBJECT: Approval of the Fayetteville Fire Department Community Risk Assessment Standards of Cover (CRASOC) 2024 RECOMMENDATION: Staff recommends City Council approval adopting the Fayetteville Fire Department Community Risk Assessment Standards of Cover (CRASOC) 2024. BACKGROUND: In order to gain accreditation through the Center for Public Safety Excellence (CPSE), the department must address 261 performance indicators. Each of these performance indicators require a written response along with policies and supporting documentation. Part of this documentation is the development of a Department Community Risk Assessment Standards of Cover (CRASOC). DISCUSSION: The Fayetteville Fire Department's (FFD) Community Risk Assessment & Standards of Cover is a comprehensive document reviewing the characteristics of the community, programs offered by the department, risk assessment of the community, community feedback, program goals and objectives, deployment and performance, current deployment performance, and plan maintenance. BUDGET/STAFF IMPACT: There are no direct costs associated with this item. ATTACHMENTS: SRF (#3), Fayetteville Fire Department Community Risk Assessment Standards Of Cover - Final (#4) Mailing address: 113 W. Mountain Street www.fayetteville-ar.gov Fayetteville, AR 72701 == City of Fayetteville, Arkansas Y 113 West Mountain Street Fayetteville, AR 72701 (479)575-8323 - Legislation Text File #: 2024-378 Approval of the Fayetteville Fire Department Community Risk Assessment Standards of Cover (CRASOC) 2024 A RESOLUTION TO APPROVE AND ADOPT THE FAYETTEVILLE FIRE DEPARTMENT COMMUNITY RISK ASSESSMENT STANDARDS OF COVER FOR 2024 WHEREAS, in order to gain accreditation through the Center for Public Safety Excellence, the Fayetteville Fire Department must address 261 performance indicators, each of which require a written response, along with policies and supporting documentation; and WHEREAS, included in this documentation is the development of a Department Community Risk Assessment Standards of Cover (CRASOC), a comprehensive document reviewing the characteristics of the community, programs offered by the department, risk assessment of the community, community feedback, program goals and objectives, deployment and performance, evaluation of current deployment performance, and plan maintenance. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1: That the City Council of the City of Fayetteville, Arkansas hereby approves and adopts the Fire Department Community Risk Assessment Standards of Cover for 2024, a copy of which is attached to this Resolution. Page 1 Brad Hardin Submitted By City of Fayetteville Staff Review Form 2024-378 Item ID 8/6/2024 City Council Meeting Date - Agenda Item Only N/A for Non -Agenda Item 7/18/2024 FIRE (300) Submitted Date Division / Department Action Recommendation: Staff recommends City Council approval adopting the Fayetteville Fire Department Community Risk Assessment Standards of Cover (CRASOC) 2024. Budget Impact: Account Number Fund Project Number Project Title Budgeted Item? No Total Amended Budget $ Expenses (Actual+Encum) $ Available Budget $ Does item have a direct cost? No Item Cost $ Is a Budget Adjustment attached? No Budget Adjustment $ Remaining Budget Purchase Order Number: Change Order Number: Original Contract Number: Comments: Previous Ordinance or Resolution # Approval Date: V20221130 are Q 0) load 7- pm * ior qmfdpL— ki M -7- 4, Ifv.; N,(ETTEVjLt,4. FIRE DEPT �F� CITY OF F (D D) FAYETTEVILLE \2A ARK ARKANSAS I w ;h.. Al - 1. 14 Fayetteville Fire Department Community Risk Assessment / Standards of Cover Fire Chief Brad Hardin Authored by Driver/Operator David Welch, Assistant Accreditation Manager Contributors Battalion Chief Russell Hulse, Accreditation Manager Assistant Chiefs William Watts Et Thomas Good Battalion Chiefs Jeremy Ashley, Brian Stoat, Braden Flood, Josh Hooten, Brian Fenton, Lance Selph, Wes Mabry, Travis Boudrey Captains Carl Keller, Ryan Powers, Michael Schrader Driver/Operator Kyle Trowbridge Firefighter Martin Striefler Emergency Manager Shane Wood Financial Manager Granville Wynn Senior Administrative Assistant Lisa Branson Administrative Assistant Mandi McGuire City of Fayetteville Geographic Information Systems City of Fayetteville Communications and Marketing Division IAFF Local 2866 2024 IV - Table of Contents V- Executive Summary...................................................................................................... 1 VI - Documentation of Area Characteristics.............................................................................. 2 Introduction................................................................................................................ 2 CityEt Agency Legal Basis................................................................................................ 2 Historyof the Community............................................................................................. 3 Critical Infrastructure.................................................................................................10 Geography..............................................................................................................13 Topography.............................................................................................................13 GeologyEt Physiography..............................................................................................14 Climate..................................................................................................................15 Community Information...............................................................................................16 VII - Description of Agency Programs Et Services.......................................................................19 Fayetteville Fire Department Organizational Structure............................................................19 Fayetteville Fire Department Divisions.............................................................................20 Fayetteville Fire Department Facilities, Staffing Et Apparatus..................................................21 Fire Administration Programs Et Services.............................................................................26 SupportServices.......................................................................................................27 Fire Marshal Division Programs Et Services............................................................................28 Fire Safety Et Prevention Program and Services................................................................... 28 FireInspection Program...............................................................................................30 Fire Investigation, Origin, and Cause Program....................................................................30 Fayetteville Fire Department Operations Programs Et Services....................................................31 FireSuppression........................................................................................................31 Emergency Medical Services.......................................................................................... 31 Hazmat Et Technical Rescue..........................................................................................32 Aircraft Rescue and Firefighting Services (ARFF).................................................................33 Firefighter Safety Et Training Division Programs Et Services........................................................ 33 Firefighter Safety Programs.......................................................................................... 33 VI II - All -Hazard Risk Assessment of the Community................................................................... 36 Risk Assessment Methodology, Classification, and Categories .................................................. 36 IX- Community Feedback..................................................................................................59 Community Priorities, Expectations, and Performance Goals ..................................................... 59 X - Program Goals and Objectives........................................................................................60 ProgramAppraisals....................................................................................................... 60 XI - Current Deployment and Performance.............................................................................. 61 Service Level - Risk Categories, Benchmarks, Et Gap Charts ....................................................... 61 FireSuppression........................................................................................................61 Emergency Medical Services Program...............................................................................63 Technical Rescue Services Program................................................................................. 64 Hazardous Materials Services Program..............................................................................65 Aircraft Rescue Firefighting (ARFF) Services Program............................................................67 Target Hazards and Risk Categories...................................................................................68 Performance - Gap Charts...............................................................................................68 FireSuppression........................................................................................................69 Emergency Medical Services..........................................................................................71 TechnicalRescue......................................................................................................73 Hazmat.................................................................................................................. 75 Aircraft Rescue Firefighting (ARFF).................................................................................76 Fire Station Response Area Planning Zones........................................................................77 Continuing Risk Et Service Analysis - Continuous Improvement....................................................92 XII - Evaluation of Current Deployment Performance..................................................................94 Historical Perspective, Summary of System Performance, Et Evaluation of Service Delivery .................94 Service Gap Analysis ................................ AlarmHandeling Time.................................................................................................94 TurnoutTime...........................................................................................................94 First Arriving Unit Turnout Time.....................................................................................94 Effective Response Force (ERF) Travel Time......................................................................95 Distribution.............................................................................................................95 Concentration..........................................................................................................95 Resilience............................................................................................................... 96 Resistance............................................................................................................... 96 Absorption..............................................................................................................96 Restoration.............................................................................................................96 UnitReliability......................................................................................................... 96 XIII - Plan for Maintaining and Improving Response Capabilities................................................... 100 Performance Maintenance and Improvement Plan................................................................ 100 Improvement Through Collaboration.............................................................................. 100 Compliance Verification Reporting................................................................................ 100 Annual Program Appraisal............................................................................................. 101 External Stakeholder Input............................................................................................ 101 XIV - Correlation Matrix.................................................................................................. 102 XV- Appendices........................................................................................................... 118 Appendix A: 2019 - 2023 Adopted Budgets......................................................................... 118 Appendix B: Critical Task Analysis Tables........................................................................... 124 Appendix C: NFIRS Code Risk Scoring................................................................................ 129 Appendix D: Baseline to Benchmark Tables........................................................................ 133 AppendixE: Maps....................................................................................................... 138 Appendix F: 2023 Annual Program Appraisals...................................................................... 159 Appendix G - Correlation Matrix...................................................................................... 183 References................................................................................................................. 199 V - Executive Summary The Fayetteville Fire Department's (FFD) Community Risk Assessment Ft Standards of Cover is a comprehensive document reviewing the characteristics of the community, programs offered by the department, risk assessment of the community, community feedback, program goals and objectives, deployment and performance, current deployment performance, and plan maintenance. Characteristics of the community consist of a history of the community and the fire department, fire planning zones, critical infrastructure, geography, geology topography, climate, and population. The City of Fayetteville was established in 1836, fire department in 1869, and the university in 1871. The city is 55 square miles and has a population of almost 100,000. The university has almost 30,000 students but hosts over 70,000 people during sporting events. The city is divided into nine fire planning zones for fire response and incident analysis. The city has 212 smaller planning zones that are utilized for population and incident analysis. The city's critical infrastructure consists of: Interstate 49; Arkansas Ft Missouri Railroad; miles of street, trails, and sidewalks; water and sewer line; sewer treatment plants; communication networks; and energy network. The FFD is composed of nine fully staffed stations, ten fire companies and two battalions. Fire Administration Division has 7 personnel, Operations Division has 121 personnel, Prevention Division has 8 personnel, and Training Division has 4 personnel. The programs and services offered by each division are as follows: Administration Division provides support for the other divisions, planning, and emergency management. Fire Prevention Division provides fire safety and prevention program, inspection program, and fire investigation, origin, and cause program. Operations division provides fire suppression, emergency medical services, hazmat, technical rescue, and aircraft rescue firefighting. Training Division provides the safety and wellness program as well as training for the fire personnel. The Community Risk Assessment divided the city into nine fire response planning zones. Then the incident types were grouped into fire, emergency medical services, technical rescue, hazmat, and aircraft rescue firefighting. The incidents were further divided into low, moderate, high, and maximum risk based on probability of occurrence, the consequences of the event, and lastly the impact of the event. The FFD solicits community feedback from its internal and external stakeholders and the AHJ on a regular basis using social media, internal and external question -and -answer platforms, public education sessions, surveys, and local government meetings. The FFD adopted formal program appraisals for all programs. From the appraisal process, Poals and objectives for each program were created. The appraised programs include: Fire Prevention, Public Education, Fire Investigation, Domestic Preparedness, Fire Suppression, Emergency Medical Service, Technical Rescue, Hazmat, Aircraft Rescue Firefighting, Training, Communications, and Health Ft Safety. The FFD strives to deliver consistent service levels throughout the city. The FFD analyzed the deployment and performance for each program. Benchmarks were established for each program and then the benchmark times were compared to the baseline response times for each program. After evaluating total response times, the FFD further analyzed the current deployment performance. A deeper analysis was completed of the components of the total response time. In addition to response time another component is considered, resilience. This process exposes service gaps in those programs. Lastly a plan was established to maintain continuous improvement into the future. Table of Contents VI - Documentation of Area Characteristics Introduction The Fayetteville Fire Department (FFD) initiated the self -assessment process for achieving international accreditation through the Center for Public Safety and Excellence (CPSE) in 2016 The department is committed to achieving accredited status to demonstrate its ability to provide superior service to the community served, enhancing the growth of the organization, staff, and fire service capabilities. The department views the accreditation process as essential to continue ensuring the highest level of public safety services for the City of Fayetteville and maintaining its relevance within the fire service community. The accreditation project has been a collaborative process within the department, members with varying knowledge, expertise, and tenure contributed substantially to its written content. In addition to department members, employees from other City of Fayetteville divisions contributed information, data, and prospective from their fields of work. Prior to 2024, the department did not have a standards of cover document or official statement to guide operations. Instead, it operated under various Administrative Operating Policies (AOPs), Standard Operating Procedures (SOPs), and Emergency Operating Guidelines (EOGs). The following introduction will provide an overview of the city and department's legal basis, history of the community Et department, geographical location, topographical characteristics, and underlying geographic features. City Et Agency Legal Basis The City of Fayetteville was legally established as the seat of Washington County on October 17, 1828, originally as the Town of Washington Courthouse. On November 3, 1836, the first State Legislature of Arkansas passed an "Act to Incorporate the Town of Fayetteville" legally dissolving the unincorporated Town of Washington Courthouse and establishing the incorporated Town of Fayetteville. On August 23, 1870, the town was dissolved, and the City of Fayetteville was incorporated as a second-class city. On June 19th, 1905, the City of Fayetteville became a city of the first class. The Code of Arkansas A.C.A. § 14-53-101 requires "the governing body of a city shall establish fire departments and provide them with proper engines and such other equipment as shall be necessary to extinguish fires and preserve the property of the city and of the inhabitants from conflagration." The formal establishment of the Fayetteville Fire Department by the City of Fayetteville is not well documented, however, according to the few documents that have been located, including the book One Hundred Years of Fayetteville 1828-1928 by William Campbell, the generally accepted year of establishment is 1869 and the first recorded fire chief of the department was George Albright. No legal paperwork can be found in the city archives nor state records to definitively corroborate the historical claim of the department's establishment date. Due to the lack of historical legal documents the Fayetteville City Council adopted ordinance number 6683 officially establishing The Fayetteville Fire Department post hoc on September 19, 2023. Table of Contents History of the Community The City of Fayetteville is the second -most populous city in Arkansas and the most populous city in Northwest Arkansas. Known as Washington Courthouse until 1829, the city was renamed by popular vote after Fayetteville, Tennessee, from which many of the settlers had migrated from. Fayetteville is included in the three -county Northwest Arkansas Metropolitan Statistical Area, which is ranked 100th in terms of population in the United States with 576,403 residents in 2022 according to the United States Census Bureau. The city had a population of 99,285 in 2022. (US Census Bureau, 2023) In 1871 the state's flagship university, the primary campus of the University of Arkansas, was established in Fayetteville. When classes are in session, thousands of students on campus change up the pace of the city and increase the city's population exponentially. Thousands of Arkansas Razorbacks alumni and fans travel to Fayetteville to attend football, basketball, track and field events, and baseball games. The home of Razorback Football, Donald W Reynolds Stadium, has a seating capacity of 76,000, Razorback Basketball Stadium Bud Walton Arena seats 19,200, and Baum -Walker Stadium the home field of the Diamond Hogs has a maximum capacity of 10,737. The City of Fayetteville is colloquially known as the "Track Capital of the World" due to the success and prestige of the University of Arkansas cross country and track Et field programs. The University's men's cross country and track and field programs have won a combined 41 national championships to date with the women's teams adding 5 national championships since 2015. The city is the first in America to be awarded the designation of "Bike City" by The Union Cycliste Internationale (UCI), the world governing body of cycling. It was given the title in 2021 due to it not only hosting major UCI cycling events, but also its work in developing cycling through programs and infrastructure. The city hosts the Walmart Shareholders Meetings each year at Bud Walton Arena. Financial Basis Fayetteville is home to a diverse manufacturing base consisting of electronics, machining, plastics, home goods, and industrial food production. The Fayetteville Fire Department is primarily funded through a combination of sales and property taxes. A budget breakdown is provided in Appendix A. Table 1: Adopted Budgets Adopted Budgets Amended Budgets Total Expenditures Table of Contents Histor%/ of the Agenr Today, the Fayetteville Fire Department is a progressive, all -hazards emergency services response agency that includes fire suppression, emergency medical services, technical rescue, hazmat response, aircraft rescue Et firefighting, code enforcement, arson investigation and public education. These services are provided by 134 uniformed members from 9 fire stations with state-of-the-art apparatus, rescue, and medical equipment. Our firefighters are committed to delivering the finest customer service possible. For the last 24 years the department has aggressively pursued a modernization initiative in training, tactics, facilities, and equipment. The leadership and members recognize this is a never-ending endeavor and are committed to continuous improvement. The department would not be where we are today without the hard work of the members who came before us. The following are bullet points from the department's history leading to where we are now. • 1869 - The Fayetteville Fire Department is established; George Albright is recorded as the first Fire Chief. • 1874 - The FFD is disbanded due to "lack of encouragement of the city." • 1896 - The FFD is re-established. • 1897 - Frank Mayes is recorded as the fire chief. • 1897 - The first department horse drawn fire wagon is purchased. • 1906 - Clay Duggans is recorded as fire chief. • 1911 - The original Station 1 was completed on Block Avenue across from City Hall. • 1917 - C.W. Hansard is recorded as fire chief. • 1917 - Fayetteville purchases its first purpose-built fire truck. • 1918 - Fayetteville purchases a "350-gallon pumper." • 1922 - C.W. Winkleman is recorded as fire chief. • 1925 - The first paid firefighter is hired. • 1925 - Fayetteville purchases a "750-gallon pumper." • 1929 - Clyde Walters is recorded as fire chief. • 1934 - The Fayetteville Civil Service Commission is established as a non -biased body to aid the city in removing corruption from the police and fire departments. The commission today is still an integral non -biased body that provides rules, aid in hiring, promotions, and investigations. • 1939 - Mayor A.D. McAllister is recorded as being the mayor, fire chief, and police chief. • 1941 - The all -volunteer department petitions the mayor to allow them to elect their own fire chief. Henry George is elected to the position. • 1946 - Chief George steps down for unknown reasons. Carl Tune is recorded as fire chief from November 1946 to March 1947 4 Table of Contents • 1947 - Chief George returns to duty as fire chief March 1947. • 1948 - Chief George retires, Burl Skelton is promoted and becomes the first full time paid fire chief. • 1962 - The citizens of Fayetteville pass a bond issue to build 4 new fire stations due to rapidly growing citizen and University of Arkansas student populations. • 1964 - Construction of current Station 1, Station 2, old Station 3, and old Station 4 are completed. • 1971 - Chief Skelton retires, Charles McWhorter is promoted as the new fire chief. • 1972 - Volunteer recruitment reaches a low point. Chief McWhorter and the city recognize that to provide the city with an adequate fire response full-time paid firefighters must be hired. The transition to a fully paid professional department begins. • 1977 - Chief McWhorter retires, Paul Logue is promoted as the new fire chief. • 1978 - Construction of a "temporary" Station 5 is started and completed by the firefighters on the east side of Fayetteville. The building is a 3-bedroom 2-bath residential home with an RV size garage. The station is expected to be replaced in 5 years with two new proper stations north and south of its location. • 1981 - 35 of the 36 paid firefighters vote to form a union. International Association of Firefighters Local 2866 is chartered on January 25, 1982. • 1985 - Chief Logue retires, recently retired Springdale Fire Department Fire Chief Mickey Jackson is hired as the new Fayetteville Fire Department Fire Chief. • 1986 - Jim Moore, the last volunteer Fayetteville Fire Fighter, retires. The department transition to full-time paid professional firefighters is complete. • 1999 - Replacement Stations 3 Et 4, along with a new station 6 are built. Drake Field ARFF Station 3 is downgraded to an unstaffed station due to all commercial airlines leaving the airport for the recently opened Northwest Arkansas National Airport. All personnel move from Station 3 to staff the new Station 6. • 2000 - At 07:24 on December 28' a structure fire call was dispatched to the Fayetteville First Church of the Nazarene located at 2857 Old Missouri Road. At 07:40 the roof collapsed, trapping 1 captain and 3 firefighters under roof debris and fire while making an interior attack. All four self -extricated and escaped the structure. The captain suffered second and third degree burns to his hands, face, neck, ears, and mental trauma. The captain's injuries ended his career, the three firefighters suffered minor burns, injuries from falling debris, and mental trauma. At the request of Local 2866 a NIOSH investigation was conducted. This event was the watershed moment that forced the department to examine everything. Department policy, minimum staffing, training, deployment, fireground tactics Et practices, fireground accountability, fireground command structure, lack of an incident safety officer, Self -Contained Breathing Apparatus (SCBAs) maintenance, turnout gear, and the radio system were found by NIOSH to be insufficient or deficient. (NIOSH, 2001) • 2001 - Chief Jackson retires, Fire Marshal Battalion Chief Dennis Leadbetter serves as interim fire chief. 5 Table of Contents • 2001 - Recently retired Kansas City, Missouri Fire Department Fire Marshal Chris Bosch is hired as fire chief. Under Chief Bosch the department begins a modernization push. An apparatus replacement plan is approved to replace an ageing fleet, standardizing turnout gear, modern SCBAs, and hiring much needed personnel to have a minimum staffing of 3 firefighters per company are the top priorities. • 2004 - Station 7 is built in the rapidly growing area west of Interstate 540 (now 1-49). This is the first expansion station since Station 5. • 2005 - Chief Bosch departs the department. Assistant Chief Marion "Homer" Doss, Assistant Chief Chris Lynch, and Assistant Chief Bud Thompson serve as interim management team until a new fire chief is hired. • 2005 - Retired Elkhart, Indiana Fire Chief Tony Johnson is hired to be the new department fire chief. • 2006 - Ground is broken for a replacement Station 5 two miles north of the old location. • 2007 - Ground is broken for a new Station 3 two miles south of the old Station 5. • 2007 - New Station 5 opens 29 years after the original Station 5 went into service. The old Station 5 temporarily houses Ladder Company 3 while construction continues on Station 3. • 2008 - Station 3 opens. Unstaffed Station 3 located at Drake Field is renamed the ARFF Station. • 2009 - Old Station 5 is remodeled into offices for the Fire Marshal's Office. • 2009 - Chief Johnson departs the department. • 2009 - B - Shift Battalion Chief Kyle Curry serves as interim fire chief. • 2010 - Recently retired Tulsa, Oklahoma Fire Department Deputy Chief David Dayringer is hired January 2010 as the new FFD Fire Chief. Chief Dayringer begins more modernization programs to build on what Chief Bosch started. Chief Dayringer institutes the department's first Labor/Management Team. The team consists of the Local 2866 executive board and the department's chief officers. The team is charged with creating or updating existing Administrate Operating Procedures (AOPs), Standard Operating Procedures (SOPs), and Emergency Operating Guidelines (EOGs) as its priority. AOPs created by the team are approved by the Fayetteville City Council effectively codifying department policies as city ordinances. • 2013 - The Fire Marshal's Office moves to 4140 South School Avenue. • 2013 - The former Fire Marshal's Office located at 833 North Crossover Road is sold to Central EMS. The new CEMS Station 8 houses an ambulance and crew to provide EMS services to the east side of Fayetteville and Washington County. • 2014 - The department is moved from a Class 4 to a Class 2 ISO rating. • 2015 - FEMA grant funding is secured to purchase a "portable" burn tower. Classroom facilities, and related infrastructure for future expansion were built using capital improvement funds. • 2016 - Ground is broken, and construction is completed the same year on Fayetteville's first training center. The six -story tower has 7,000 square feet of available training space and the separate classroom building contains offices for staff along with room to store two apparatus. Table of Contents • 2017 - All FFD units assigned to the Operations Division are upgraded with proximity dispatch capabilities enhancing the department's response times. • 2018 - The department is moved from a Class 2 to a Class 1 ISO rating. • 2019 - Chief Dayringer retires. Assistant Chief Brad Hardin is appointed by Mayor Jordan to the position of Fire Chief on the recommendation of Chief Dayringer. Chief Hardin is the first chief to come from within the department since Chief Logue (42 years prior). Chief Hardin makes accreditation of the department a priority. Work begins on research and data gathering. • 2019 - The citizens of Fayetteville vote to pass a $226 million dollar bond issue for infrastructure improvements. $15.8 million is dedicated to building 3 new fire stations and replacing 3 apparatus. The new stations will be staffed with current personnel and companies. • 2021 - Fayetteville takes delivery of its first tiller truck. Designated Ladder 6, it replaced a 16-year-old Bronto Skylift. • 2021 - Further updating department AOPs, SOPS, and EOGs is recognized as a necessity for the accreditation process. Work begins with reviewing every document, updating, and revising them. The document filing structure is simplified to Administrative Directives, Administrative Policies, and Standard Operating Guidelines. Administrative Policies are still approved by the Fayetteville City Council and codified as city ordinances. The project is ongoing. • 2022 - Expansion Station 9 is completed and opened August 5. Engine 6 and its crew are moved to Station 9 and renamed Engine 9. • 2022 - Fayetteville takes delivery of a 2250-gallon pumper/tanker. Designated Engine 8, the new apparatus's purpose is to bridge the gap with water supply issues in the far west and northwest fire planning zones that lack hydrants or adequate water supplies until the water and sewer division can install or upgrade municipal water lines. • 2022 - Expansion Station 8 is completed and opened November 17. Engine Company 4 is retired, and the crew members of Engine 4 move to Station 8 to staff the new Engine 8. • 2023 - October 9, groundbreaking takes place for a new Station 2. The new station will be located 1 mile east of the current Station 2. The 11,000 square foot 3 1/2 bay station will replace the 1964 built 2,000 square foot 1 '/2 bay station. Technical Rescue and Hazmat teams are slated to move from Station 1 into Station 2 upon completion. Relocating the two teams will improve response times throughout the city for technical rescue and Hazmat calls as well as fire suppression and EMS calls. Table of Contents Communitv Boundaries Fayetteville's city limits have grown exponentially since the original settlement of 1828. While the city saw mild growth from its inception, the first wave of rapid growth came immediately after World War II and lasted until the early 1970's. With the oil embargo of 1973 - 1974, city annexation slowed, and more effort was directed toward infill of land already in the city Map 1: Station Response Areas limits and improving city services. During this time, several well-known global corporations were established in the Northwest Arkansas region such as Wal-Mart, Tyson Foods, and JB Hunt Trucking. When these three corporations matured in the mid 1990's along with a healthy national economy, a new economic boon was spurred in the region. With the influx of new funds and a growing population, a new annexation expansion of Fayetteville began. From 1993 to 2008, the city began incorporating county areas west of Interstate 49 meeting the city limits of Farmington and Wheeler, and to the east meeting the city limits of Elkins, Round Mountain, and Goshen. In the northern part of the city the limits of Springdale and Johnson had long ago been met as well as to the south meeting the city of Greenland. Service Area Boundarie, Service area boundaries are the municipal boundary of the city limits of Fayetteville. The Fayetteville Fire Department (FFD) has automatic aid agreements with the surrounding communities, so the FFD responds beyond the municipal boundaries. Automatic aid boundaries with all fire departments bordering the city are documented between the individual outside agencies and the department. The Fayetteville Geographic Information System (GIS) Department maintains all boundaries. The Assistant Chief of Operations meets with representatives of neighboring fire departments to Fayetteville Fire Department Station Response Areas 2023 Map 2: Other Service Areas (Automatic Aid Boundaries) Otter Service Area (2A) t - r.mmcrw discuss response needs and deployment models. The auto -aid department's respective Fire Chief approves changes to these areas, and updates are provided to GIS, the Washington County Department of Emergency Management, and the respective dispatch centers. The department has outlying areas that fall outside our goal response time of four minutes, and our auto -aid partners help fill those gaps. The smaller city and county fire departments are limited in staffing, especially during working hours, so FFD has been able to help ensure their citizens have the protection they need. The GIS department regularly works with the department to ensure up-to-date information and maps are available. In addition, GIS updates the CAD daily to ensure that mobile data terminals in the responding apparatus have the most up-to-date information possible. Fayetteville is bordered on the north by the City of Springdale and the City of Johnson. To the east, Fayetteville is bordered by the unincorporated community of Round Mountain and the City of Goshen. To the south, Fayetteville is bordered by the City of Greenland, which is provided fire protection by the City of West Fork. To the west, Fayetteville is bordered by the City of Farmington and the unincorporated communities of Wedington and Wheeler. Table of Contents Full page maps are provided in Appendix E: Maps for all maps in this document. All example maps link to the full -page version as well. Fire Planning Zones The Fayetteville Fire Department (FFD) currently utilizes two levels of geographical planning zones. The first level of geographical planning zones utilized are first due station response areas. These response areas are established by a GIS modeling program based on drive time between individual addresses and fire station locations. The second level, 212 "Fire Planning Zones" have been created utilizing the US National Grid System 1,000-meter squares for a more granular analysis of the city. The City of Fayetteville is divided into nine primary station response areas corresponding to the nine staffed stations of the Fayetteville Fire Department. Additionally, a response area for Interstate 49 is utilized. This is the primary level used statistical analysis. The fire district boundaries are established and maintained based on travel distance and time from each station by the city's Geographic Information System (GIS) with extensive input from the department. The "Fire Planning Zones" provide a more granular analysis of the city. Data from these squares are used to determine the need for additional resources and facilities, identify service gaps, and predict the service impact of growth and development. The department's primary fire suppression and service response area encompasses the entirety of the city limits of Fayetteville. The department has written automatic aid agreements with the neighboring departments that border the city. Map 3: Service Area Boundaries Map 4: Planning Zones Fire Service Area (2A) Planning Zones (2A) MWOMM m-�a®��l V ®®MMIZIMM MMMo�®®®Om®©ems®®m0 On o . "m Po® moo ®CAM®m mmt ®mmom g� N®®® m®®OMM MM MMOMM Im 0��®®gym®®Q ®®m0 �lC30 ®�1�®®��®®Fg m ®�Im�mM�m®m�®©t�l ®C0®ME10® ©�D i_=MmmIS C�i�il�1 mm®alp • E��2�3�IG I���mmm ®Ma C­715/­ Table of Contents critical Infrastructure The department utilized the ESRI Accreditation Map 5: Critical Infrastructure Solution to perform a critical infrastructure assessment in 2022. This information identifies all critical infrastructure within the city and assigns a risk level by planning zone. The information is available through a GIS map as well as a spreadsheet. Critical infrastructure has been made available to responding units using GIS mapping available in apparatus mobile data terminals (MDTs), however the use of this data has not been fully utilized in emergency deployment to date. The department is evaluating new records management and response software packages that would allow for better utilization of critical infrastructure :CXV� . Sn" C­ --v_VC0 T.— r ft.0-9 Wti. .u.. Aro s wr.W& —wrw. information for all personnel. Critical infrastructure identified in the city falls into four categories: Transportation, Communication, Energy, and Water. Trancnnrtatinn Svctamc Fr Natwnrkc a..,.:,,1.1= Transportation throughout the city is primarily on paved road surfaces. Interstate 49 traverses Fayetteville from North to South and was originally designed to be a west side two lane highway bypass of the city when it was constructed in the 1970's as part of the realignment of old US-71 and was designated "US-71A." The old section that runs North to South through the middle of the city was designated "US-71 B." In the 1980s, US-71A was expanded to four lanes to accommodate the growing population along with the addition of overpasses for US-62/6th Street (now Martin Luther King Blvd), AR-16 (Wedington Drive), Porter Road (now Stephen Carr Memorial Blvd), and AR-112 (Garland Ave). 1991 began the construction of Interstate 540 from Fort Smith to the Missouri border and US-71A was absorbed into 1-540. Construction began on a six -lane widening project on 1-540 from the south Fayetteville city limits to the Missouri border in early 2012 with Phase 1 beginning in Fayetteville. Construction was completed within the Fayetteville city limits by winter 2016, followed by the entire project being completed winter 2017. During construction in 2014, 1-540 from Fort Smith to Missouri was redesignated Interstate 49 (1-49). (ARDOT, 2022) The most recent traffic data study available from the Arkansas Department of Transportation (ARDOT, 2022) shows a low count of 30,000 to a high count of 90,000 motor vehicles utilizing 1-49 within the Fayetteville city limits daily. Other major thoroughfares in Fayetteville include US-71 B, AR-16, AR-45, AR-62, AR-112, and AR-265. 10 Table of Contents Transportation - Mass Transit Mass transit in the city is provided by buses operated by Ozark Regional Transit (ORT) and Razorback Transit. ORT operates several routes internally in Fayetteville and external routes serving the rest of Northwest Arkansas. Their headquarters are in Springdale, Arkansas. Razorback Transit, owned and operated by the University of Arkansas, operates routes inside the city and has their main hub station located on the University of Arkansas campus in Fayetteville. Transportation - Trail Network Fayetteville owns and maintains an extensive paved trail network. Currently the city has 51.5 miles of paved walking and biking trails and 56 miles of soft surface trails. Long range plans include trail access within 1/2 mile of every resident. Transportation - Rail The Arkansas Et Missouri Railroad (AEtM) owns and operates a well -maintained north/south rail line through the geographical center of Fayetteville serving mainly freight transportation; however, AEtM does offer passenger excursion tours several times a year Map 6: Transportation Networks w.ve.c. nr.r aa.», ..,a, 6. AIM Crt 762022 between Northwest Arkansas and Fort Smith. The department has conducted training with AEtM personnel in the past for rail emergencies but does not currently have training scheduled with the corporation. Transportation - Air The City of Fayetteville Municipal Airport, Drake Field, is located near the southern boundary of the city near US-71 and serves several private charter airline companies that transport people and goods daily. Drake Field is classified as a an "Index B" airport. The department staffs a Federal Aviation Administration (FAA) certified Aircraft Rescue Firefighting (ARFF) emergency response force (ERF) 365 days a year. Transportation - Water The city is landlocked. While there are several rivers and lakes within the response area, water -based freight transportation is not a concern. The department is equipped and trained to conduct swift water rescues should an incident occur. The department does conduct several swift water rescues a year due to flooding after heavy rains. 11 Table of Contents Communication The Fayetteville Fire Department's portable, mobile, and fixed communication system is part of a county wide 700/800 MHz P25 simulcast system that operates within the Arkansas Wireless Information Network (AWIN). The system provides the department with 95% coverage, interoperable public safety system for fire, police, and other city agencies to communicate. The department can communicate with aid partners local, regional, and statewide on the AWIN system. The communication system is maintained by a 24/7 Central Dispatch Center (CDC) located inside Fayetteville Police Headquarters. CDC is overseen by the Fayetteville Police Department with the Dispatch Manager being the primary point of contact for the FFD through the Assistant Chief of Operations. The center is the Public Safety Answering Point (PSAP) and receives 911 cellular and landline calls inside the City of Fayetteville. In the event of the call center becoming overwhelmed or experiencing an interruption in service, calls roll over to an alternate PSAP/Dispatch Center located at Central EMS headquarters. As with all department stations, CDC is equipped with a standalone backup generator. Tower sites and associated equipment are equipped with backup generators to sustain operation during power failures. Community emergency alerts are primarily handled through Informacast, FEMA Integrated Public Alert it Warning System (IPAWS), local media, NOAA alerts, Notify Me, and Smart911. Notify Me and Smart911 are free to citizens to opt into for usage. Notify Me is primarily used by the City of Fayetteville for non -emergency alerts. A statewide license for Smart911 was purchased by the State of Arkansas in 2012 with the goal of providing every resident access to the system free of charge. (Bryan, Wayne - Arkansas Democrat -Gazette, 2012) CDC has fully intergraded Smart911 into the CAD system and receives information from callers if they have set up an account. Informacast is integrated with IPAWS and will send an alert to every mobile device within the city such as an AMBER Alert or broadcast from the national Emergency Alert System (EAS). Energy Map 7: Critical Infrastructure Assessment - Utilities Electricity is provided to the city from two utilities. Ozarks Electric Cooperative is a non-profit member -owned cooperative with their primary focus on providing electric service to the rural areas of Northwest Arkansas. Ozarks Electric is the primary service provider for power to many of the homes and businesses that have been annexed into Fayetteville that were once part of Washington County. The resources Ozarks Electric utilizes to generate power are hydro, methane gas, and solar. (Ozarks Electric, 2023) Transmission lines are both above and below ground. The main provider of electricity to the city 0 0 75 1 5 3 4.5 ® Miles Created: 7/812022 is Southwestern Electric Power Company (SWEPCO). SWEPCO's primary focus is providing power to the urban and more densely populated part of Fayetteville. Their transmission lines are above and below ground. The resources SWEPCO utilizes to generate power are natural gas, coal, and wind. The sole provider of natural gas to Fayetteville is Black Hills Energy. 12 Table of Contents All FFD stations have been built or retrofitted with whole building backup generators that draw their fuel from underground natural gas lines in the event of a loss of electricty. Regular checks, maintenance, and repairs are handled by a qualified private contractor. Water The water supply for the City of Fayetteville originates from Beaver Water District and is overseen by Fayetteville Water and Sewer. This utility serves residential, commercial, and industrial clients across the city, neighboring smaller municipalities, and Washington County citizens. Fayetteville Water and Sewer approximates an average daily supply of 18,500,000 gallons with the capacity to reach 40,000,000 gallons per day if needed. The city's utility infrastructure is well-equipped to meet this daily demand. A comprehensive water maintenance initiative is in place to manage the water distribution systems and accommodate growth in Fayetteville, Farmington, Goshen, Greenland, portions of Johnson, and Wheeler. This program collaborates with other divisions, consulting engineers and contractors to address all aspects of the water system. Geography Fayetteville is in Washington County, Arkansas. Geographically the city is on the outskirts of the Boston Mountains, deep within the Ozarks, located in the northwest corner of the state. The city lies 60 miles north of Fort Smith, Arkansas, 30 miles east of the Arkansas/Oklahoma border, 40 miles south of the Arkansas/Missouri border, and 82 miles west of Harrison, Arkansas. Topography Map 8: Geographic Location of Fayetteville, Arkansas rave P n—lle Sher Knob p Missouri Lampe P d eda e A ansas issoq,rbBor•,rta — — ay — Gravette Eureka Bentonville Springs Berryville Rogers Alpena Bergman Colcord Gentry Lowell -� _ HTnson,iA`Va• nsas,- _ isas Siloa 'Springs rr ', Springdale —'— _ Huntsville Compton Dogpatch Fat©nlle Kingston Jasper West9Cnoma Fayetteville Elkins Ponca Jas r a Arkansas/0 Bordene Grove West Fork Vendor Elevations within Fayetteville range S „M D Deer Winslow between 1,100 to 1,500 feet above sea OJ Wfl level, and the response area of the FFD has N Dark many steep hills. Considering the inclines, Mountainburg Nalu orest the department has historically purchased Rudy Mulberry D aHagarville Alma 0 ) apparatus with low gearing, high torque hsaw van Buren Altus Clarksville n Hector Roland Q Dover engines, and modified angles of approach o FortS ',A Tr. Kn©o—Ile Scranton !f Lavaca London and departure to surmount the hills. I Charleston Pans Russellv,lle Flooding can occur in low lying areas but does not remain flooded for extended periods due to the excellent natural drainage from the many creeks and streams. Winter weather can pose a challenge for emergency responses. Operations crews are trained to be proactive if snow and ice are forecasted and stations have appropriate snow chains and ice cables for their apparatus ready to be installed. The Fayetteville Transportation Division is proactive when harsh weather is predicted, often blocking known roads that flood before a storm moves into the area and applying sand and/or ice melt to bridges and hills before freezing precipitation. The FFD and Transportation Division have a good working relationship and regularly communicate during adverse weather conditions. 13 Table of Contents Geology 8t Physiography The eastern and southern portions of the FFD response area are hilly uplands. The portions to the west and north are more level and consist of deep soil. Most of Fayetteville is underlain by the Fayetteville Shale and Boone Limestone formations. The rock is dense and somewhat resistant to weathering. The United States Department of Agriculture describes the local surface soils as "consisting of deep, well drained, moderately permeable soils that formed in residuum or colluvium from slightly calcareous sandstone." (United States Department of Agriculture, 2003) Prehistoric geologic activity in the region has caused faults wherein sub -surface areas have separated, creating a fault line or crack along where one area can move independent of another. Two such faults have been found within the general Fayetteville area. The Fayetteville fault dissects the middle of the city from southwest to northeast. The White River fault runs west -east along the area between northern Fayetteville and southern Springdale. No seismic activity has been experienced in either of these faults in recorded history. The physiography of Fayetteville can be described as woodland forest and savanna. The native deciduous trees are a mix of oak species, hickory, black walnut, maples, pecan, and other hardwoods. The only pine trees native to Northwest Arkansas are the Shortleaf Pine and Loblolly Pine. Example 1: Black Walnut Trees in The Drake Grove, U of A Farm. Example 2: Poast Oak outside of the Fayetteville Public Library Example 3: Boone Limestone Formation O Example 4: Fayetteville Shale Formation 14 Table of Contents Climate Fayetteville has a humid subtropical climate. The region experiences all four seasons and does receive cold air masses from the north; however, some of the Arctic masses are blocked by the higher elevations of the Ozarks. July is the hottest month of the year, with an average high of 88X F and an average low of 69.4° F. Temperatures above 100°F occur, on average, 3 times a year. January is the coldest month with an average high of 46.5 ° F and an average low of 26.9 ° F. Temperatures below 32 ° F occur on average 10.4 times a year, with 0.6 nights per year dropping below 0°F. The city's highest temperature was 110°F, recorded on August 3, 2011. The lowest temperature recorded was -24° F, on February 12, 1899. (NOAA, March 15, 2021) Precipitation is weakly seasonal, with a bimodal pattern: wet seasons in the spring and fall, and relatively drier summers and winters, but some rain in all months. The spring wet season is more pronounced than fall, with the highest rainfall in May. This differs slightly from the climate in central Arkansas, where the fall wet season is more comparable to spring. The Fayetteville -area historical tornado activity is near Arkansas state average. It is 86% greater than the overall U.S. average. Tornadoes can happen any time of year in Arkansas, but the two main tornado seasons are March to May and November to January. Figure 1: Climate Averages (City-Data.com, 2021) Average Temperatures 100°F — 90"F 80°F 701F 60°F 50T 40T YPF I■■■■■■■■■■■■1. �■■■■■�� ��■■■ .. I.■■.M ,'■■ IE�■■■■■■■, l=WEE■■■■■■■\ Jan Feb Mar Apr May Jun Jul Aug 1 Oc: Nov Dec 1 .. Illll,Illll,lull,lllll,lllll,lllll,lllll,lllll, 1., .. 40% 30 % ZO % 10% 0% Jan Feb Precipitation CM1y &19 verage 70% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Cloudy Days Days clear of clouds Partlycloudy days Cloudy days Days with preciprtafion y Jun Jul Aug Sep Oct Nov Dec Humidity City moming City agemoon US moming average US abrnoon average Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Wind Speed (mph) �l Cdy � US average Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 15 Table of Contents Community Information Population 8t Density Map 9: Population Density Heat Map 2022 The FFD analyses population density in all planning zones throughout the city. While some zones have ° lower population density, the department utilizes the ° higher urban response standard for the entire city and incorporates response time standards into the location m Legend of fire companies and fire stations throughout the m ° El o ,. city. Planning zones where the department falls short ° ® R Population Density of set standards become focal points for additional �191 85 fire companies or stations. Beginning in 2017, the .]55169 department utilized data analysis to locate areas in "9>9-06 Z the city where response time standards were lacking. 33 Using GIS modeling, potential locations for three new fire stations were pinpointed. This process was utilized to determine the location for the addition of Stations 8 and 9 and the creation of corresponding response areas. Land was secured in those locations, with help from a bond approval, and the property was secured. Fire Stations 8 and 9 were opened and placed in service at the end of 2022. This process also led to the relocation of Station 2, which is under construction as of this writing. The next areas of focus will be northeast, and west, depending on the data once the new Station 2 is in operation. Graph 1 Sources (US Census Bureau, 2023) Ft (City of Fayetteville, Arkansas, 2020) Fayetteville, Arkansas 50 Year Population Trend ■ 1990 _ 2000 ■ 2010 ■ 2020 ■ 2030 (Projected) ■ 2040 (Projected) 160,000 140,000 120,000 100,000 80,000 60,000 58,047 42,099 40,000 20,000 0 73,580 93,949 Population 142,496 16 Table of Contents Community Consequences The department utilizes records management software (RMS) to report monthly to the National Fire Incident Reporting System (NFIRS). The statistical data gathered contains information on property loss and civilian and firefighter injury and death. The data stored in RMS has satisfied all NFIRS requirements and has provided valuable statistical data for the department to analyze and report on. Data on property loss is provided in quarterly and annual reports, which are provided to all personnel, along with the governing body, and are available to the public. The department plans to continue to collect property, life, and environmental loss data for required reporting and future analysis. Community Characteristics The department utilized the ESRI Accreditation Solution to identify response characteristics such as population density, transportation systems, land use, and physical characteristics. The City of Fayetteville's GIS department assigned this task to a dedicated analyst. These characteristics have been applied to the Fire Planning Zones, mapped, and are available in data form for further analysis. Different aspects of the data have been used when creating and modifying response areas and fire quadrants. The data and maps were utilized in determining the new station locations. GIS used transportation system components and topography when projecting apparatus response times and routes to be uploaded into the CAD for proximity dispatching and this integration has improved our response. The department hired a dedicated Emergency Manager in 2023 who will utilize the response area characteristics going forward to improve the services provided to the community and inform continued development of the city's emergency response guide. Demographics - Year 2020 Census data over the last two decades shows that Fayetteville is slowly, but gradually becoming more racially diverse. In the year 2000, 86.5 percent of residents identified themselves as white, by the year 2020 this number has decreased to 76.13 percent. Almost every other ethnic group has increased in population numbers as a percent of the overall population with Hispanics seeing the largest increase, from 4.9 percent in 2000 to 7.5 percent by 2020. The 2020 census race demographics are shown in the graph below. Graph 2: Sources (US Census Bureau, 2023) Et (City of Fayetteville, Arkansas, 2020) Community Demographics White Two or More Races _ Hispanic Origin _African American Asian American Indian and Alaska Native ■ Native Hawaiian and Other Pacific Islander 0.20% 2.8% 1 % 5.9% 7.5% 7.7% 76.13% 17 Table of Contents Graph 3: Source (US Census Bureau, 2020) 14% Median IncomE Household Annual Earnings 10% 13% 16% 5% Less than $10,000 $10,000 to $14,999 10% ■ $15,000 to $24,999 w $25,000 to $34,999 $35,000to $49,999 $50,000to $74,999 10%—$75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 - $200,000 or more Map 10: Fayetteville, Arkansas Median Household Income Map (City of Fayetteville GIS Division, 2022) The median household income in Fayetteville for 3 2020 was $61,428, which �• : "j s was 14.5% greater than '''S,SN the median annual income of $52,528 across f35.DW ;�. the entire state of f25.�9 9�. Arkansas. Compared to f• : J $23,333 ,n the median income of .. ,rj`�•••s f'"=,>os� u' f26f667' '0i ,s am fa9,583 135,435 $31,345 in 2000 this 559,5451 6°° sds,3a represents an increase of ,�: SI6,833 f 49.0%. The per capita �'011 f�3,3=5 $35,171 income in 2020 was......... '." f31,]95 $33,179, which means an increase of 44.8% ••... f39,621 ` ♦.......... M, compared to 2000 when it f �........... was $18,311. This. information is based on �G'-� f. e•i data from 2000 / 2020" 0 0.5 t 2 Miles when the population of Ias vG' Rl•Pm h'1@f!Art Na dNNbn p' Fayetteville, Arkansas was 58,047 / 93,949. (US Census Bureau, 2023) (City of Fayetteville, Arkansas, 2020) 18 Table of Contents VII - Description of Agency Programs &t Services Fayetteville Fire uepartment Organizational Structure As of 2024, the Fayetteville Fire Department employs: Uniformed Employees: 1 Fire Chief 2 Assistant Chiefs 2 Division Chiefs - 7 Battalion Chiefs - 41 Captains 31 Driver/Operators 43 Fire Fighters Civilian Employees: - 1 Emergency Manager - 1 Financial Analyst - 2 Administrative Assistants - 1 Fire Equipment Maintenance Technician - 2 Civilian Inspectors Fayetteville Fire Department Organizational Chart - 2024 Fire Chief Operations Division Training Division Fire Marshal (Assistant Chief) (Division Chief) (Division Chief) Emergency 1 Captain Manager Administrative Assistant 1 Driver Operator & 1 Firefighter Battalion 1 Battalion 2 Battalion 1 Battalion 2 Battalion 1 Battalion 2 A -Shift A -Shift B-Shift B-Shift C-Shift C-Shift (Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief) (Battalion Chief) 6 Captains 6 Captains 6 Captains 6 Captains 6 Captains 6 Captains 5 Driver 5 Driver 5 Driver 5 Driver 5 Driver 5 Driver Operators Operators Operators Operators Operators Operators 7 Firefighters 7 Firefighters 7 Firefighters 7 Firefighters 7 Firefighters 7 Firefighters Fayetteville Fire Department Organizational Chart 2024 4 Deputy Fire Marshals (Captains) 2 Civilian Inspectors Financial Analyst Administrative Assistant Support Division (Assistant Chief) Planning (Battalion Chief) Equipment Maintenance Technician L13 ETTEVILZ, FIRE DEPT 7 F F 0 D ARK 19 Table of Contents Fayetteville Fire Department Divisions The FFD has a total of four divisions: Administration, Operations, Prevention, and Training. Administration Division is staffed by the Fire Chief, Assistant Chief of Support, Planning Battalion Chief, Emergency Manager, Administrative Assistant, Financial Analyst, and Equipment Technician. The responsibilities of each position are indicated by their titles. Administration's focus is leading the department and addressing the needs of the community. Operations Division is staffed by the Assistant Chief of Operations, 6 Battalion Chiefs (2 per shift), and 108 suppression captains, drivers, and firefighters. Operations personnel are tasked with protecting the community from natural and man-made emergencies such as fires, medical emergencies, flooding, motor vehicle incidents, natural disasters, Hazmat incidents, as well as general calls for service. The Operations Division's focus is protecting the community at large. Operations operates on a 48/96 3 shift rotation. Each shift has 2 battalion chiefs, 12 captains, 10 driver/operators, and 14 firefighters. Prevention Division is staffed with a Fire Marshal Division Chief, four Deputy Marshals (Captain rank), one Administrative Assistant, and two civilian inspectors. The Prevention division's primary focus is new and existing building/business inspections, fire investigations, construction plan reviews, plat reviews, and community fire safety education. Community fire safety and education programs, scheduling station tours for citizens, scheduling firefighter visits to schools, and Fire Safety Month education are all managed by the Prevention Division. The Fire Marshal Battalion Chief handles department PIO duties concerning fire investigations. Fire Safety Et Training Division is staffed by the Safety 1t Training Division Chief, one captain, one driver, and one firefighter. The division is tasked with developing the yearly department training schedule, auditing training records, coordinating with other training divisions in neighboring cities, communicating with the Arkansas Fire Academy, and basic maintenance of the FFD Training Tower. The Safety £t Training Battalion Chief carries out the duty of department safety investigations if a member is injured on the job or a safety concern is reported. They are also charged with managing the department Wellness and Fitness Initiative. 20 Table of Contents Fayetteville Fire Department Facilities, Staffing 8t Apparatus The department is composed of 9 fully staffed stations, one unstaffed ARFF station, one Training Division Campus, and one Fire Marshal's Office (FMO). Station and front-line apparatus identification are sequentially numerical from 1 to 9. Reserve apparatus are identified by City of Fayetteville fleet number. Station 1 houses two companies while Stations 2 through 9 have single companies. Daily shift operations consist of three 48/96 rotating shifts (A -Shift, B-Shift, Et C-Shift), each shift is assigned 2 shift commanders, 12 captains, 10 drivers, and 10 firefighters. All suppression companies are staffed with a minimum of 3 qualified personnel while the two battalion units are staffed with a minimum of 2 qualified personnel. Minimum staffing per shift is 34 personnel. Apparatus housed in each station are listed in the descriptions below. A table is provided containing details for all apparatus operated by the FFD at the end of this section. Station 1 303 W Center Street I Station 2 708 North Garland Avenue Station 1 is in downtown Fayetteville and serves as the headquarters of the Fayetteville Fire Department. Station 1 houses eight operations personnel, including one shift commander, three captains, two drivers, and two firefighters. The administrative personnel working out of Station 1 are the Fire Chief, two Assistant Chiefs, Planning Division Battalion Chief, Emergency Manager, Financial Manager, and one Administrative Assistant. Front line apparatus operating out of Station 1 are Battalion 1, Engine 1, and Rescue 1. Unstaffed apparatus at Station 1 is WMD 1, Hazmat 1, and Boat 1. Built in 1964 and located near the University of Arkansas, Station 2 is the smallest of the department's stations. As mentioned, in the department milestones, Station 2 is slated to be replaced and moved by Q4 2024 or Q1 2025. Station 2 houses three operations personnel and Engine 2. 21 Table of Contents Station 3 1050 South Happy Hollow Road Station 4 3385 North Plainview Avenue Station 5 2979 North Crossover Road U I Station 3 is in the south-eastern part of the city and provides first due coverage of Fayetteville's industrial park. Station 3 houses three operations personnel, Ladder 3 and USAR 3. USAR 3 belongs to Washington County, Arkansas and is assigned to Northwest Arkansas Task Force 1 (NWA-TF1). USAR 3 is not staffed until activated. Station 4 is in the north -central part of the city near the north Interstate 49/US-71 business interchange and geographically near the northern part of Interstate 49 in the city limits. Station 4 houses three operations personnel, Ladder 4, TRV 4, reserve Engine 38, and Boat 4. TRV 4 is equipped for emergency medical and brush fire responses on Fayetteville's trail network, the unit is not staffed until activated. Station 5 is in the north-east part of the city. Station 5 houses three operations personnel, Engine 5, Brush 5, and reserve Engine 37. Brush 5 is equipped with a 200-gallon tank and gasoline powered pump skid unit for brush fire responses, the Brush 5 is not staffed until activated. 22 Table of Contents Station 6 900 South Hollywood Avenue Station 7 835 North Rupple Road Station 6 is in the south-central part of the city near the Interstate 49/US-62 interchange, and geographically near the southern part of Interstate 49 in the city limits. Station 6 houses three operations personnel, Ladder 6, TRV 6, and reserve Ladder 39. TRV 6 is equipped for rapid emergency medical responses on Fayetteville's trail network and off -trail SAR. TRV 6 is not staffed until activated. Station 7 is in the western part of the city near the west geographic center if Interstate 49 and provides first due coverage to a large portion of Fayetteville's residential neighborhoods west of 149. Station 7 houses three operations personnel, Ladder 7, and reserve Ladder 32. 23 Table of Contents Station 8 2266 West Deane Street Station 9 2250 South School Avenue Station 8 is located east of the geographically central part of Interstate 49 within the city limits and provides tanker capabilities to northwest annexed areas that lack adequate municipal water supplies. Station 8 houses five operations personnel, Battalion 2, and Engine 8. Station 9 is in the southern part of the city near the south Interstate 49/US-71 business interchange. Station 9 houses three operations personnel, Engine 9, TRV 9, and a portable air cascade trailer. Crew members must hold ARFF certification as Station 9 is the closest station to the Fayetteville Municipal Airport and is the first due for any ARFF emergency or standby. TRV 4 is equipped for emergency medical and brush fire responses on Fayetteville's trail network, the unit is not staffed until activated. 24 Table of Contents ARFF Station 385 West Ernest Lancaster Drive Fire Marshal's Office 4140 South School Avenue The unstaffed ARFF Station located on the grounds of the Fayetteville Municipal Airport houses the ARFF Engine and the associated equipment for aircraft rescue and firefighting. Weekly checks of the apparatus, equipment, and grounds are conducted by the Station 9 companies. Currently the living quarters are being utilized by the Fire Equipment Maintenance Technician as an office. The Fire Prevention Bureau is in the southern part of the city adjacent to The Fayetteville Municipal Airport on US-71 business (South School Ave). The bureau provides staff vehicles for the Chief Fire Marshal, and deputy marshals. Two civilian inspector positions have been approved by the city council and will be hired in 2024. The two new positions will be provided vehicles and equipment when hired. All Equipment for fire investigations, evidence collection, and inspections are stored in a secure area the property. 25 Table of Contents Fire Training Division 2505 Borick Drive i aoie L: npparaws mrormauon index )paratus Designation gine 1 scue 1 ttalion 1 AD 1 zmat 1 at 1 pine 2 dder 3 AR 3 dder 4 V4 serve Engine 38 at 4 pine 5 ash 5 serve Engine 37 dder 6 V6 serve Ladder 39 dder 7 dder 32 pine 8 ttalion 2 pine 9 V9 ale Air Cascade Trailer Engine Location Station 1 Station 1 Station 1 Station 1 Station 1 Station 1 Station 2 Station 3 Station 3 Station 4 Station 4 Station 4 Station 4 Station 5 Station 5 Station 5 Station 6 Station 6 Station6 Station 7 Station 7 Station 8 Station 8 Station 9 Station 9 Station 9 Station 13 The Training Division is in the south-eastern part of the city in the Industrial Park area. Built in 2016 with funding from a FEMA 90/10 grant, the campus has a six story 7,000 square foot tower, classroom facilities, two apparatus bays, a rubble pile for USAR training, and river access for swift water training. The classroom facilities have a "clean" classroom with separate outside entrances/exits to the restroom and shower areas so firefighters can enter the building in dirty turn out gear but not contaminate the classroom and office areas. 2017 Pierce Arrow XT Pumper 2016 Pierce Arrow XT Rescue Pumper 2023 Chevrolet Tahoe 2021 Mercedes Sprinter 4x4 2001 International Navistar 4900 Inflatable Rescue Boat 2015 Pierce Arrow XT Pumper 2015 Pierce Arrow XT Quint with 75' Aerial 2018 Freightliner 2019 Pierce Ascendant 100' Platform 2012 Polaris Ranger 6x6 2006 E-One Cyclone II Pumper Inflatable Rescue Boat 2017 Pierce Arrow XT Pumper 2002 Ford F350 w/200-gallon skid pump 2005 E-One Cyclone II Pumper 2020 Pierce Arrow XT Ascendant 107' Tiller 2016 Honda Pioneer 44 2005 E-One Bronto Skylift 2018 Pierce Arrow XT Quint with 75' Aerial 2001 E-One Cyclone II 75' Aerial 2021 Pierce Enforcer High Capacity Pumper 2023 Chevrolet Tahoe 2019 Pierce Impel Pumper 2012 Polaris Ranger 6x6 2018 Eagle Air Quest 1998 E-One Titan 1 Officer, 1 Driver/Operator, 1 Firefighter 1 Officer, 1 Driver/Operator, 1 Firefighter 1 Shift Commander, 1 Officer Unstaffed until activated Unstaffed until activated Unstaffed until activated 1 Officer, 1 Driver/Operator, 1 Firefighter 1 Officer, 1 Driver/Operator, 1 Firefighter Unstaffed until activated 1 Officer, 1 Driver/Operator, 1 Firefighter Unstaffed until activated Reserve Engine Unstaffed until activated 1 Officer, 1 Driver/Operator, 1 Firefighter Unstaffed until activated Reserve Engine 1 Officer, 1 Driver/Operator, 1 Firefighter Unstaffed until activated Reserve Ladder 1 Officer, 1 Driver/Operator, 1 Firefighter Reserve Ladder 1 Officer, 1 Driver/Operator, 1 Firefighter 1 Shift Commander, 1 Officer 1 Officer, 1 Driver/Operator, 1 Firefighter Unstaffed until activated Unstaffed until activated Unstaffed until activated 26 Table of Contents Fire Administration Programs Et Services Support Services Support is staffed by assistant chief of support, a financial analyst, an administrative assistant, and a fire equipment maintenance technician. Support is responsible for: Finance and budget; fire station design, construction, maintenance, and repair; and equipment acquisition, testing, maintenance, and repair. Finance Et Budget The Fayetteville Fire Department (FFD) is funded from the sales tax operations fund and capital improvement fund. Annually the FFD must submit a budget. The budget supports current operations, and all new requests are based on the needs of the strategic plan. The budget is then prepared by the city's budget department and is then approved by Council. Through the budget approval process, the funds are appropriated for the following year. Finance handles payroll, benefits, and procurement of supplies. Station Design and Construction After the need for a new fire station is established and the location determined, the support division works with the architect and contractor to design and build the station. Station Maintenance and Repair The support division is the clearing house for all station repairs and maintenance. Minor repairs and maintenance are completed by support. Support coordinates normal repairs and maintenance with the City's facilities management department. Equipment Maintenance and Repair The fire equipment maintenance technician oversees the maintenance and repairs of all equipment, including fleet vehicles and apparatus. They maintain, repair, and test our self-contained breathing apparatus (SCBA), SCBA fill stations, and bunker gear. They coordinate the annual testing of fire hose, fire pumps, ladders, and the aircraft rescue firefighting (ARFF) truck. Planninr Planning is staffed with a battalion chief. It is tasked with department long range goals. Data analysis of call trends, identification of population growth areas, and identifying locations for future station locations are some of the chief concerns of planning. Planning is also tasked with department policy and guideline creation/maintenance and managing the accreditation program. Emergency Management The department has a full-time emergency manager who is responsible for maintaining the city Emergency Operations Plan (EOP), coordination with all city departments, critical community partners, local and mutual aid emergency services, Washington County Office of Emergency Management, and the Arkansas Department of Emergency Management. The EOP is an extension of the Washington County EOP, as all requests for assistance at the state and federal level must be requested through Washington County Emergency Management. The EOP has city contacts, resources, and target hazard information that are specific to emergencies that fall within the boundaries of Fayetteville. The EOP follows the FEMA National Response Framework. Included in the document are guidelines for all job duties and responsibilities for each Emergency Support Function. The EOP adheres to the use of NIMS and ICS. Threat and hazard assessments are completed regularly. 27 Table of Contents Fire Marshal Division Programs Et Services Fire Safety 8t Prevention Program and Services The Fayetteville Fire Department (FFD) is committed to providing the community with fire and life safety education. The ultimate goal is to reduce the loss of life and property with a range of programs and services. These programs are designed to promote fire safety behavior for children, adults, and seniors. The following are some of the programs that are administered free of charge to the citizens of Fayetteville by the Fayetteville Fire Department and the Fayetteville Fire Marshal's Office (FMO). Fire Station Tours Tours include age -appropriate fire safety education, viewing the fire engines and firefighting equipment, and talking to the firefighters. Firefighters dress in their turnout gear with SCBA and demonstrate how they enter a home for a rescue or to fight a fire. Tours are geared to the audience age group. All stations except the airport rescue station are open to the public to schedule a tour between the hours of 08:00 and 17:00. Educational and promotional materials are provided. Preschool Program: On -Site Visit and Fire Safety Lessons Firefighters visit preschool facilities by appointment to start fire safety lessons early in their development. Children tour a fire apparatus, are encouraged to ask questions, and view a firefighter dressed in their turnout gear with SCBA to familiarize them with what a firefighter looks like and sounds like fully dressed out. Age -appropriate fire safety lessons are given, such as what to do when a smoke detector goes off. Fire safety messages like "stop, drop Ft roll," "crawl low and go," and "call 911" are discussed. Educational and promotional materials are provided to each student. Fire Education Dogs The Fire Marshal's Office (FMO) manages the Fire Education Dog (FED) program. The FED program is made up of department members that own Dalmatian or Dalmatian resembling dogs that have been trained to teach children fire safety by demonstrating "stop, drop, E. roll," "feel the door for heat," "crawl low and go," among other talents. FED owners are wholly responsible for their dog and receive no compensation from the department for food or other necessities. FEDs must pass an obedience course, be up to date on vaccinations, and be approved by the Fire Chief. Fire Education Dogs are considered working members of the department. They are issued badge numbers and uniforms. (Photo by J.T. Wampler-courtesy Northwest Arkansas Democrat/Gazette, 2023) 28 Table of Contents Fayetteville Schools: Fire Safety Education The Fire Marshal's Office (FMO) operates the Fayetteville Public School District's Fire Marshal Program and partners to provide fire safety education throughout the school year to children, teachers, and staff. During the month of October, when Fire Prevention Week is celebrated, the Fayetteville Fire Safety House makes a visit to every school that houses grades kindergarten through third grade. Additionally, Fire Marshals conduct two required Fire Safety Inspections per school year at each school. Fayetteville Schools: Fire Marshal Program At the beginning of the school year, Principals of each school in the City of Fayetteville choose 5-10 students to become School Fire Marshals. The chosen students attend School Fire Marshal Training at Fire Station 1. The program includes meeting the Fire Chief and Chief Fire Marshal, an interactive presentation on the importance and responsibilities of a School Fire Marshal, and simple fire safety tips to apply at home. Fire Safety House The Fire Safety House is a mock version of a private home equipped with stove, microwave oven, fireplace, heated door, smoke detectors, and theatrical smoke. Fire safety prevention is discussed outside. Inside simulates real -life fire conditions and theatrical smoke. When smoke detectors sound, participants can practice the correct way to evacuate a building: get low and go, feel the door, and move to another exit if hot. Once I outside, participants meet at a designated meeting place. The Fire Safety House is for all participants, of all ages, and is especially suited for children and families. Participants experience the importance of having a fire escape plan and learn to practice it often Safety House is used at schools and large community events. Adult Fire Safety Education for Businesses, Civic Groups, Organizations The Fire Fire safety education presentations can be given to Fayetteville businesses, of any kind, with adult audiences. This program, offered by the Fire Marshal's Office (FMO), is designed to provide information for on-the-job fire safety practices. Topics include evacuation procedures, electrical safety, maintaining exits and stairway clearances, home fire safety, and fire extinguisher training. The presentation is free to any interested business or civic group. Fire Extinguisher Training The Fire Marshal's Office (FMO) offers a hands-on training program using the "FiAR Fire Extinguisher Augmented Reality Training System." This unique system allows participants to learn the proper use of a fire extinguisher using a 10-pound portable fire extinguisher with iPad attachment. The environmentally clean training can take place indoors during any time of the year at no cost to business owners or organizations. (JHB Group, 2022) 29 Table of Contents Smoke Detector Program The department provides smoke detectors to ensure that every residence in the City of Fayetteville has an operating smoke detector. Citizens fill out an application online and make an appointment for an on -duty fire company to install the detector(s) at no cost. Home Safety Evaluation Program The Fire Marshal's Office (FMO) provides Home Safety Evaluations for Fayetteville residents. The visit is free to any citizen of the city. The Home Safety Evaluation visit helps provide the information to create a fire - safe environment. Benefits include checking/replacing smoke detector(s), making and reviewing a fire escape plan, identifying kitchen hazards, learning proper use of electrical wiring, and proper storage of flammable liquids. Youth Fire Intervention Taskforce (YFIT) The Fire Marshal's Office (FMO) is part of the county -wide Youth Fire Intervention Taskforce. The mission of the Youth Fire Intervention Taskforce is to provide youth fire prevention through family fire safety education. Monthly meetings include representatives from city and county fire departments, law enforcement agencies, child advocacy centers, mental health agencies, school representatives, the Washington County Juvenile Court Et Detention Center, and Washington County Children and Family Services. Fire Inspection Program The Fire Marshal's Office (FMO) does not have a formally adopted fire inspection program. The FMO complies with the minimum required by Arkansas State statute for inspections. The fire inspection program has been an area of concern for several years. The level of inspections required for new construction has overwhelmed the FMO's resources. Two new inspectors were approved in the 2024 budget. New inspections software was purchased to improve the inspection program. Fire Investigation, Origin, and Cause Program The Fire Marshal's Office (FMO) conducts fire origin and cause investigations in the city and will assist outside departments or agencies if requested for aid. The division is staffed with one Chief Fire Marshal and four Assistant Fire Marshals. Each Marshal has received specialized training in fire investigation and law enforcement. A representative from the FMO is always on call to respond in a timely manner to begin a fire investigation when dispatched. In addition to the duties of fire investigation and managing the community education programs, the FMO is responsible for the following duties: • Business License Approval/Renewal • Apartment Inspections • New construction/remodel inspections • Environmental Access Surveys • Fireworks Vendor Permitting/Tent Inspections • Knox Box Approvals • Licensed Facility Fire Inspection • Mobile Vendor Inspections 30 Table of Contents Fayetteville Fire Department Operations Programs Et Services Fire Suppression The department defines fire suppression as any activity involved in controlling and extinguishing fires. The department responds to structure fires involving single-family dwellings, multi -family dwellings, high-rise commercial and industrial occupancies, high hazard/high-risk structures such as churches, hospitals, nursing homes, assisted living facilities, schools, sororities/fraternities, and dormitories within the city limits of Fayetteville and provides automatic aid to neighboring jurisdictions as needed. Other fire -related responses involve mobile property such as road freight, rail freight, heavy equipment, passenger vehicles, aircraft, urban wildland, and dumpster fires. The department delivers fire suppression services via 10 staffed front-line fire apparatus out of 9 stations 24 hours a day, 7 days a week. Additional specialty unstaffed apparatus is available when needed. Emergency Medical Services Uniformed employees within the department serve a crucial function by acting in a first response role in the capacity of National Registry of Emergency Medical Technicians (NREMT) to support the Advanced Transport EMS Care Provider, Central EMS, within the city of Fayetteville. This initiative undertaken by the department strictly aligns with the Northwest Arkansas Regional EMS Protocols, serving as its fundamental operational framework. These protocols are meticulously devised and established by EMS educators and Medical Directors from EMS agencies across the Northwest Arkansas region. 31 Table of Contents Hazmat Et Technical Rescue The department is staffed and equipped to respond to city, county, and statewide Hazardous Materials (Hazmat) and Technical Rescue Incidents. All department members have received Hazmat and Technical Rescue training to the Awareness level. The 40 members of the department's Special Operations Section (SOS) team are cross trained in Hazmat and Technical Rescue to the Specialist level. All team members must obtain 48 hours of yearly continuing education for both disciplines, 24 hours for Hazmat and 24 hours for Technical Rescue. All continuing education must be department approved and consistent with NFPA 1006 and NFPA 472. All company members of Engine 1 and Rescue 1 must obtain and maintain Specialist level training within 365 days of being assigned to the respective companies through the State of Arkansas as Chemical, Biological, Radiological, and Nuclear (CBRN) Specialists to respond to domestic terroristic incidents. These 12 members make up the CBRN Team. Engine 1 and Rescue 1 are housed at Station 1 and are the two frontline apparatus tasked with Hazmat and Technical Rescue responses, staffed with at least one Technician on each unit of each discipline every shift. The remaining two crew members on each unit must be qualified to the level of Apprentice or higher. Additionally, Station 1 houses Weapons of Mass Destruction 1 (WMD 1) and Hazmat 1. WMD 1 and Hazmat 1 are supporting apparatus and are deployed when an incident demands specialized equipment. Additional Hazmat and Technical Rescue personnel are dispersed throughout the city on each shift and can be requested when needed. WMD 1 serves as a mobile command vehicle that is outfitted with equipment able to detect, classify, and identify CBRN threats. Members of the CBRN Team will be deployed in the event of a possible domestic terrorism incident in the Within the SOS Team are 12 members further certified State of Arkansas, or regionally via Emergency Management Assistance Compact (EMAC) agreements. This includes, but is not limited to, hazards presented by chemical and biological warfare, radiation, nuclear, and potential explosive material detection. The team is deployed at the request of the Arkansas Department of Emergency Management (ADEM). The CBRN Team will assist local agencies with detection, identification, and sampling of potential WMD material. If the scope of the incident is beyond the capabilities of the CBRN Team, the 61 st Civil Support Team (61 stCST) located in Little Rock, AR will be requested for assistance. Any incident that lasts longer than 12 hours requires the request of the 61st CST. 32 Table of Contents The FFD is the leading agency of the Northwest Arkansas Urban Search and Rescue (NWA-USAR) Team and is part of Arkansas Task Force-1 (ARTF-1). NWA-USAR is the regional component of ARTF-1 with ARTF-1 being the state level organization. The department houses a large portion of the specialized equipment belonging to ARTF-1 delegated to the northern half of the state, including the USAR 3 tractor -trailer apparatus. All housed ARTF-1 specialized equipment is available for department use and training without request. Aircraft Rescue and Firefighting Services (ARFF) The FFD provides a Federal Aviation Administration (FAA) Part 139 aircraft firefighting force. This service is provided on an as needed standby basis determined by the aircraft size. The department provides (1) National Fire Protection Agency (NFPA) Aircraft Rescue Firefighting (ARFF) unit capable of providing multiple extinguishing agents and (2) FAA Part 139 certified ARFF firefighters on duty at all times. Although the ARFF station is not permanently staffed, the ARFF program operates efficiently and is able to provide dual roles within the city. Policies and practices are in place to ensure coverage levels are met in a timely manner for specific aircraft emergencies and standbys. The department has determined that the current standard of cover based on incident style has proven to be sufficient and needs no modification. This has been and will continue to be measured against best national practices, standards, and recommendations by the FAA. Firefighter Safetv Ft Training Division Programs Ft Service - The Fayetteville Fire Department (FFD) has in place annual NFPA 1582 health physicals, access to physical fitness equipment at each station and training center, a peer support team for mental health, and an employee wellness program. Policies and personal protective equipment are in place to limit job related exposures from blood and airborne pathogens, carcinogens, and physical injuries. The FFD training program meets the growing needs of the department. The FFD Training Division seeks input from members of the department for training ideas to support their changing needs. The FFD is training our personnel to meet the growing demands of our community following the department's vision statement "ensure our firefighters are trained in the latest firefighting techniques." The FFD Training Division provides quarterly company training that encompasses training and familiarization with new equipment or scenarios that may be faced by the department. A good example of this is the FFD recently issued personal escape device kits to all line personnel that wanted one. Prior to issuing the device to an individual, the individual had to review video instruction on the basics of the kit, receive in -person instruction on the kit, and then progress in live training with the kit through practical application in a controlled environment. Firefighter Safety Programs Wellness °rogram The Department provides annual medical and physical fitness evaluations along with a Peer Fitness Team. Every staffed -station as well as the training center is equipped with physical fitness equipment, which is available to personnel on- or off -duty. According to policy personnel that are on duty they are allowed 90 minutes to work out each 24-hour shift for shift personnel and 60 minutes for each 8-hour workday for staff personnel. In addition to the physical component of the department wellness program, the department provides multiple options for confidential employee assistance programs and a Peer Support Team. The FFD provides physical fitness equipment at all staffed stations as well as the training center. Personnel have access to all equipment while on, or off, duty. Each of these equipped facilities is equipped with cardio and 33 Table of Contents strength training equipment. In 2024, the training center's fitness facility was expanded and remodeled to facilitate group workouts that occur during the regional fire academy. Occupational Health and Safety Training Program The FFD provides instruction on new equipment and procedures when they are introduced. The FFD also provides initial workplace safety practices for new hires. The FFD made a complete change of self-contained breathing apparatuses (SCBAs) at the beginning of 2023. To prepare for the transition to the new SCBA, the FFD training division sent out online training videos for personnel to become familiar with the features of the new SCBA. The new SCBAs, RIT bag, and Pack tracker were also used in hands on training prior to being used on all apparatus. Likewise, bailout kits were provided to all shift personnel. FFD personnel familiarized themselves via online videos prior to receiving hands-on instruction at the Training Center. The FFD has implemented two policies with specific actions on a fire scene to limit exposure to cancer causing substances and direction on exchanging soiled bunker gear for clean bunker gear. Et Education Program. The FFD is training our personnel to meet the growing demands of our community following the department's vision statement "ensure our firefighters are trained in the latest firefighting techniques." The FFD Training Division provides quarterly company training that encompasses training and familiarization with new equipment or scenarios that may be faced by the department. The training program also coordinates the annual renewal/refresher training required for special certifications/licensing. These certifications/licensing include but are not limited to hazardous materials, Technical Rescue, ARFF, and EMS. The bulk of the training program is administered in a quarterly fashion. Live -fire training, company drills, and hands-on EMS training occur quarterly. Live -fire training incorporates multiple companies, working together in real world scenarios. Additional classroom EMS training occurs every month of the year. Firefighter Training The FFD conducts quarterly company training and burns to maintain proficiencies for fire personnel. The FFD provides training that supports its essential functions. The FFD Training Division coordinates and facilitates multiple classes throughout the year to assist personnel to reach their promotional timeline goals. All of the yearly scheduled training is viewable by all personnel of the FFD and accessible to those personnel interested in the class. Vector Solutions software is essential to tracking all training completed by personnel. The Training Division is responsible for ensuring that personnel meet the required hours to meet certification levels and NFPA guidelines. 34 Table of Contents Emergency Medical Technician Training Airport Rescue and Firefighting (ARFF) Training Annually the FFD Training Division provides a CFR139 approved class to ensure the ARFF certified personnel. They also coordinate live -fire training with XNA Regional Airport to provide ARFF live fire training. Both are required, at least annually, for all ARFF certified personnel. Special Operations Section (SOS) Training The SOS team is responsible for special rescue incidents as well as all hazardous materials/weapons of mass destruction incidents. The FFD Training Division provides and hosts all levels of specialized training to support this team. Outside agencies are brought in throughout the year to provide top notch training. 1 '1 All FFD personnel are licensed by the National Registry of Emergency Medical Technicians, to either the Basic, Advanced or Paramedic level. The FFD Training Division works closely with Central EMS to ensure all personnel receive 40 hours of continuing education biannually. This training is a mix of classroom and hands-on. 35 Table of Contents VIII - All -Hazard Risk Assessment of the Community Community Risk Assessment and Risk Levels Risk Assessment Methodology, Classification, and Categories While developing the Community Risk Assessment Standards of Cover (CRASOC), the FFD divided all calls for the previous three years into five categories: Fire Suppression, EMS, Technical Rescue, Hazmat, and ARFF. The calls under these categories were then broken into low, moderate, high, and maximum risk categories. The department's Critical Tasking Tables are displayed in Appendix B. The tables define scene assignments and the minimum number of firefighters required to achieve the department's Effective Response Force for every call for service. NFIRS call types were assigned to these levels through a process involving the critical task analysis conducted by the department's Chief Officer group along with the three -axis risk model. The three -axis model assigns a risk score to incident types based on incident probability, consequences to the community, and impact on department resources. Once these risk scores were established, CAD dispatch assignments were adjusted accordingly to align deployments with the assigned level of risk. The three -axis methodology is applied by assigning a score for the three risk dimensions. When the risk dimension scores are inserted into Heron's Formula Modified for Tetrahedrons, a risk calculation is quantified and represented visually in the surface area of the triangle. This standardized approach allows the department to identify the severity of risk, by risk category, in each risk class through the stratification of risk scores. Geographical Planning Area Ft Zones General statistical data such as call volume, response times, Emergency Response Force (ERF) total response times are broken down by fire station response areas numbered 1-9 corresponding to each station, and a special response area for Interstate 49. To further break down data, the department has created 212 "Fire Planning Zones" utilizing the US National Grid System 1,000-meter squares for a more granular analysis of the city. Data from these squares is used to determine the need for additional resources and facilities, identify service gaps, and predict the service impact of growth and development. All data from fire station response areas and the fire planning zones is analyzed by the planning division and displayed in a quarterly report. This report is presented to Fire Administration during a weekly staff meeting, then distributed to all department personnel via shift commander's station visits, sent to all personnel via email, and stored on a shared network drive that all department uniformed, and civilian personnel have access to. The department analyses population density in all planning zones throughout the city. While some areas have lower population density, the department does not differentiate between rural and urban when developing response time standards. Instead, the department incorporates response time standards into the location of fire companies and fire stations throughout the city. Fire Planning Zones where the department falls short of set standards become focal points for additional fire companies or stations. 36 Table of Contents Methodology (Probability/Consequence/Impact of Event Risk) The Three -Axis Model The three -axis methodology functions by assigning a score to each response in three risk areas: probability, community consequence, and agency impact. Within the model, a score in each risk area is represented as a point on the axis. These axes are rated on a scale of 2 to 10 using even numbers (2, 4, 6, 8, 10), where 2 signifies low risk and 10 denotes a maximum -risk score. Scores for the risk areas are plugged into Heron's Formula Modified for Tetrahedrons to calculate a risk score. Heron's formula computes the area of a Example 5: Three -Axis Categorizaion Model Three -Axis Risk Categorization Process Establishing Measures Y Axis Probability Magnitude of the Risk V' (The greater the triangle surface area, the greater the risk (alegory)— � I'roha brhty Greater Greater Consequence Impact' R\ � , f / Consequence '► R-Axis ""pact Modifiers Z - Axis Modifiers Qnuequences Impact on the to the Community Organization tetrahedron, which is then represented as a risk score. The Example 6: Heron's Formula level of risk scores in each Heron's Formula modified for tetrahedrons: classification determines a risk category based on the degree z z (low, moderate, high, or Risk Score =JL2z + (c2' + ��2' maximum). This risk category helps delineate the relationship P = Probability (Y axis) between community C = Consequence to the community (X axis) requirements and the I = Impact on the agency in drawdown vulnerability (Z axis) commitment or resources. The risk -based response offers a logical and rational strategy for company deployment. The magnitude of the risk is determined by the greater the total area of mass, the greater the risk category level. For example, a tetrahedron with a greater mass will translate to a higher category of risk level than a tetrahedron with a smaller mass. Y Axis - Probability The department calculated probability by determining the average annual incidents for each response over a three-year period from 2021 through 2023. Based on historical call data, the more likely an incident type will occur, the higher the risk score assigned to the incident type (2- low probability, 10-very high probability). X Axis - Community Consequences Community consequence is the significance of the actual loss to the community. Factors to consider are potential economic loss, property loss, historical importance, and life loss/injury. Community consequence is scored on a scale of 2 to 10 (even numbers), with 2 indicating low community consequence and 10 indicating high community consequence. 37 Table of Contents Z Axis - Agency Impact Agency impact of an incident type is calculated by evaluating the number of agency resources utilized for the emergency event based on the established critical tasks. Residual coverage effect refers to the reserve capacity for area protection, deployment and/or coverage. Agency impact is scored on a scale of 2 to 10 (even numbers), with 2 indicating low agency impact and 10 indicating high agency impact. The department strives to deliver consistent service levels throughout the city. After completing the risk analysis, the Chiefs group, along with the Union President and Example 7: Impact Analysis Example for NFIRS Code 151 Emergency Manager, completed the critical task analysis for all emergency risk levels. The risk levels include low, moderate, high, and maximum for Fire, EMS, Technical Rescue, Hazmat, and ARFF. Once the critical task analysis was completed, the needed changes in deployment were identified, and plans were made for dispatch to update the deployments. The department monitors all aspects of service delivery every quarter. These aspects include call handling time, turnout time, first unit travel times, ERF travel time, and total response time. The times are analyzed to the ninetieth percentile and are compared to goal times. These results are published in the department quarterly reports, FFD annual reports, and the annual program appraisals. Unit utilization is also monitored for all companies quarterly. A unit reliability goal of 90 percent has been established as a baseline. Risk Assessment Impact Analysis m.aw. Example 8: Risk Score Et Risk Category Risk Score Risk Category 3.46 - 12.33 ow a 13.86 - 26.53 Moderate Data is gathered from the department's records management every quarter at the minimum. This data is sorted by NFIRS code and placed 28.14 - 48.00 High into the identified risk classification for further analysis. Appendix C F 59.40+ Maximum contains the full -page tables NFIRS Code Risk Scoring. The risk classifications are Fire, EMS, Technical Rescue, Hazmat, and ARFF. The department maintains gap charts for each classification to the 90th percentile following the methods outlined in SOG-502 Dataset Outlier. This performance data is published quarterly, annually and in the program appraisals. Station Gap Charts are provided starting on page 68. While preparing each quarterly report, the planning division uses ArcGIS Pro to geocode incident data, including response times. This data is joined to Fire Planning Zones, Station Response Areas, and Political Wards. The data is made available through the use of GIS maps and spreadsheets. The department monitors response times by both Station Response Areas and Fire Planning Zones. Data is available for call handling, turnout, first unit, ERF, and total response times for all responses. A critical task analysis was conducted and finalized in January 2024. Historical data divided each risk category into low, moderate, high, and maximum levels. A deployment strategy was then completed for each based on the needed personnel and apparatus that were identified. The results of monitoring and publishing this data have resulted in a greater awareness of performance and gaps throughout the department. Company officers have begun to take more ownership in this and have worked with their crew members to get better. While the analysis has shown a downward trend in turnout times, there is still much room for improvement in all areas. 38 Table of Contents Fire Suppression Service The area included in the city limits of Fayetteville was assessed to evaluate the community's fire risks. Three primary components were utilized as part of the evaluation, as described below. Y Axis - Probability Probability involves assessing the likelihood of an emergency occurring within a specified timeframe. The calculation of probability is based on determining the average annual incidents over the three-year period from 2021 to 2023. According to historical data, incidents with a higher likelihood of occurrence result in a correspondingly higher risk score. Probability Score I Frequency 2 4 6 8 10 Rare (0 - 3.9 events per year) Quarterly (4 - 11.9 events per year) Monthly (12 - 51.9 events per year) Weekly (52 - 364.5 events per year) Daily (365 - 1000 events per year) X Axis - Community Consequence The impact of fire incidents on a community is determined by the potential economic and life losses or injuries. The risk of life loss or injury is higher in places of employment or sleeping areas/homes. Although there is a risk of fire incidents at places of employment, people are generally alert and can avoid serious injuries. Businesses, being subject to annual inspections and equipped with fire protection systems, are better prepared. Residential areas, on the other hand, present a greater risk of life loss or injury due to the presence of sleeping areas that may be challenging to escape. According to the United States Fire Administration (USFA), residential buildings accounted for 96 percent of all civilian fire fatalities from 2016 to 2020. Additionally, during the same period, 82 percent of firefighter injuries related to fires reported to NFIRS were associated with structure fires. Firefighter injuries occurred three times more frequently in residential structures compared to nonresidential structures. Community Consequence Score Potential Financial Potential Life Loss Loss 2 No Loss No Loss 4 Minor Loss Single Life 6 Moderate Loss Single with possibility of Multiple 8 Significant Loss Potential Multiple Lives 10 Extreme Loss High Probability of Multiple Lives Potential Historical, Emotional, Environmental, Social Impact No Impact Low Impact Moderate Impact Significant Impact Extreme Impact 39 Table of Contents Z Axis - Agency Impact The allocation of agency resources is determined by the critical tasks associated with the incident type. The calculation of the risk score for an Emergency Response Function (ERF) is based on the required number of personnel. As the response necessitates more resources, the available residual resources within the system to address other emergencies diminish. Agency Impact Score Apparatus Count 2 1 4I2to4 6 5to6 8 7 to 10 10 11+ Emergency Medical Services Impact Scoring 1 2 5 7 11 The area included in the city limits of Fayetteville was assessed to evaluate the community's emergency medical service risks. Three primary components were utilized as part of the evaluation, as described below. Y Axis - Probability Probability involves assessing the likelihood of an emergency occurring within a specified timeframe. The calculation of probability is based on determining the average annual incidents over the three-year period from 2021 to 2023. According to historical data, incidents with a higher likelihood of occurrence result in a correspondingly higher risk score. Probability Score Frequency 2 Rare (0 - 3.9 events per year) 4 Quarterly (4 - 11.9 events per year) 6 I Monthly (12 - 51.9 events per year) 8 Weekly (52 - 364.5 events per year) 10 Lpaily (365 - 1000 events per year) X Axis - Community Consequence The community consequence involves examining the magnitude of impact or anticipated loss that the residents will face, community, and response area will face. It focuses on the importance of the actual loss to the community. The assessment of community consequences in EMS incidents is established by considering potential the loss of life, injury, and economic loss to the area served. Considerations taken when determining EMS consequence scoring: • Level of patient care needed. • Number of patients. • Dangers present to firefighters or other public safety personnel. • Threat to public. • Specialized training needed. 40 Table of Contents Community Consequence Score Potential Financial Loss 2 No Loss 4 Minor Loss 6 Moderate Loss 8 Significant Loss 10 Extreme Loss Z Axis - Agency Impact Potential Life Loss No Loss Single Life Single with possibility of Multiple Potential Multiple Lives High Probability of Multiple Lives Potential Historical, Emotional, Environmental, Social Impact No Impact Low Impact Moderate Impact Significant Impact Extreme Impact The allocation of agency resources is determined by the critical tasks associated with the incident type. The calculation of the risk score for an Emergency Response Function (ERF) is based on the required number of personnel per incident. The Fayetteville Fire Department operates on a minimum staffing count of no less than 3 individuals per suppression apparatus and two per battalion vehicle, therefore it is easier to create a matrix based on apparatus count. Daily minimum staffing per shift (A, B, Et C) is 34. As a response necessitates more resources, the available residual resources within the system to address other emergencies diminish. Agency Impact Score Apparatus Count 2 1 4 2to4 6 5to6 8 7 to 10 10 11+ Technical Rescue Services Impact Scoring 1 2 5 7 11 The area included in the city limits of Fayetteville was assessed to evaluate the community's technical rescue service risks. Three primary components were utilized as part of the evaluation, as described below. Y Axis - Probability Probability involves assessing the likelihood of an emergency occurring within a specified timeframe. The calculation of probability is based on determining the average annual incidents over the three-year period from 2020 to 2023. According to historical data, incidents with a higher likelihood of occurrence result in a correspondingly higher risk score. Probability Score Frequency 2 Rare 4 Quarterly 6 Monthly 8 Weekly 10 Daily (0 - 3.9 events per year) (4 - 11.9 events per year) (12 - 51.9 events per year) (52 - 364.5 events per year) (365 - 1000 events per year) 41 Table of Contents X Axis - Community Consequence The community consequence involves examining the magnitude of impact or anticipated loss that the residents will face, community, and response area will face. It focuses on the importance of the actual loss to the community. The assessment of community consequences for Technical Rescue incidents is established by considering potential the loss of life or injury to the area served. Considerations taken when determining Technical Rescue consequence scoring: • Specialized training needed. • Specialized tools or equipment required. • Level of patient care needed. • Number of patients. • Threat to public. • Dangers present to firefighters or other public safety personnel. Community Consequence Score Potential Financial' Potential Life Loss Potential Historical, Loss Emotional, Environmental, Social Impact 2 No Loss No Loss No Impact 4 Minor Loss Single Life Low Impact 6 Moderate Loss Single with possibility of Multiple Moderate Impact 8 Significant Loss Potential Multiple Lives Significant Impact 10 Extreme Loss High Probability of Multiple Lives Extreme Impact Z Axis - Agency Impact The allocation of agency resources is determined by the critical tasks associated with the incident type. The calculation of the risk score for an Emergency Response Function (ERF) is based on the required number of personnel per incident. The Fayetteville Fire Department operates on a minimum staffing count of no less than 3 individuals per suppression apparatus and two per battalion vehicle, therefore it is easier to create a matrix based on apparatus count. As a response necessitates more resources, the available residual resources within the system to address other emergencies diminish. Agency Impact Score 2 4 6 8 10 Apparatus Count Impact Scoring 1 1 2to4 2 5to6 5 7 to 10 7 11+ 11 42 Table of Contents Hazmat Services The area included in the city limits of Fayetteville was assessed to evaluate the community's Hazmat service risks. Three primary components were utilized as part of the evaluation, as described below. Y Axis - Probability Probability involves assessing the likelihood of an emergency occurring within a specified timeframe. The calculation of probability is based on determining the average annual incidents over the three-year period from 2020 to 2023. According to historical data, incidents with a higher likelihood of occurrence result in a correspondingly higher risk score. Probability Score Frequency 2 Rare 4 Quarterly 6 I Monthly 8 Weekly 10 Lpaily (0 - 3.9 events per year) (4 - 11.9 events per year) (12 - 51.9 events per year) (52 - 364.5 events per year) (365 - 1000 events per year) X Axis - Community Consequence The community consequence involves examining the magnitude of impact or anticipated loss that the residents will face, community, and response area will face. It focuses on the importance of the actual loss to the community. The assessment of community consequences for Hazmat incidents is established by considering potential the loss of life or injury to the area served. Considerations taken when determining Technical Rescue consequence scoring: • Specialized training needed. • Specialized tools or equipment required. • Level of patient care needed. • Number of patients. • Threat to public. • Dangers present to firefighters or other public safety personnel. Community Consequence Score Potential Financial Potential Life Loss Potential Historical, Loss Emotional, Environmental, Cnrial Imnarf 2 4 6 8 10 No Loss No Loss No Impact Minor Loss Single Life Low Impact Moderate Loss Single with possibility of Multiple Moderate Impact Significant Loss Potential Multiple Lives Significant Impact Extreme Loss High Probability of Multiple Lives Extreme Impact 43 Table of Contents Z Axis - Agency Impact The allocation of agency resources is determined by the critical tasks associated with the incident type. The calculation of the risk score for an Emergency Response Function (ERF) is based on the required number of personnel per incident. The Fayetteville Fire Department operates on a minimum staffing count of no less than 3 individuals per suppression apparatus and two per battalion vehicle, therefore it is easier to create a matrix based on apparatus count. As a response necessitates more resources, the available residual resources within the system to address other emergencies diminish. Agency Impact Score Apparatus Count Impact Scoring 2 1 1 4 2to4 2 6 5to6 5 8 7 to 10 7 10 11+ 11 ARFF Services The area included in the city limits of Fayetteville was assessed to evaluate the community's ARFF service risks. Three primary components were utilized as part of the evaluation, as described below. Y Axis - Probability Probability involves assessing the likelihood of an emergency occurring within a specified timeframe. The calculation of probability is based on determining the average annual incidents over the three-year period from 2021 to 2023. According to historical data, incidents with a higher likelihood of occurrence result in a correspondingly higher risk score. Probability Score Frequency 2 Rare (0 - 3.9 events per year) 4 I Quarterly (4 - 11.9 events per year) 6 8 10 Monthly (12 - 51.9 events per year) Weekly Daily (52 - 364.5 events per year) (365 - 1000 events per year) X Axis - Community Consequence The community consequence involves examining the magnitude of impact or anticipated loss that the residents will face, community, and response area will face. It focuses on the importance of the actual loss to the community. The assessment of community consequences for ARFF incidents is established by considering potential the loss of life or injury to the area served. Considerations taken when determining Technical Rescue consequence scoring: • Specialized training needed. • Specialized tools or equipment required. • Level of patient care needed. • Number of patients. 44 Table of Contents • Threat to public. • Dangers present to firefighters or other public safety personnel. Community Consequence Score Potential Financial Loss 2 No Loss 4 Minor Loss 6 Moderate Loss 8 Significant Loss 10 Extreme Loss Z Axis - Agency Impact Potential Life Loss No Loss Single Life Single with possibility of Multiple Potential Multiple Lives High Probability of Multiple Lives Potential Historical, Emotional, Environmental, Social Impact No Impact Low Impact Moderate Impact Significant Impact Extreme Impact The allocation of agency resources is determined by the critical tasks associated with the incident type. The calculation of the risk score for an Emergency Response Function (ERF) is based on the required number of personnel per incident. The Fayetteville Fire Department operates on a minimum staffing count of no less than 3 individuals per suppression apparatus and two per battalion vehicle, therefore it is easier to create a matrix based on apparatus count. As a response necessitates more resources, the available residual resources within the system to address other emergencies diminish. Agency Impact Score Apparatus Count 2 1 4 2to4 6 5to6 8 7 to 10 10 11+ Impact Scoring 1 2 5 7 11 45 Table of Contents rritical Task Analysis The department strives to deliver consistent service levels throughout the city. After completing the risk analysis, the Chiefs group, along with the Union President and Emergency Manager, completed the critical task analysis for all emergency risk levels. The risk levels include low, moderate, high, and maximum for Fire, EMS, Technical Rescue, Hazmat, and ARFF. Once the critical task analysis was completed, the needed changes in deployment were identified, and plans were made for dispatch to update the deployments. The department monitors all aspects of service delivery every quarter. These aspects include call handling time, turnout time, first unit travel time, ERF travel time, and total response time. The times are analyzed to the ninetieth percentile and are compared to goal times. These results are published in the FFD Quarterly reports, FFD Annual Reports, and the Annual Program Appraisals. These reports are reviewed during weekly staff meetings. Unit utilization is also monitored for all companies quarterly. A unit reliability goal of 90 percent has been established as a baseline. The quarterly and annual reports break down the statistics mainly at the level of Station Response Areas, but a more granular analysis is conducted by the Fire Planning Zone. Fire Suppression Critical Tasking Table 3: Low Risk - Fire Suppression Low Risk- Fire Suppression Small Outside Fire, Fire Alarm, Dumpster (contained), Outside Smoke Investigation Critical Task Min. Personnel Incident Command / Incident Safety 1 Water Supply / Pump Ops 1 Investigation / Fire Suppression 1 Minimum Total 3 ERF Composed of: Engine Company 1 Total Personnel 3 fto- 10 Impact Analysis 46 Table of Contents Table 4: Moderate Risk Fire Suppression Risk - uppression Large Outside Fire, Vehicle Fire, Mutual Aid. Critical Task Min. Personnel Incident Command / Incident Safety 1 Incident Safety 1 Water Supply / Pump Ops 2 Investigation / Fire Suppression 4 Minimum Total 8 ERF Composed of: Engine / Ladder / Rescue 2 Company Battalion 1 Total Personnel 8 Table 5: High Risk 1 Fire Suppression High Risk 1 - Fire Suppression Structure Fire Critical Task Incident Command 1 Incident Safety 1 Water Supply/ Pump Operations 1 Fire Attack 4 Search / Rescue 2 Forcible Entry / Utilities / Support 3 Ventilation 2 RIT 2 Aerial Operator 1 Minimum Total 17 tKr ompose ffl Battalion 1 Engine 3 Rescue 1 Ladder 1 Total Personnel 17 Table 6: High Risk 2 Fire Suppression to Impact Analysis 10 `ro.a canw.wo Impact Analysis 47 Table of Contents Target Hazard (>3500 GPM, 4-7 floors) Critical Tas Wersonnel Incident Command 1 Incident Safety 3 Water Supply / Pump Operations 2 Fire Attack 6 Search / Rescue 4 Forcible Entry / Utilities/ Support 3 Ventilation 3 RIT 2 Aerial Operator 1 Minimum Total 25 ERF Composed of: Battalion 2 Engine 4 7 Rescue 1 Ladder 2 Total Personnel 25 Impact Ansipb 48 Table of Contents Table 7: Maximum Risk Fire Suppression High -Rise (>75 feet high.) Incident Command 1 Safety 1 FDC Fire Pump 1 Fire Attack Fire Floor 4 Fire Attack Floor Above 4 RIT 4 Search /Rescue 6 Division Officers 2 Evacuation 2 Ventilation 3 Lobby Ops 1 Aerial Operator 2 Minimum Total 31 ERF Compose Battalion 2 Engine 5 Rescue 1 Ladder 3 I Total Personnel 31 1 ** Insufficient data to create a radar chart for the "Maximum Risk- Fire Suppression" category. ** 49 Table of Contents Emergency Medical Services Critical Tasking Table 8: Low Risk 1 EMS Single patient EMS assist rvices Critical Task Min. Personnel Incident Command / Safety Patient Care Minimum Total 1 2 3 ERF Composed of: Engine/Rescue/Ladder 1 Total Personnel 3 Table 9: Moderate Risk EMS Moderate Risk EMS - Emergency Medical Services CPR in progress, Shootings, Stabbings Critical Task Min. Personnel Incident Command / Safety 2 Patient Care 6 Minimum Total 8 Battalion 1 Engine/Rescue/Ladder 2 Total Personnel 8 10 Impact Analysis Impact Analysis Probability 8 10 Impaet 4 consequence 4 50 Table of Contents Table 10: High Risk EMS High Risk - Emergency Medical Services MVA with injuries, Multiple Patients Critical Task Min. Personnel Incident Command 1 Incident Safety 1 Patient Care/Assessment/ Triage 6 Minimum Total 8 ERF Composed of: Battalion 1 Engine Company 1 Ladder / Rescue Company 1 Total Personnel 8 Table 11: Maximum Risk EMS Maximum Risk - Emergency Medical Services Mass Casualty, MVA on Interstate, Active Shooter Critical Task Min. Personnel Incident Command 1 Incident Safety 1 Patient Care/Assessment/Triage 12 Minimum Total 14 ERF Composed of: Battalion 1 Engine Company 2 Ladder / Rescue Company 2 Total Personnel 14 a Impact Analysis ** Insufficient data to create a radar chart for the "Maximum Risk- Emergency Medical Services" category. ** 51 Table of Contents Technical Rescue Critical Tasking Table 12: Low Risk - Technical Rescue ow Risk - Technical Rescue Emergency Unlock, Elevator Entrapment Critical Task Min. Personnel Incident Command / Safety 1 Extrication / Patient Care 2 Minimum Total 3 ERF Composed of: Engine, Ladder, Rescue 1 Total Personnel 3 Table 13: Moderate Risk - Technical Rescue Moderate Risk - Technical Rescue Entrapment, Low Angle, Water Rescue Critical Task Min. Personnel Incident Command 1 Scene Safety 1 Extrication/Rigging 6 Patient Care 2 Pump Operator/Fire Safety Line 1 Minimum Total 11 ERF Composed of: Battalion 1 Engine 1 Rescue 1 Ladder 1 Total Personnel 11 Probability A AL Imwa canwuanm Impact Analysis Prob.bllly 10 Impea Corifo9uerwe Impact Analysis 52 Table of Contents Table 14: High Risk - Technical Rescue High Risk - Technical Rescue Trench Rescue, High -Angle Rescue, Confined Space Rescue, Structural Collapse Critical Task Min. Personnel Incident Command 1 Scene Safety 1 Extrication 5 Rigging 3 Patient Care 3 Rescue Group Leader 1 Minimum Total 14 ERF Composed of: Battalion 1 Engine 2 Rescue 1 Ladder 1 Total Personnel 14 Vrobbi0ly 10 �maa w� Impact Analysis 53 Table of Contents Table 15: Maximum Risk - Technical Rescue Maximum Risk - Technical Rescue Large-scale Swift Water Rescue, Trench Rescue, High -Angle Rescue, Confined Space Rescue, Structural Collapse, Large Area Search Critical Task Min. Personnel IC 1 Scene Safety 3 Rigging 5 Search 5 Triage / Patient Care 2 Base 1 Staging 1 Rescue Group Leader 1 Minimum Total 19 ERF Composed of: Battalion 2 Engine 2 Rescue 1 Ladder 2 Total Personnel 19 ** Insufficient data to create a radar chart for the "Maximum Risk - Technical Rescue" category. ** 54 Table of Contents Hazardous Materials Critical Tasking Table 16: Low Risk Hazmat Risk - Hazardous Materials Odor Investigation, Small Spill, alarm, Utilities (<25 Gal.) CO Critical Tas in. Personnel Incident Command / Safety Investigation/Mitigation Minimum Total 1 2 3 ERF Composed of: Engine/Rescue/Ladder 1 Total Personnel 3 Table 17: Moderate Risk - Hazardous Materials Medium Spill (>25 Gal.) CO Alarm with Patients Incident Command / Safety 1 Investigation / Mitigation 5 Minimum Total 6 Engine/Rescue/Ladder 1 Haz-Mat 1 I Total Personnel 6 1 Impact Analysls probeblbty 10 ImpeR Consequence Impact Analysis 55 Table of Contents Table 18: High Risk - Hazardous Materials Large Spill (>50 Gal.), Known Chemical Incident Command Scene Safety Haz-Mat Operations Investigation / Entry / Mitigation Backup Perimeter/EVAC Monitoring Minimum Total Battalion Haz-mat Rescue Engine Ladder / Rescue Company 1 1 1 2 3 3 3 14 1 1 1 1 1 I Total Personnel 14 1 nob" !0 A `". car.wwo Impact Analysis 56 Table of Contents Table 19: Maximum Risk - Hazardous Materials aximum Risk - Hazardous Materials Unknown Chemical, Biological, Radiological, Explosive Min. Perso Incident Command 1 Scene Safety 2 Haz-Mat Operations 1 Research/ID 1 Investigation / Entry / Mitigation 4 Backup 4 Perimeter/EVAC 2 Decon 2 Monitoring 2 Minimum Total 19 6��V Battalion i 2 Haz-mat 1 Rescue 1 Engine 3 Total Personnel 19 ** Insufficient data to create a radar chart for the "Maximum Risk -Hazardous Materials" category. ** 57 Table of Contents Airport Rescue Firefighting Critical Tasking Table 20: Low Risk ARFF Low Risk - Aircraft Rescue Firefighting Standby Critical Task Min. Personnel Incident Command/Safety 1 Stand-up ARFF Truck 2 Minimum Total 3 ERF Composed of: 00i Engine Company 1 Total Personnel 1 Table 21: High Risk ARFF High Risk - Aircraft Rescue Firefighting Alert 1-4, in-flight emergency, aircraft crash or impending crash, structure fire on airport grounds, bomb threat onboard. Critical Task Min. Personnel Incident Command 1 Safety Officer 1 ARFF- Suppression 4 Water Supply / Pump Ops 2 Rescue 3 Triage 3 Patient Care 3 Minimum Total 17 ERF Composed of: Battalion 1 Engine 3 Ladder/ Rescue 2 Total Personnel 17 A L­- VAPM u..,.p lmped Analysis ** Insufficient data to create a radar chart for the "Maximum Risk -Airport Rescue Firefighting" category.** 58 Table of Contents IX - Community Feedback Community Priorities, Expectations, and Performance Goals The department solicits feedback from its internal and external stakeholders and the AHJ on a regular basis using social media, internal and external question -and -answer platforms, public education sessions, surveys, and local government meetings. During the strategic process, surveys were selected as the most effective way to gather the most beneficial information from the broadest group of stakeholders. In late 2023, an internal SWOT survey was solicited from all employees of the department, resulting in valuable information used to guide the creation of goals and objectives. In early 2024, the department partnered with the City of Fayetteville Communications and Marketing Department to assist with soliciting feedback from our external stakeholders. A survey was designed to gather information better to understand the needs and expectations of the community as related to the fire department. This survey was advertised throughout many social media platforms and websites. The results from the citizen survey provided valuable information that was utilized during the strategic planning process. Of the survey respondents 91% were city residents 87% of whom indicated their preferred method of information delivery by the FFD was via social media channels. 82% of respondents were Satisfied or Very Satisfied with FFD services. The 3 most important services provided by the department for respondents were, in order: - Fire Suppression - Emergency Medical Services - Rescue Community input from both internal and external stakeholders was analyzed by the strategic planning group in February 2024 and synthesized to produce an outline of 7 strategic initiatives for focused future development as outlined in the Strategic Plan which will be reviewed annually. Community input will continue being sought through expanding channels and formats of interaction. This will provide targeted preference and needs data from our stakeholders which the FFD will use in ongoing refinement of the Strategic Plan and relevant service goals. 59 Table of Contents X - Program Goals and Objectives Program Appraisal! The Fayetteville Fire Department (FFD) adopted a formal program appraisal for all programs. From the appraisal process goals and objective for each program were developed. The appraised programs include: Fire Prevention, Public Education, Fire Investigation, Domestic Preparedness, Fire Suppression, Emergency Medical Service, Technical Rescue, Hazmat, Aircraft Rescue Firefighting, Training, Communications, and Health Et Safety (see Appendix F for each program appraisal). The appraisals include descriptions of the program, financial, physical, human, and essential resources utilized in the previous calendar year. The appraisals also list previous years' training and outcomes along with goals for the next calendar year. The addition of the annual appraisal has provided an enhancement to the department's ability to share the accomplishments of individual programs, as well as areas of needed improvement. Copies of the program appraisals are provided to the Fayetteville City Council and Mayor. The City Council adopts a formal resolution recognizing receipt of the annual program appraisals. 60 Table of Contents XI - Current Deployment and Performance Service Level - Risk Categories, Benchmarks, 8t Gap Charts The Fayetteville Fire Department (FFD) strives to deliver consistent service levels throughout the city. After completing a risk analysis, the Chiefs group, along with the Union President and Emergency Manager, completed the critical task analysis and adopted it for all emergency risk levels. The following are the risk categories set by the FFD. Corresponding Gap Charts for each level begin on page 68. These risk categories involve deploying both human and physical resources, integrating time to achieve a high -quality result linked to a specific risk level and type. A benchmark is established as a measure of excellence or a goal against which evaluations can be made. Benchmarks are measured to the 90th percentile. Striving for these benchmarks will define exceptional service delivered by the department. The department aims to achieve these goals to deliver improved services to the community. Fire Suppression Low Risk For a Low Risk Fire Suppression response, the ERF shall consist of 1 engine, ladder, or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter; total of at least three (3) personnel. The ERF unit on scene time shall be: 5 minutes and 20 seconds. The company shall be equipped to perform critical tasks related to fire suppression. The total ERF shall be capable of establishing command, completing an initial size up, pump operations/establishing water supply, investigation, initiating fire attack and/or rescue, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 5 minutes and 20 seconds. Moderate Risk For a Moderate Risk Fire Suppression response, the ERF shall consist of 1 engine (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 ladder or rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 1 battalion unit (staffed with a minimum of 1 incident commander and 1 safety officer) for a total of at least eight (8) personnel. The ERF first unit on scene time shall be: 5 minutes and 20 seconds. The first company shall be equipped to perform critical tasks related to fire suppression. The total ERF shall be capable of establishing command, establishing safety, completing an initial size up, pump operations/establishing water supply, investigation, advancing an attack line for fire control, searching/rescuing at -risk victims, and calling for a greater alarm if necessary. The total response time for ERF Concentration shall be: 9 minutes and 20 seconds. 61 Table of Contents High Risk 1 For a High Risk Fire Suppression response the ERF shall consist of 3 engines (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter each), 1 ladder (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 1 battalion unit (staffed with 1 incident commander and 1 safety officer) for a total of at least seventeen (17) personnel. The ERF first unit on scene time shall be: 5 minutes and 20 seconds. The first company shall be equipped to perform critical tasks related to fire suppression. The total ERF shall be capable of completing an initial size up, pump operations/establishing water supply, investigation, advancing multiple attack lines and backup lines, searching/rescuing at -risk victims, forcible entry, controlling utilities, ventilating, establishing a rapid intervention team, aerial operations, and calling for a greater alarm if necessary. The total response time for ERF Concentration shall be: 11 minutes and 20 seconds. High Risk For a High Risk 2 Fire Suppression response the ERF shall consist of 4 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter each), 2 ladder companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 2 battalion units (staffed with 1 incident commander and 1 safety officer) for a total of at twenty-five (25) personnel. The ERF first unit on scene time shall be: 5 minutes and 20 seconds. The first company shall be equipped to perform critical tasks related to fire suppression. Currently, High Risk 2 tasking is not automatically dispatched. The department relies on the first arriving company or incident commander to call for a greater alarm. The department is working toward High Risk 2 Fire Suppression becoming automatically dispatched based on address location. Our current Computer Aided Dispatch (CAD) software, Tyler Public Safety, does not have a sustainable process for address specific assignments. The total ERF shall be capable of establishing command, establishing safety, completing an initial size up, pump operations/establishing water supply, investigation, establishing fire attack lines, establishing fire attack back up lines, evacuation, searching/rescuing at -risk victims, forcible entry, controlling utilities, ventilating, establishing a rapid intervention team, aerial operations, and calling for a greater alarm if necessary. Maximum Risl For a Maximum Risk Fire Suppression response the ERF shall consist of 5 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter each), 3 ladder companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 2 battalion units (staffed with 1 incident commander and 1 safety officer) for a total of at thirty-one (31) personnel. The ERF first unit on scene time shall be: 5 minutes and 20 seconds. The first company shall be equipped to perform critical tasks related to fire suppression. The total ERF shall be capable of establishing command, establishing safety, establishing divisions officers, completing an initial size up, pump operations/establishing water supply, investigation, supplementing a building fire pump at an FDC, establishing fire attack lines on the fire floor, establishing fire attack lines one 62 Table of Contents floor above the fire floor, evacuation, searching/rescuing at -risk victims, forcible entry, controlling utilities, ventilating, establishing a rapid intervention team, lobby operations, aerial operations, and calling for a greater alarm if necessary. Currently, Maximum Risk Fire Suppression tasking is not automatically dispatched. The department relies on the first arriving company or incident commander to call for a greater alarm, or if initial 911 call information warrants the response the call taker in dispatch has the authorization to dispatch a Maximum Risk Fire ERF. The department is working toward Maximum Risk tasking becoming automatically dispatched based on address location. Our current Computer Aided Dispatch (CAD) software, Tyler Public Safety, does not have a sustainable process for address specific assignments. emergency Medical Services Program Low Risk For a Low Risk EMS response the ERF shall consist of 1 engine, ladder, or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter for total of at least three (3) personnel, all three shall hold a basic EMT license or higher. The ERF unit on scene time shall be: 5 minutes. The company shall be equipped to perform critical tasks related to basic emergency medical services. The total ERF shall be capable of establishing command, basic patient assessment, and assisting a Central EMS (CEMS) advanced life support (ALS) crew and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 5 minutes. Moderate Risk For a Moderate Risk EMS response the ERF shall consist of 2 suppression apparatus (a combination of engines, ladders, or rescue companies) staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter per company and battalion unit staffed with 1 incident commander and 1 safety officer for a total of at least eight (8) personnel; all eight shall hold a basic EMT license or higher. The first ERF unit on scene time shall be: 5 minutes. The first company on scene shall be equipped to perform critical tasks related to basic emergency medical services. Currently, Moderate Risk EMS tasking is not automatically dispatched in the incident of CPR in progress, shootings, and stabbings. The department relies on the first arriving company or incident commander to call for a greater alarm. The department is working toward Moderate Risk EMS tasking becoming automatically dispatched. The total ERF shall be capable of establishing command, establishing safety, performing "pit crew" cardiopulmonary resuscitation, utilizing an automated external defibrillator, assessing a traumatic injury, assisting multiple Central EMS (CEMS) ALS crews, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. High Risk For a High Risk EMS response, the ERF shall consist of 1 engine company and 1 ladder or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter per company and battalion unit staffed with 1 incident commander and 1 safety officer for a total of at least eight (8) personnel, all eight 63 Table of Contents shall hold a basic EMT license or higher. The first ERF unit on scene time shall be: 5 minutes. The first ERF unit on scene shall be equipped to perform critical tasks related to basic emergency medical services. The total ERF shall be capable of establishing command, establishing safety, performing "pit crew" cardiopulmonary resuscitation, utilizing an automated external defibrillator, assessing a traumatic injury, assisting multiple Central EMS (CEMS) ALS crews, performing patient care/triage, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 7 minutes. Maximum Risk For a Maximum Risk EMS response the ERF shall consist of 2 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter each), and 2 ladders or 1 ladder and 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter per company) and 1 battalion unit (staffed with 1 incident commander and 1 safety officer) for a total of at least fourteen (14) personnel, all fourteen shall hold a basic EMT license or higher. The first ERF unit on scene time shall be: 5 minutes. The first ERF unit on scene shall be equipped to perform critical tasks related to basic emergency medical services. The total ERF shall be capable of establishing command, establishing safety, performing "pit crew" cardiopulmonary resuscitation, utilizing an automated external defibrillator, assessing a traumatic injury, assisting multiple Central EMS (CEMS) ALS crews, performing patient care/triage for a mass casualty incident (MCI), and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Currently, Maximum Risk EMS tasking is not automatically dispatched. The department relies on the first arriving company or incident commander to call for a greater alarm. The department is working toward Maximum Risk EMS becoming automatically dispatched. Technical Rescue Services Program Low Risk For a Low Risk Technical Rescue response, the ERF shall consist of 1 engine, ladder, or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter, for total of at least three (3) personnel. The ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to an emergency unlock. The total ERF shall be capable of establishing command establishing scene safety; completing an initial size up; extraction from a locked vehicle; patient care; and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 5 minutes and 20 seconds. Moderate Risk For a Moderate Risk Technical Rescue response the ERF shall consist of 1 engine company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 ladder company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 64 Table of Contents driver/operator, and 1 firefighter), and 1 battalion unit (staffed with 1 incident commander and 1 safety officer) for total of at eleven (11) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to a scene size -up. The total ERF shall be capable of establishing command, establishing safety, completing an initial size up, performing an extrication, rigging, patient care, pump operations, establishing a fire safety line, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 9 minutes and 20 seconds. For a High Risk Technical Rescue response the ERF shall consist of 2 engine company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 ladder company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 1 battalion unit (staffed with 1 incident commander and 1 safety officer) for total of at fourteen (14) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to scene size -up. The total ERF shall be capable of establishing command, establishing safety, completing an initial size up, performing an extrication, patient care, establishing a Rescue Group Leader, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 11 minutes and 20 seconds. For a Maximum Risk Technical Rescue response the ERF shall consist of 2 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 2 ladder companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), and 2 battalion units (staffed with 1 incident commander and 1 safety officer) for total of at nineteen (19) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to scene size -up. Currently, Maximum Risk Technical Rescue tasking is not automatically dispatched. The department relies on the first arriving company or incident commander to call for a greater alarm. The department is working toward Moderate Risk 2 Technical Rescue becoming automatically dispatched. The total ERF shall be capable of establishing command, establishing safety, completing an initial size up, performing an extrication, triage/patient care, setting up a base of operations, setting a staging area for later arriving units, establishing a Rescue Group Leader, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Hazardous Materials Services Program Low Risk For a Low Risk Hazmat response, the ERF shall consist of 1 engine, ladder, or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter, for a total of at least three (3) personnel. The 65 Table of Contents ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to Carbon Monoxide detection, utilities control, or a fuel spill cleanup of less than 25 gallons. The total Low Risk ERF is capable of establishing command, establishing scene safety, completing an initial size up, investigation, spill mitigation of less than 25 gallons, patient care, and calling for a greater alarm if necessary. These operations are performed in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 5 minutes and 20 seconds. Moderate Risk For a Moderate Risk Hazmat response, the ERF shall consist of 1 engine, ladder, or rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), Hazmat 1 (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter) for a total of at least six (6) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to Carbon Monoxide detection, utilities control, or a fuel spill cleanup of less than 25 gallons. The total Moderate Risk ERF shall be capable of establishing command, establishing scene safety, completing an initial size up, investigation, spill mitigation greater than 25 gallons but less than 50 gallons, triage/patient care, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for Moderate Risk ERF Concentration shall be: 9 minutes and 20 seconds. High Risk For a High Risk Hazmat response, the ERF shall consist of 1 engine company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 ladder company and 1 rescue company or 2 ladder companies (each staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), Hazmat 1 (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter) and 1 battalion unit (staffed with 1 incident commander and 1 safety officer), for total of at fourteen (14) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to Carbon Monoxide detection, utilities control, or a fuel spill cleanup of less than 25 gallons. The total ERF shall be capable of establishing command; establishing scene safety; completing an initial size up; investigation; spill mitigation greater than 50 gallons; patient care; setting a perimeter, evacuation; initiation scene operations, setting up a backup team, making entry into a scene, air monitoring, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 11 minutes and 20 seconds. Maximum Risk For a Maximum Risk Hazmat response, the ERF shall consist of 3 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 rescue company (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), Hazmat 1 (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter) and 2 battalion units (each staffed with 1 incident commander and 1 safety officer), for total of at nineteen (19) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to Carbon Monoxide detection, utilities control, or a fuel spill cleanup of less than 25 gallons. 66 Table of Contents The total ERF shall be capable of establishing command, establishing scene safety, completing an initial size up, investigation, spill mitigation greater than 50 gallons, patient care, setting a perimeter, evacuation, initiation scene operations, setting up a backup team, research Et identification of unknown substance(s), making entry into a scene, air monitoring, decontamination operations, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. Currently, Maximum Risk Hazmat tasking is not automatically dispatched. The department relies on the first arriving company or incident commander to call for a greater alarm. The department is working toward Maximum Risk Hazmat becoming automatically dispatched. Aircraft Rescue Firefighting (ARFF) Services Program Low Risk For a Low Risk ARFF response the ERF shall consist of 1 engine, ladder, or rescue company staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter, for a total of at least three (3) personnel. At least two (2) personnel shall be FAA Part 139 certified. The ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to standby for an aircraft arriving or departing. The total ERF shall be capable of standing up the ARFF response engine. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 5 minutes and 20 seconds. High Risk For a High Risk ARFF response the ERF shall consist of 3 engine companies (staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 ladder company and 1 rescue company or 2 ladder companies (each staffed with a minimum of 1 officer, 1 driver/operator, and 1 firefighter), 1 battalion unit (staffed with 1 incident commander and 1 safety officer), and one advanced life support ambulance (staffed with 1 paramedic and 1 EMT) for total of at nineteen (19) personnel. The first ERF unit on scene time shall be: 5 minutes and 20 seconds. The first ERF unit shall be equipped to perform critical tasks related to standby for an aircraft arriving or departing. The total ERF shall be capable of establishing command, establishing scene safety, completing an initial size up, ARFF suppression, rescue, triage/patient care, and calling for a greater alarm if necessary. These operations shall be done in accordance with departmental standard operating procedures while providing for the safety of responders and the general public. The total response time for ERF Concentration shall be: 11 minutes and 20 seconds. 67 Table of Contents Target Hazards and Risk Categories Structure type, required fire flow, building height, and critical infrastructure are utilized to determine target hazards (Appendix E Map 5). Other factors are fire protection Et detection systems (Appendix E Map 21), transportation systems (Appendix E Map 6), and socioeconomic makeup (Appendix E Map 10) are all known risks variables in the City of Fayetteville and each of these are mapped. The FFD recognizes the value of incorporating fire protection systems into the system to be used during emergency response. Unfortunately, limitations with the current FFD CAD software prevent address specific dispatches. When calls are dispatched to known target hazards, it is the responsibility of the shift commander to upgrade the alarm for the risk category. The FFD is actively exploring other software options to increase resilience in the response plans and enhance resource deployment to emergency responses. The FFD expects to purchase a new CAD platform before the end of Q4 2024 with an in-service deployment by Q2 2025. Performance - Gap Charts The Fayetteville Fire Department, using historical data and GIS modeling, reviews total response time components for all emergency responses each quarter at a minimum. Benchmark times based on NFPA 1710 have been established for all response services. While preparing each quarterly report, the planning division uses ArcGIS Pro to geocode incident data, including response times. This data is joined to Fire Planning Zones, Station Response Areas, and Political Wards. This data is made available through the use of GIS maps and spreadsheets. In this subsection, gap charts and corresponding response statements are provided for each risk category for the entire service area. 68 Table of Contents Fire Suppression Low Risk Fire Suppression Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 4 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 5 minutes 20 seconds. Table 21: Low Risk Fire Gap Chart Fayetteville Fire Department Low Risk Fire - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 100, 130, 134, 138, 140, 141, 142, 143, 150, 151, 152, 153 ,154, 155 ,160, 161, 162, 163, 164, 170, 171, 172, 173, 210, 211, 212 ,213, 220, 221, 222, 223, 231, 240, 241,242 ,243 ,244, 251,480, 481,482 Benchmark Low Risk Fire - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) _ Alarm Handling Call Handling 1:00 1:06 1:00 1:22 0:56 Turnout Time Turnout Time 1st unit 1:20 2:08 2:07 2:10 2:09 Travel Time 1st Unit Distribution 4:00 I 5:24 4:54 5:55 5:24 Travel Time - Travel Time ERF Concentration 4:00 5:24 4:54 5:55 5:24 5:20 6:59 6:38 7:00 7:20 Total Response Time 1st Unit on Scene Distribution n=346 n=109 n=119 n=118 Total Response Time Total Response Time ERF Concentration 5:20 6:59 6:38 7:00 7:20 n=346 n=109 n=119 n=118 69 Table of Contents Moderate Risk Fire Suppression Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1" unit travel time shall be 4 minutes. Total ERF travel time shall be 8 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 9 minutes 20 seconds. Table 22: Moderate Risk Fire Gap Chart Fayetteville Fire Department Moderate Risk Fire - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 114, 115, 116, 117, 131,132 ,133 136,137 Benchmark Moderate Risk Fire - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:00 1:01 1:00 1:14 0:50 Turnout Time Turnout Time 1st Unit 1:20 1:25 1:32 1:18 1:27 Travel Time 1st Unit Distribution 4:00 5:05 5:29 4:51 4:56 Travel Time Travel Time ERF Concentration 8:00 6:44 6:28 5:15 8:31 5:20 6:23 6:57 6:03 6:10 Total Response Time 1st Unit on Scene Distribution n=105 I n=39 n=36 n=30 Total Response I I Time Total Response Time ERF Concentration 9:20 8:32 8:12 6:59 10:25 n=105 n=39 n=36 n=30 Hieh Risk Fire Suppression Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 10 minutes. Total response time for 1s' unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 11 minutes 20 seconds. Table 23: High Risk Fire Gap Chart Fayetteville Fire Department High Risk Fire - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 111, 112, 113, 118, 120, 121, 122, 123 Benchmark 1 High Risk Fire - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Call Handling 1:00 0:59 0:55 1:01 1:01 Turnout Time Turnout Time 1st unit 1:20 2:06 2:32 1:46 2:01 Travel Time 1st Unit Distribution 4:00 4:14 4:10 3:38 4:55 Travel Time Travel Time ERF Concentration 10:00 10:27 9:55 10:49 10:38 5:20 6:05 6:11 5:18 6:48 Total Response Time 1st Unit on Scene Distribution Total Response n=272 n=89 n=94 n=89 Time Total Response Time ERF Concentration 11:20 13:03 13:03 12:33 13:33 n=272 n=89 I n=94 I n=89 70 Table of Contents Emergency Medical Services Low Risk EMS Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute. 1" unit travel time shall be 4 minutes. Total ERF travel time shall be 4 minutes. Total response time for 15t unit on scene shall be 5 minutes. Total response time for ERF on scene shall be 5 minutes. Table 24: Low Risk EMS Gap Chart Fayetteville Fire Department Low Risk EMS - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 300, 311, 320, 321 Low Risk EMS - 90th Percentile Times - Baseline Benchmark 2021-2023 2023 2022 2021 Performance (Target) Alarm Call Handling Handling Turnout Time Turnout Time 1st Unit Travel Time 1st Unit Distribution Travel Time Travel Time ERF Concentration Total Response Time 1st Unit Scene Distribution Total Response Time Total Response Time ERF Concentration 1:00 1:04 1:04 1:17 0:51 1:00 2:11 2:05 _ 2:10 2:20 4:00 6:14 6:16 6:12 6:14 4:00 6:14 ` 6:16 6:12 6:14 5:00 _ I 7:52 _ 7:48 1 7:45 1 8:03 n=12048 n=3688 n=4010 n=4350 5:00 7:52 7:48 7:45 8:03 n=12048 n=3688 n=4010 n=4350 Moderate Risk EMS Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 6 minutes. Total response time for 15t unit on scene shall be 5 minutes. Total response time for ERF on scene shall be 7 minutes. Table 25: Moderate Risk EMS Gap Chart Fayetteville Fire Department Moderate Risk EMS - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 300, 311, 320, 321 Moderate Risk EMS - 90th Percentile Times - Baseline Benchmark 2021-2023 2023 2022 2021 Performance (Target) Alarm Handling Call Handling 1:00 0:57 _ 1:03 Turnout Time Turnout Time 1st Unit ' 1:00 2:16 2:18 Travel Time 1st Unit Distribution ■ 4:00 5:54 —_ — 6:00 Travel Time Travel Time ERF Concentration ■ $:00 10:36 _ _ 12:12 5:00 7:20 7:29 Total Response Time 1st Unit Scene Distribution Total Response Time El I n=705 n=198 MI I 0:57 0:50 2:11 _ � 2:19 5:48 _� 5:53 9:41 7 9:56 7:06 I 7:25 n=221 n=286 Total Response Time ERF Concentration 9:00 11:49 12:42 11:09 11:35 n=705 n=198 n=221 n=286 71 Table of Contents Hieh Risk EMS Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 6 minutes. Total response time for 15t unit on scene shall be 5 minutes. Total response time for ERF on scene shall be 7 minutes. Table 26: High Risk EMS Gap Chart Fayetteville Fire Department High Risk EMS - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 322,323,324 Benchmark High EMS - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:00 2:28 3:33 2:26 1:26 Turnout Time Turnout Time 1st unit 1:00 1:49 1:58 1:35 1:56 Travel Time 1st Unit Distribution 4:00 5:04 4:52 5:17 5:05 Travel Time Travel Time ERF Concentration 6:00 6:16 6:15 6:15 6:18 0 6:26 6:07 6:32 6:41 Total Response Time 1st Unit Scene Distribution n=1741 n=571 n=580 n=590 Total Response V7:00 Time Total Response Time ERF Concentration I 7:52 7:36 7:55 8:05 n=1741 n=571 n=580 n=590 72 Table of Contents Technical Rescur- Low Risk Technical Rescue Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 4 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 5 minutes 20 seconds. Table 27: Low Risk Technical Rescue Gap Chart Fayetteville Fire Department Low Risk Technical Rescue - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 331, 340, 342, 343, 353, 360, 370, 371, 372, 381 Benchmark Low Risk Rescue - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:14 1:12 1:33 0:59 Turnout Time Turnout Time 1st unit 2:01 1:20 2:35 2:09 _ Travel Time 1st Unit Distribution 7:08 F4:00 10:37 6:15 4:34 Travel Time Travel Time ERF Concentration 7:08 I 10:37 6:15 4:34 5:20 8:31 11:28 1 7:36 1 6:29 Total Response Time 1st Unit Scene Distribution n =49 n=6 n=26 n=17 Total Response Time — Total Response Time ERF Concentration 5:20 I 8:31 111:28 17:36 16:29 n=49 n=6 n=26 n=17 Moderate Risk Technical Rescue Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1s' unit travel time shall be 4 minutes. Total ERF travel time shall be 8 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 9 minutes 20 seconds. Table 28: Moderate Risk Technical Rescue Gap Chart Fayetteville Fire Department Moderate Risk Technical Rescue - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 341, 350, 354, 356, 357, 361, 362, 365 Moderate Risk Rescue - 90th Percentile Times - Baseline Benchmark 2021-2023 Performance (Target) 2023 2022 2021 1:19 Alarm Handling Call Handling 1:00 I 1:41 2:31 1:13 1:48 Turnout Time Turnout Time 1st Unit 1:20 1:42 1:23 I 1:57 Travel Time Travel Time 1st Unit Distribution 4:00 Travel Time ERF Concentration 8:00 6:02 13:31 I 5:36 1 13:33 I 5:07 1 20:08 7:25 1 6:54 Total Response Time Total Response Time 1st Unit Scene Distribution 5:20 1 7:57 1 8:04 1 8:20 7:27 n=24 I n=8 I n=8 n=8 Total Response Time ERF Concentration -1 9:20 15:59 1 16:37 1 9:01 122:18 n=24 I n=8 n=8 n=8 73 Table of Contents High Risk Technical Rescue Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1s' unit travel time shall be 4 minutes. Total ERF travel time shall be 10 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 11 minutes 20 seconds. Table 29: High Risk Technical Rescue Gap Chart Fayetteville Fire Department High Risk Technical Rescue - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 351, 352, 355, 363 Benchmark High Risk Rescue - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:00 1:00 1:07 1:05 0:50 Turnout Time Turnout Time 1st Unit 1:20 1:31 1:30 1:28 1:37 Travel Time 1st Unit Distribution 4:00 4:32 4:22 4:41 4:35 Travel Time Travel Time ERF Concentration 10:00 8:10 7:16 7:55 9:21 5:20 6:02 7:16 5:25 5:26 Total Response Time 1st Unit Scene Distribution n=68 n=18 n=25 n=25 Total Response Time Total Response Time ERF Concentration 11:20 9:38 8:57 8:49 11:08 n=68 n=18 n=25 n=25 74 Table of Contents Hazmat Low Risk Hazmat Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 4 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 5 minutes 20 seconds. Table 30: Low Risk Hazmat Gap Chart Fayetteville Fire Department Low Risk Hazmat - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 400, 410, 413, 443, 460 Benchmark Low Risk Hazmat - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:00 2:35 _ 3:41 3:33 0:32 Turnout Time Turnout Time 1st unit 1:20 3:07 1:43 4:25 3:13 Travel Time 1st Unit Distribution 4:00 6:32 10:51 2:25 6:20 Travel Time Travel Time ERF Concentration ■ 4:00 6:32 10:51 2:25 6:20 5:20 9:02 12:32 4:48 9:47 Total Response Time 1st Unit Scene Distribution — n=12 n=5 n=3 n=4 Total Response Time — Total Response Time ERF Concentration 5:20 9:02 12:32 4:48 9:47 n=12 n=5 n=3 n=4 Moderate Risk Hazmat Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 8 minutes. Total response time for 1s' unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 9 minutes 20 seconds. Table 31: Moderate Risk Hazmat Gap Chart Fayetteville Fire Department Moderate Risk Hazmat - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 411, 412, 440, 441, 442, 444, 445 Moderate Risk Hazmat - 90th Percentile Times - Baseline Benchmark 2021-2023 2023 2022 2021 Performance (Target) Alarm Handling Call Handling 1:00 0:55 _ 1:08 0:55 0:43 Turnout Time Turnout Time 1st Unit 1:20 1:52 1:59 1:41 1:58 Travel Time Travel Time 1st Unit Distribution 4:00 4:06 14:09 3:56 4:15 —� Travel Time ERF Concentration 8:00 6:58 7:08 5:06 8:41 5:20 5:52 6:10 5:29 5:59 Total Response Time 1st Unit Scene Distribution n=209 n=70 n=62 n=77 Total Response Time Total Response Time ERF Concentration 9:20 8:45 9:00 7:30 9:46 n=209 n=70 n=62 n=77 75 Table of Contents High Risk Hazmat Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 10 minutes. Total response time for 1st unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 11 minutes 20 seconds. Table 32: High Risk Hazmat Gap Chart Fayetteville Fire Department High Risk Hazmat - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Codes: 420, 421, 422, 423, 424, 430, 431,451 Benchmark High Risk Hazmat - 90th Percentile Times - Baseline Performance 2021-2023 2023 2022 2021 (Target) Alarm Handling Call Handling 1:00 0:43 1:07 0:32 0:32 Turnout Time Turnout Time 1st unit ' 1:20 1:26 1:35 0:02 2:42 Travel Time 1st Unit Distribution 4:00 -_ 5:12 4:32 4:20 6:46 Travel Time _ Travel Time ERF Concentration 10:00 14:26 13:47 15:36 13:55 Total Response Time Total Response Time 1st Unit Scene Distribution Total Response Time ERF Concentration 5:20 7:12 _ 6:07 7:19 8:12 n=9 n=4 n=1 n=4 _ 11:20 33:03 27:58 27:40 43:31 n=9 n=4 n=1 n=4 Aircraft Rescue Firefighting (ARFF) Low Risk ARFF Response: Call handling time shall be 1 minute. Turn out time shall be 1 minute and 20 seconds. 1st unit travel time shall be 4 minutes. Total ERF travel time shall be 4 minutes. Total response time for 1s' unit on scene shall be 5 minutes 20 seconds. Total response time for ERF on scene shall be 5 minutes 20 seconds. Table 33: Low Risk ARFF Gap Chart Fayetteville Fire Department Low Risk ARFF - 90th Percentile Times - Baseline Performance Gap Chart NFIRS Code: 462 Low Risk ARFF - 90th Percentile Times - Baseline Performance Benchmark (Target) 2021-2023 2023 2022 2021 Alarm Handling Call Handling 1:00 0:08 0:01 0:01 0:22 1:51 2:12 2:41 Turnout Time Turnout Time 1st Unit 1:20 2:15 Travel Time 1st Unit Distribution 4:00 Travel Time 10:53 6:49 12:41 13:10 6:49 12:41 13:10 Travel Time ERF Concentration 4:00 10:53 5:20 12:40 1 11:36 15:23 1 11:01 Total Response Time 1st Unit Scene Distribution n=198 n=64 n=56 n=78 Total Response Time Total Response Time ERF Concentration 5:20 12:40 1 11:36 1 15:23 11:01 n=198 I n=64 I n=56 n=78 76 Table of Contents Fire Station Response Area Planning Zones The City of Fayetteville is divided into nine primary station response areas corresponding to the nine staffed stations of the Fayetteville Fire Department, additionally a response area for Interstate 49 is utilized. This is the primary level used Map 11: Fire Station Response Areas statistical analysis. The fire district boundaries are Fayetteville Fire Department Station Response Areas - 2023 established and maintained based on travel distance • and time from each station by the city's Geographic ■ Information System (GIS) with extensive input from the department. Legend The department's primary a ■ ■ FireStations fire suppression and ■ DESCRIPTION 149 service response area oj ST 1 Si 2 encompasses the entirety Sf 3 of the city limits of Si 4 ® Sr5 Fayetteville. The N SST; department has written Sf automatic aid agreements 0 0.5 1 2 Miles i s7r 9 9 with all fire service agencies bordering the city Cyof3ye1ev11eAR that mutually benefit Fayetteville and the corresponding partner. Response plans are crafted to provide the fastest and most effective response to emergencies that happen within the city limits and automatic aid areas bordering the city. The department provides a primary response within the City of Fayetteville for fire investigation, domestic preparedness, hazardous materials, technical rescue, and airport rescue/firefighting incidents covering approximately 55.2 square miles. Of those 55.2 square miles, 53.8 square miles is land, and 1.4 square miles is water. Transportation networks in the city consist of approximately 470 lane miles fire apparatus accessible streets, 50 miles of paved -shared use trails accessible by specialized Trail Response Vehicles (TRVs), and 156 miles of unpaved trail networks accessible by TRV. The following subsections the FFD analyzes the risk categories by fire station response areas. 77 Table of Contents Station 1 Station 1 planning zone include downtown Fayetteville, the entertainment district a portion of the University of Arkansas Map 12: Station 1 Response Area 2023 Table 34: Station 1 Three Year Response Totals Station 1 Year Call Type 2021 2022 2023 Three Year Totals Fire 72 65 37 174 Explosions/Ruptures 2 2 3 7 EMS/Rescue 1,794 1,422 1,293 4,509 Hazmat/Hazardous Conditions 63 54 75 192 Service Calls 143 111 94 348 Good Intent/Canceled Enroute 628 672 394 1,694 Fire Alarms 229 238 186 653 Severe Weather 1 1 2 Special Incident 7 6 1 14 All Calls Total 2,939 2,571 2,0831 7,593 78 Table of Contents Table 345: Station 1 Response Area Risk Score Ft Performance Gaps Station 1 Risk Score 90th Percentile Response Performance Times (Minutes: Seconds) Risk Type Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 12.33 Low 06:39 05:20 01:19 06:39 05:20 01:19 Moderate Risk Fire 13.86 Low 05:00 05:20 06:49 09:20 High Risk Fire 44.18 04:31 05:20 08:37 11:20 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 06:11 05:00 01:11 07:19 07:00 00:19 High Risk EMS IW44.18 High 04:09 05:00 05:14 07:00 Low Risk Rescue 12.33 Low 07:39 05:20 02:19 07:39 05:20 02:19 Moderate Risk 13.86 Low Rescue 05:20 05:20 05:20 09:20 High Risk Rescue 28.14 Elevated 03:17 05:20 03:56 11:20 Low Risk Hazmat Low 09:17 05:20 03:57 09:17 05:20 03:57 Moderate Risk Elevated Hazmat 26.53 04:57 05:20 23:05 09:20 13:45 High Risk Hazmat 28.14 Elevated 07:36 05:20 02:16 23:27 11:20 12:07 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 75 Table of Contents Station Built in 1964 and located near the University of Arkansas, Station 2 is the smallest of the department's stations. As mentioned, in the department milestones, Station 2 is slated to be replaced and moved by Q4 2024 or Q1 2025. Station 2 is the primary response station for most of the University of Arkansas. Map 13: Station 2 Response Area 2023 Table 356: Station 2 Three Year Response Totals Station 2 Year Call Type 2021 2022 2023 Fire 40 38 31 Explosions/Ruptures 0 1 4 EMS/Rescue 1,301 1,241 856 Hazmat/Hazardous Conditions 32 34 31 Service Calls 98 103 36 Good Intent/Canceled Enroute 400 382 244 Fire Alarms 133 157 123 Severe Weather 1 0 0 Special Incident 2 3 1 All Calls Total 2,007 1,959 1,326 44 Three Year Totals i 109 5 3,398 97 237 1,026 413 6 76 Table 367: Station 2 Response Area Risk Score Ft Performance Gaps Risk Score 90th Percentile Response Performance Times (Minutes: Seconds) Risk Type 7 Risk Risk 1 st Due 1 str Due 1 st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 8.49 Low 04:56 05:20 04:56 05:20 Moderate Risk Fire 13.86 Low 05:02 05:20 05:02 09:20 High Risk Fire Ab& High 05:12 05:20 09:50 11:20 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:06 05:00 02:06 08:22 07:00 01:22 High Risk EMS 44.1 NW" 06:14 05:00 01:14 08:33 07:00 01:33 Low Risk Rescue 4.90 Low 08:02 05:20 02:42 08:02 05:20 02:42 Moderate Risk 13.8 ow Rescue 07:02 05:20 01:42 07:02 09:20 High Risk Rescue 28.14 Elevated 04:02 05:20 05:21 11:20 Low Risk Hazmat 03:39 05:20 03:39 05:20 Moderate Risk 26.53 Elevated Hazmat 06:12 05:20 00:52 07:54 09:20 High Risk Hazmat 28.14 Elevated 05:13 05:20 16:23 11:20 05:03 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 77 Table of Contents Station 3 Station 3 is in the south-eastern part of the city and provides first due coverage of Fayetteville's industrial park. In addition to Ladder 3, Station 3 houses USAR 3. USAR 3 belongs to Washington County, Arkansas and is assigned to Northwest Arkansas Task Force 1 (NWA-TF1). Map 14: Station 3 Response Area 2023 J�f Station 3 ` E L K I NS �• 0 0.75 1.5 Miles City of Fayetteville, AR Table 378: Station 3 Three Year Response Totals Station 3 Year Call Type 2021 2022 2023 Three Year Totals Fire 10 9 16 35 Explosions/Ruptures 0 1 0 1 EMS/Rescue 733 722 775 2,230 Hazmat/Hazardous Conditions 14 15 19 48 Service Calls 67 78 80 225 Good Intent/Canceled Enroute 300 327 213 840 Fire Alarms 44 51 55 150 Severe Weather 1 0 1 Special Incident 0 0 2 2 All Calls Total 1,169 1,203 qE 1,160 78 Table of Contents Table 389: Station 3 Response Area Risk Score 8 Performance Gaps Station 3 Risk Score I 90th Percentile Response Performance Times (Minutes: Seconds) Risk Type Risk Risk 1st Due 1 str Due 1 st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 8.49 Low 06:52 05:20 01:32 06:52 05:20 01:32 Moderate Risk Fire 13.86 Low 05:05 05:20 06:25 09:20 High Risk Fire -� 06.38 05:20 01:18 14:46 11:20 03:26 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:08 05:00 02:08 10:44 07:00 03:44 High Risk EMS 36.33 Elevated 05:24 05:00 00:24 07:41 07:00 00:41 Low Risk Rescue 4.90 Low 06:30 05:20 01:10 06:30 05:20 01:10 Moderate Risk 13.86Low Rescue 05:27 05:20 00:07 05:27 09:20 High Risk Rescue 128.14 Elevated 04:52 05:20 06:26 11:20 Low Risk Hazmat 12:46 05:20 07:26 12:46 05:20 07:26 Moderate Risk 26.53 Elevated Hazmat 07:17 05:20 01:57 27:52 09:20 18:32 High Risk Hazmat 28.14 Elevated 00:00 05:20 00:00 11:20 Low Risk ARFF Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 79 Table of Contents Station 4 Station 4 is in the north -central part of the city near the north Interstate 49/US-71 business interchange and geographically near the northern part of Interstate 49 in the city limits. Station 4 provides coverage to part of the 149 response area and automatic aid to parts of the cities of Springdale and Johnson. Map 15: Station 4 Response Area 2023 04 Station 4 IN 0 0.28 0,55 1.1 Miles I i " Table 40: Station 4 Three Year Response Totals nn City of Fayetteville, AR Station 4 NE Year Call Type 2021 2022 2023 Three Year Totals Fire 32 41 20 93 Explosions/Ruptures 1 1 0 2 EMS/Rescue 1,599 1,460 1,278 4,337 Hazmat/Hazardous Conditions 20 34 28 82 Service Calls 74 83 59 216 Good Intent/Canceled Enroute 617 543 490 1,650 Fire Alarms 125 155 129 409 Severe Weather 1 0 0 1 Special Incident 0 2 2 4 All Calls Total 2,469 2,319 2,006 6,794 80 Table of Contents Table 41: Station 4 Response Area Risk Score Ft Performance Gaps Station 4 %"IF Risk Score I 90th Percentile Response Performance Times (Minutes: Seconds) _ Risk Type Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 12.33 Low 07:04 05:20 01:44 07:04 05:20 01:44 Moderate Risk Fire 19.60 Low 05:44 05:20 00:24 05:44 09:20 High Risk Fire 44.18 05:40 05:20 00:20 11:13 11:20 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:30 05:00 02:30 10:06 07:00 03:06 High Risk EMS IW44.18 High 06:11 05:00 01:11 07:55 07:00 00:55 Low Risk Rescue 8.49 Low 07:34 05:20 02:14 07:34 05:20 02:14 Moderate Risk 13.86 Low Rescue 05:41 05:20 00:21 05:41 09:20 High Risk Rescue 34.99 Elevated 00:00 05:20 00:00 11:20 Low Risk Hazmat Low 04:12 05:20 04:12 05:20 Moderate Risk 26.53 Elevated Hazmat 09:49 05:20 04:29 20:46 09:20 11:27 High Risk Hazmat 28.14 Elevated 09:14 05:20 03:54 37:07 11:20 25:47 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 81 Table of Contents Station 5 Station 5 is in the north-east part of the city on state highway 265. Station 5 provides automatic aid to southeastern Springdale, Round Mountain, and Goshen. Map 16: Station 5 Response Area 2023 c ■ pun Ivson Pkwy S R I N C D A L E John'. \� Narn;p1 .. 7OHN' S O1'■ - ad 94 Station 5 ■ N ®. 0 0.11 11 4.4 Miles - l Table 392: Station 5 Three Year Response Totals WYman Rd City of Fayetteville, AR Station 5 Year Call Type 2021 2022 2023 Three Year Totals Fire 27 24 29 80 Explosions/Ruptures 1 0 0 1 EMS/Rescue 869 890 1,114 2,873 Hazmat/Hazardous Conditions 28 27 38 93 Service Calls 68 64 47 179 Good Intent/Canceled Enroute 286 290 282 858 Fire Alarms 64 98 73 235 Severe Weather 1 0 Special Incident 0 2 0 2 All Calls Total 1,344 1,395 1,58614 4,325 82 Table of Contents Table 403: Station 5 Response Area Risk Score Ft Performance Gaps Station 5 Risk Score I 90th Percentile Response Performance Times (Minutes : Seconds) Risk Type Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 8.49 Low 06:38 05:20 01:18 06:38 05:20 01:18 Moderate Risk Fire 13.86 Low 06:35 05:20 01:15 06:35 09:20 High Risk Fire 44.18 High 04:59 05:20 13:25 11:20 02:05 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:38 05:00 02:38 09:00 07:00 02:00 High Risk EMS 34.99 Elevated 06:55 05:00 01:55 09:56 07:00 02:56 Low Risk Rescue 4.90 Low 07:35 05:20 02:15 07:35 05:20 02:15 Moderate Risk 13.86 Low Rescue 07:53 05:20 02:33 21:24 09:20 12:04 High Risk Rescue 28.14 Elevated 05:58 05:20 00:38 10:11 11:20 Low Risk Hazmat 4.90 Low 07:26 05:20 02:06 07:26 05:20 02:06 Moderate Risk 26.53 Elevated Hazmat 07:03 05:20 01:43 12:30 09:20 03:10 High Risk Hazmat 28.14 Elevated 07:05 05:20 01:45 20:41 11:20 09:21 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 83 Table of Contents Station 6 Station 6 is in the south-central part of the city near the Interstate 49/US-62 interchange, and geographically near the southern part of Interstate 49 in the city limits. Station 6 provides coverage for a portion of the University of Arkansas, coverage part of the Interstate 49 response area, and automatic aid to parts of Farmington. Map 17: Station 6 Response Area 2023 Table 414: Station 6 Three Year Response Totals Station 6 Year Call Type 2021 2022 2023 Three Year Totals Fire 49 42 17 108 Explosions/Ruptures 1 3 0 4 EMS/Rescue 914 822 560 2,296 Hazmat/Hazardous Conditions 24 68 13 105 ARFF 77 0 0 77 Service Calls 37 27 26 90 Good Intent/Canceled Enroute 404 372 262 1,038 Fire Alarms 88 132 76 296 Severe Weather 1 0 0 1 Special Incident 1,595 1,466 954 4,015 All Calls Total 1,344 1,395 1,586 4,325 84 Table 425: Station 6 Response Area Risk Score Ft Performance Gaps tation 6 Risk Score I90th Percentile Response Performance Times (Minutes : Seconds) isk Type 7Low Risk Risk 1st Due 1str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gask Fire 12.33 Low 06:49 05:20 01:29 06:49 05:20 01:29 Moderate Risk Fire 19.60 Low 04:49 05:20 04:49 09:20 High Risk Fire 44.18 06:09 05:20 00:49 09:00 11:20 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 06:49 05:00 01:49 09:04 07:00 02:04 High Risk EMS IW44.18 High 05:32 05:00 00:32 06:59 07:00 Low Risk Rescue 8.49 Low 06:29 05:20 01:09 06:29 05:20 01:09 Moderate Risk 13.86 Low Rescue 06:14 05:20 00:54 06:14 09:20 High Risk Rescue 28.14 Elevated 06:49 05:20 01:29 07:13 11:20 Low Risk Hazmat 4.90 Low 00:00 05:20 00:00 05:20 Moderate Risk 26.53 Elevated Hazmat 10:13 05:20 04:53 19:42 09:20 10:22 High Risk Hazmat 28.14 Elevated 00:00 05:20 00:00 11:20 Low Risk ARFF 4.90 Low 13:46 05:20 08:26 13:46 05:20 08:26 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 85 Table of Contents Station 7 Station 7 is in the western part of the city near the west geographic center of Interstate 49 and provides first due coverage to a large portion of Fayetteville's residential neighborhoods west of 149. Station 7 provides automatic aid to Wheeler, Farmington, and Wedington fire departments as well as providing coverage to part of the 149 response area. Map 18: Station 7 Response Area 2023 0 N a 0 0.25 0.5 1 Miles JA 1 1 , Table 436: Station 7 Three Year Response Totals M Station 7 Year 2022 34 ptures 1 Call Type Fire Explosions/Ru EMS/Rescue Hazmat/Haza Service Calls Good Intent/ Fire Alarms Severe Weath Special Incide All Calls Total 1,216 1,932 2021 37 1 23 130 421 102 2 0 l 211 ■ Utyof, [edIle,AR 2023 Three Year Totals 38 109 1 3 1,014 3,398 32 96 105 335 302 1,055 102 301 2 5 4 4 1.600 5,306 86 Table 447: Station 7 Response Area Risk Score Ft Performance Gaps Station 7 Risk Score I 90th Percentile Response Performance Times (Minutes : Seconds) Risk Type 7Lowisk Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Fire 12.33 Low 06:45 05:20 01:25 06:45 05:20 01:25 Moderate Risk Fire 13.86 Low 05:43 05:20 00:23 05:43 09:20 High Risk Fire 54.33 06:12 05:20 00:52 13:19 11:20 01:59 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 06:55 05:00 01:55 09:36 07:00 02:36 High Risk EMS IW44.18 High 05:17 05:00 00:17 31:44 07:00 24:44 Low Risk Rescue 8.49 Low 08:19 05:20 02:59 08:19 05:20 02:59 Moderate Risk 13.86 Low Rescue 08:12 05:20 02:52 08:12 09:20 High Risk Rescue 28.14 Elevated 03:20 05:20 06:16 11:20 Low Risk Hazmat 4.90 Low 04:40 05:20 04:40 05:20 Moderate Risk 26.53 Elevated Hazmat 05:54 05:20 00:34 16:56 09:20 07:36 High Risk Hazmat 34.99 Elevated 10:15 05:20 04:56 29:08 11:20 17:48 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 87 Table of Contents Station 8 Station 8 is located east of the geographically central part of Interstate 49 within the city limits and provides tanker capabilities to northwest annexed areas that lack adequate municipal water supplies. Station 8 provides coverage to part of the 149 response area, the University of Arkansas farm properties, and automatic aid to parts of Johnson and Wheeler. Map 19: Station 8 Response Area 2023 Station 8 0 N -- - - a2 0 0.2 0.4 0.8 Miles Table 458: Station 8 Three Year Response Totals Station 8 Year Call Type 2021 2022 2023 Three Year Totals Fire 0 3 41 44 Explosions/Ruptures 0 0 2 2 EMS/Rescue 0 108 814 922 Hazmat/Hazardous Conditions 0 1 28 29 Service Calls 0 6 58 64 Good Intent/Canceled Enroute 0 38 206 244 Fire Alarms 0 18 47 65 Severe Weather 0 0 1 1 Special Incident 0 0 2 2 All Calls Total 0 174 1,199 1,373 *Station 8 was placed in service November 17, 2022. All calls for service in 2021 were covered by Stations 2, 4, 8 7 before the creation of the Station 8 response area. 88 Table of Contents Table 469: Station 8 Response Area Risk Score Ft Performance Gaps Station 8 Risk Score I 90th Percentile Response Performance Times (Minutes : Seconds) Risk Type Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire 8.49 Low 08:57 05:20 03:37 08:57 05:20 03:37 Moderate Risk Fire 13.86 Low 04:42 05:20 04:42 09:20 High Risk Fire 44.18 06:51 05:20 01:31 18:13 11:20 06:53 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:27 05:00 02:27 08:37 07:00 01:37 High Risk EMS 34.99 Elevated 06:21 05:00 01:21 07:47 07:00 00:47 Low Risk Rescue 4.90 Low 07:50 05:20 02:30 07:50 05:20 02:30 Moderate Risk 13.86 Low Rescue 09:57 05:20 04:37 09:57 09:20 00:37 High Risk Rescue 28.14 Elevated 05:16 05:20 05:58 11:20 Low Risk Hazmat 4.90 Low 04:06 05:20 04:06 05:20 Moderate Risk 26.53 Elevated Hazmat 04:36 05:20 10:04 09:20 00:44 High Risk Hazmat 28.14 Elevated 06:47 05:20 01:27 13:47 11:20 02:27 Low Risk ARFF 4.90 Low 00:00 05:20 05:20 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 89 Table of Contents Station 9 Station 9 is in the southern part of the city near the south Interstate 49/US-71 business interchange. Engine 9 company members must hold ARFF certification as Station 9 is the closest station to the Fayetteville Municipal Airport and is the first due for any ARFF emergency or standby. Station 9 provides automatic aid to the city of Greenland and coverage to the 149 response area. Map 20: Station 9 Response Area 2023 Station 9 N 0 0.28 0.55 1.1 Miles l City of Fayetteville, AR Table 50: Station 9 Three Year Response Totals Station 9 Year Call Type 2021 * 2022 2023 Three Year Totals Fi re 0 3 41 44 Explosions/Ruptures 0 0 2 2 EMS/Rescue 0 108 814 922 Hazmat/Hazardous Conditions 0 1 28 30 ARFF 0 55 64 196 Service Calls 0 6 58 66 Good Intent/Canceled Enroute 0 38 206 245 Fire Alarms 0 18 47 65 Severe Weather 0 0 0 0 Special Incident 0 0 0 0 All Calls Total 0 229 1,260 1,489 *Station 9 was placed in service August 5, 2022. All calls for service in 2021 were covered by Stations 1, 3, Et 6 before the creation of the Station 9 response area. 90 Table of Contents Table 51: Station 9 Response Area Risk Score 8 Performance Gaps Station 9 Risk Score I 90th Percentile Response Performance Times (Minutes :Seconds) Risk Type 7LowRis Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap kk Fire 12.33 Low 07:54 05:20 02:34 07:54 05:20 02:34 Moderate Risk Fire 13.86 Low 05:20 05:20 05:20 09:20 High Risk Fire 44.18 05:15 05:20 17:31 11:20 06:11 Low Risk EMS 32.12 Elevated 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 26.53 Elevated 07:13 05:00 02:13 08:29 07:00 01:29 High Risk EMS 34.99 Elevated 03:59 05:00 05:28 07:00 Low Risk Rescue 4.90 Low 04:55 05:20 04:55 05:20 Moderate Risk 13.86 Low Rescue 00:00 05:20 00:00 09:20 High Risk Rescue 28.14 Elevated 00:00 05:20 00:00 11:20 Low Risk Hazmat Low 05:32 05:20 00:12 05:32 05:20 00:12 Moderate Risk 19.60 Low Hazmat 03:53 05:20 05:25 09:20 High Risk Hazmat 28.14 Elevated 05:58 05:20 00:38 30:13 11:20 18:53 Low Risk ARFF 16.25 07:00 05:20 01:40 07:00 05:20 01:40 High Risk ARFF 36.77 Elevated 00:00 05:20 11:20 Interstate 49 Response Area 149 passes through Fayetteville from north to south on the western side of the city. It is a six -lane concrete barrier divided thoroughfare lacking any access to move from the northbound lanes to the southbound lanes. There are six major on/off access points within the city limits. Due to the limited access points and the dangers of emergency operations on interstate highways, the department has assigned a specific response area to 149. Depending on location of the incident in relation to access points and direction of travel, 149 is serviced by different stations. Apparatus 91 Table of Contents from Stations 2, 4, 6, 7, 8, or 9 may be assigned to the deployment. Two additional apparatus are added automatically to the initial deployment for any call type inside the 149 response area. Table 47: 1-49 Response Area Risk Score Ft Performance Gaps Risk Score 90th Percentile Response Performance Times (Minutes : Seconds) Risk Type Risk Risk 1st Due 1 str Due 1st Due ERF ERF ERF Score Level Performance Benchmark Gap Performance Benchmark Gap Low Risk Fire _ 13.86 08:22 05:20 03:02 08:22 05:20 03:02 Moderate Risk Fire 26.53 Elevated 06:07 05:20 00:47 08:46 09:20 High Risk Fire 16.25 00:00 05:20 00:00 11:20 Low Risk EMS 19.60 Low 07:52 05:00 02:52 07:52 05:00 02:52 Moderate Risk EMS 13.86 Low 05:53 05:00 00:53 06:13 07:00 High Risk EMS ` 54.33 High 08:25 05:00 03:25 12:25 07:00 05:25 Low Risk Rescue 8.49 Low 00:00 05:20 00:00 05:20 Moderate Risk 19.80 Elevated Rescue 00:00 05:20 00:00 09:20 High Risk Rescue 36.77 Elevated 04:57 05:20 05:30 11:20 Low Risk Hazmat -1111p" 00:00 05:20 00:00 05:20 Moderate Risk 19.80 Elevated Hazmat 00:00 05:20 00:00 09:20 High Risk Hazmat 36.77 Elevated 00:00 05:20 00:00 11:20 Low Risk ARFF Low 10:00 05:20 05:20 High Risk ARFF Hig 10:00 05:20 11:20 92 Table of Contents Continuing Risk Et Service Analysis - Continuous Improvement The Fayetteville Fire Department (FFD) maintains historical response data back to 1998. Performance data for the previous five years are incorporated into analysis. In 2017 call and performance data was utilized to determine the need for additional stations. In addition to this, beginning in 2021, a report showing response time performance of all companies and shifts was published and sent out to all personnel each quarter. This was done to create a greater awareness of performance gaps at the company level. Stations 8 and 9 were completed and in operation in 2023. These stations have turnout timer displays in the apparatus bays to help all personnel be aware of their turnout time performance while preparing to respond. All existing stations will be retrofitted to include these screens in the near future. Additionally, each station has a display monitor in the living area where pertinent information can be displayed to include performance data. Over the next five years the FFD plans to improve its risk assessment model by adding the factors above into the CAD software so the appropriate units will be dispatched from the start. The FFD will continue to analyze the performance data and respond to the changes. 93 Table of Contents XII - Evaluation of Current Deployment Performance Historical Perspective, Summary of System Performance, Et Evaluation of Service Delivery In the previous sections total response times were evaluated. In this section a deeper analysis is completed of the components of the total response time. In addition to response time another component is considered, resilience. In the following sections, the department's logic for distribution, concentration, and resilience are explained. These key metrics help gauge how well the Fayetteville Fire Department can mitigate and reduce risks and dangers, guiding improvements in the process. Distribution examines the placement of the department's stations and equipment. Concentration looks at the department's ability to gather the necessary tools and personnel to mitigate risks and hazards effectively in a timely manner. Resilience is the department's ability to handle normal and abnormal demand on the system and recover from the demand. The FFD conducts a Service Gap Analysis that provides evidence of improvement or demonstration of deficiencies that need to be addressed. Through in-depth analysis of its performance, the department has set strategic goals and plans aimed at providing faster, more comprehensive, and reliable services to the community. Service Gap Analysis The Fayetteville Fire Department (FFD) updates the service gap analysis quarterly and annually to identify performance gaps. The FFD Planning Division updates gap charts for all risk categories and levels in the quarterly report. The charts are shared with all personnel and evaluated by the Fire Administration. Beginning in 2024, an annual program appraisal, highlighting performance gaps for the previous year was published and provided to the authority having jurisdiction (AHJ). In subsequent the annual appraisal will be published in January. The service gap analysis divides the total response times further to better analysis where the gaps occur. The total response time consists of: Alarm handling, turnout time, first arriving unit travel time and effective response force (ERF) travel time. Service Gap Analysis charts can be located starting on page 68. Alarm Handeling Time. Alarm handling is the amount of time it takes the dispatch center to dispatch the call. This provides a performance indicator for our dispatch center. This information is utilized to determine adequate staffing levels for our dispatch center. Turnout Time Turnout time is the amount of time it takes the fire company to leave the station. This information is utilized to analyze the fire company and station design. The newly adopted station design considered the living area location in consideration to turnout time. This is the one area that the fire company has control of. An analysis provides clear gaps between fire companies assigned to the same station. First Arriving Unit Turnout Time First arriving unit travel time is the time elapsed during travel from the unit's initial location to the incident location. This information is utilized to analyze the distribution of the fire stations. 94 Table of Contents Effective Response Force (ERF) Travel Time ERF travel time is of each risk type and level are analyzed for the station response area and city-wide. The city-wide gap charts are provided starting on page 68. This information is utilized to analyze the concentration of fire stations and unit types assigned to the stations. Distribution The Fayetteville Fire Department is comprised of nine fully staffed stations serving nine "Station Response Areas" that are further divided into "Fire Planning Zones." Using historical data and GIS modeling, the department reviews total response time components for all responses each quarter. While preparing each quarterly report, the Planning Division utilizes ArcGIS Pro to geocode incident data, including response times. This data is joined to Fire Planning Zones, Station Response Areas, and Political Wards. The data is made available through the use of GIS maps and spreadsheets. Beginning in 2017, the department adopted proximity dispatch technology to improve how it identifies and dispatches resources. Proximity dispatch is based on the closest unit that can provide the capabilities required for the call type. The introduction of proximity dispatch has significantly helped in ensuring that the nearest available resources are sent to incidents, optimizing outcomes for the community. This technology has played a crucial role in keeping travel times consistent despite a growing demand for services, demonstrating the department's commitment to leveraging innovative solutions to enhance its response efficiency and effectiveness. Concentratior The deployment of resources is designed to ensure that an "Effective Response Force" (ERF) can reach an incident within the target time frames, as per the expected on -scene performance standards. The idea behind concentration is to position these resources closely enough to each other so that the ERF can be quickly put together on -scene, aiming to meet the overall response time goals. The ERF is determined for each incident type based on critical tasking to mitigate the incident and stop loss. An effective ERF can often prevent an emergency from intensifying, even in areas facing the highest risks. However, it's important to note that the ERF might not represent the full scale of personnel or units needed should the situation reach its highest potential threat. In such cases, additional support can be mobilized through automatic and mutual aid agreements to help in managing the incident or to provide extra coverage. The primary goal of an ERF is to quickly halt the progression of an incident, whether it's a fire, Hazmat response, Technical Rescue, or any other emergency. The effectiveness of service delivery, particularly in terms of resource concentration, is evaluated based on the level of risk associated with different categories or types of incidents. In areas identified as high -risk, the strategy involves having second and third -due units arrive on the scene more rapidly than what would be expected in areas with normal or low risk. This approach ensures that the department's response is agile and robust, capable of addressing a wide array of hazards with a consistent methodology. The ERF four -minute response time to arrive on scene at Drake Field and other calls for service in the southern portion of Fayetteville factored heavily into the location of Station 9 and redesignation of Engine 6 to Engine 9 as well. While units from Station 1 and Station 3 had average reliability scores above 90%, predicted call volume increases in both response areas as well as increased airport responses dictated that a new station and relocation of an engine company could preemptively correct growing reliability issues. 95 Table of Contents Resilience The Fayetteville Fire Department (FFD) considers four factors when determining resilience: Unit reliability, resistance, absorption, and restoration. Through redundancy in internal staffing, and a strong partnership with mutual aid partners, the FFD is a very resilient organization. Resistance The City of Fayetteville is divided into 95 fire quadrants. The fire quadrants are combined to create the station response areas. There are 10 response plans for each quadrant. The response plans ensure the closest unit with the correct capabilities is dispatched to the incident. This process provides a sound methodology to match the given need with resources to mitigate the need. The exact number of units required are dispatched. There are areas where assess is an issue, i.e., Interstate 49, and more units than required are dispatched. The FFD has a training guideline, SOG-303 On -Duty Training, limiting the number of units on delayed response for training to three units. In special circumstances, more than three units are allowed if the training can be centrally located. In cases where more than three units are required, staffing is backfilled to cover the training. Absorption There is a level of redundancy built into the Fayetteville Fire Department (FFD) deployment model. Two battalions are staffed providing the ability to provide incident command and scene safety for two structure fires at one time. Four ladder trucks and a rescue truck are staffed. This affords the FFD the ability to provide rescue for multiple incidents at once. Additionally, through auto -aid agreements FFD has a capacity we beyond normal daily staffing. During times when FFD units are depleted. Dispatch will notify the chiefs via text and request a unit from a mutual aid partner to stand by. The FFD also participates in a regional mutual aid program with departments across the region. The program is sponsored by the Northwest Arkansas Metro Fire Chiefs. The chief alternate monitoring the regional radio system. When a department has a large event, outside normal daily operations. The on -call chief will notify the other chiefs and dispatch the appropriate units required to assist. Restoration The Fayetteville Fire Department (FFD) does not have an official restoration policy. However, company officers are expected to cancel their unit's response on calls where they are not needed. Incident commanders return units to service as quickly as possible as the need decreases on emergency scene. First arriving company officers are quick to cancel other incoming units when they assess the needs to mitigate the incident. Unit Reliability Unit Reliability is the factor of the Fayetteville Fire Department (FFD) staffing model that is the most important as it is the factor that considers the human providing the service. Reliability is two pronged. The first prong is simple in theory, there are a certain number of hours in a day and our personnel are expected to complete a certain number of tasks each shift. The second prong is more complex as it requires consideration of the number of tasks that can be completed by a fire company and still provide the same level of service at the end of their tour as at the beginning, or company reliability. That is how unit reliability considers the "human." It is not sustainable to continually dump tasks on fire companies without considering how it impacts the human delivering the service. When firefighters become fatigued, their level of service declines. If this level of work continues, the fatigue will negatively impact the firefighters, both on and off duty. The greatest fiscal responsibility of FFD leaders is to protect their human capital. 96 Table of Contents The simplest definition of unit reliability is: The time a fire company has to devote to emergency calls after they have completed all other assigned tasks and met their personal basic human needs. It is important to remember this is a theoretical number. FFD fire companies will prioritize emergency calls and compromise the assigned tasks and their human needs to ensure the emergency calls are handled. FFD current unit reliability goal is ninety percent (90%) meaning they are dedicated to calls for service a maximum of ten percent (10%) of the time. FFD Labor Management Team (LMT) Staffing Committee is working to refine the exact percent for unit reliability. As noted in the strategic plan, there are additional tasks that will be added to our companies. It is fully expected that the LMT Staffing Committee will be providing a recommendation to change the unit reliability goal. Units are often engaged in a variety of activities throughout the day, not just responding to emergency calls. • Public Education / Fire Prevention • Physical Fitness • Training administered by the training department • Company level training • Officer training • Driver training • Firefighter training • Returning the equipment to service after calls • Incident reporting • Meal purchase, preparation, and consumption • Sleep and rest. • Apparatus maintenance • Administrative duties The planning division tracks reliability and reports every quarter, an annual report is submitted to the fire chief and city administration in January of each year for the previous year. Below are graphs for the years 2022 and 2023. The department unit with the worst reliability rating in 2022 was Engine 2 with best average rate of 91.8% and worst of 88.4%, or an average of 7 hours of unreliability per day. When evaluating locations for new stations and companies this factor was a chief reason for the location of Station 8 as well as reducing the four -minute drive times for Engine 2 and Ladder 7. The first full calendar year to pull data from after Engine 8 being placed in service is 2023. Looking at the reliability numbers for Engine 2 it can be easily seen that the placement of the new station and company solved the issue as Engine 2 had a best rate of 94.2% and worst of 91.9%, or an average of zero hours of unreliability per day for 2023. Reading further into the data from 2022 and 2023 a trend is beginning to show for Ladder 4. The department is evaluating the placement of new stations or an additional company at Station 4 to correct the upward trend in unreliability, along with additional companies at other stations to further increase reliability department wide. 97 Table of Contents Unit Reliability Graphs for 2022 Et 2023 Graph 4: Unit Reliability 2022 98 Table of Contents Graph 5: Unit Reliability 2023 ■ : 1J`iJG _�` __ ✓__�J 99 Table of Contents XIII - Plan for Maintaining and Improving Response Capabilities Performance Maintenance and Improvement Plan The Fayetteville Fire Department's (FFD) Strategic Planning Process for the 2024-2029 period is a comprehensive effort that integrates the department's core mission, vision, and values into actionable and measurable goals. The strategic plan, which was meticulously developed and published, outlines seven primary goals supported by twenty-two SMART objectives, ensuring a clear direction for the department's future endeavors. This strategic blueprint aligns with the department's foundational principles. It seeks to harmonize with the broader community's master plans, ensuring that departmental initiatives align with the City of Fayetteville's overarching development goals. The FFD's published strategic plan is approved by the LMT and then submitted to the Fayetteville City Council for approval under the same process as an Administrative Policy. This policy is outlined in the Administrative Policy titled General Information and Introduction. This alignment has historically facilitated successful coordination with city plans, such as establishing new fire stations and demonstrating a proactive and collaborative approach to community service and improvement. Through this strategic planning process, the department reaffirms its commitment to serving the community effectively, guided by a well-defined path toward continuous improvement and operational excellence. Improvement Through Collaboration The FFD utilizes internal input on all aspects of its operations. This is accomplished using the Labor Management Team (LMT). The LMT is co-chaired by the Fire Chief and IAFF president. The LMT meets monthly to work through decision -making and guidance of the department, including all policy and procedure changes, including the Strategic Plan. These meetings are open for all personnel to attend, and the minutes are kept on an internal shared computer drive. There are several standing committees that work through goals and objectives. The assigned committee chairs report progress during these monthly meetings. In addition to this, there will be an annual review of the strategic plan to determine if any adjustments need to be made. Compliance Verification Reporting, The FFD's planning division releases reports quarterly and annually that provide detailed statistics including performance, outcomes, and service gaps. The service gaps have been utilized to determine locations for new fire stations and the redistribution of companies. A goal for improvement of service gaps was outlined in goal 2 of the 2024-2029 Strategic plan. The goal calls for the completion of the following tasks over a 12- 24-month period: • Completion of a turnout time analysis for each fire station to ensure our benchmarks are achievable • Analysis of all other response time variables to determine if benchmarks are achievable • Suggested modifications to benchmarks. • Short term plan to improve response times. • Continual monitoring for both positive and negative trends. The planning division reports are sent to all members via email and are available to view on a shared computer drive accessible to the entire department. In addition to these reports, beginning in 2024, formal program appraisals were initiated annually for the prior year. 100 Table of Contents Annual Program Appraisal The Fire Chief provides incident analysis report to the mayor on a weekly basis. Beginning in January 2024, formal annual appraisals, which include service gaps, were created. The Fire Chief has presented the annual appraisals to the mayor and several of the council members. A resolution acknowledging the annual appraisal is on the agenda for the April 16th, 2024, City Council meeting. Mitigation efforts for these gaps are identified in the strategic plan. Updates related to the progress of the strategic plan will be provided to the AHJ annually. External Stakeholder Input The Fayetteville Fire Department (FFD) seeks input from external stakeholders. In January 2024, the city marketing department sent out an external stakeholder survey on behalf of the department. This survey allowed external stakeholders to rate current services and rank the services in order of importance. While this survey provided valuable information, it was a convenience sampling of the city's population. The feedback would be more meaningful if the FFD ensures there is good sampling of the city. During the 2026 strategic planning cycle the FFD plans to utilize stakeholders from various groups in the city to include: Chamber of Commerce leadership, City and County elected officials, University of Arkansas leadership, Salvation Army and Seven Hills leadership, Washington Regional Medical Center Leadership, and other citizen groups. 101 Table of Contents XIV - Correlation Matrix Governance • • • • CC 1A.1 The agency is legally established. Section VI City >:t Agency Legal Basis Page 2 1A.3 The governing body of the agency periodically reviews and approves Section X Program Appraisals services and programs. Page 56 1A.5 The governing body or designated authority approves the Section X Program Appraisals organizational structure that carries out the agency's mission. Page 56 1A.7 A communication process is in place between the governing body and Section X Program Appraisals the administrative structure of the agency. Page 56 C 113.2 The administrative structure and allocation of financial, equipment Section VII Fayetteville Fire Department Organizational and personnel resources reflect the agency's mission, goals, Structure Page 19 objectives, size, and complexity. 1 Service area boundaries for the agency are identified, documented, Section VI Service Area Boundaries Page 8 and legally adopted by the authority having jurisdiction 2 Boundaries for other service responsibility areas, such as automatic Section VI Service Area Boundaries Page 8 aid, mutual aid, and contract areas, are identified, documented, and appropriately approved by the authority having jurisdiction. 2A.3 The agency has a documented and adopted methodology for Section VI Fire Planning Zones organizing the response area(s) into geographical planning zones. Page 9 2A.4 The agency assesses the community by planning zone and considers the population density within planning zones and population areas, as applicable, for the purpose of developing total response time standards. 5 Data that Include property, life. injury. environmental and other associated losses. as well as the human and physical assets preserved and/or saved, are recorded for a minimum of three (initial accreditation agencies) to five (currently accredited agencies) immediately previous years. 102 Section VI Community Information Population &t Density Page 16 Section VI Community Consequences Page 17 Table of Contents 6 The agency utilizes its adopted planning zone methodology to identify Section VI Community Characteristics Page response area characteristics such as population, transportation 17 systems, area land use, topography, geography, geology, physiography, climate, hazards, risks, and service provision capability demands. 7 Significant socioeconomic and demographic characteristics for the response area are identified, such as key employment types and centers, assessed values, blighted areas, and population earning characteristics. 8 The agency identifies and documents all safety and remediation programs, such as fire prevention, public education, injury prevention, public health, and other similar programs, currently active within the response area. 9 The agency defines and identifies infrastructure that is considered critical within each planning zone. Section VI Demographics - Year 2020 Page 17 Section VI Fire Marshal Division Programs Et Services Page 26 Section VI Critical Infrastructure Page 10 C 213.1 The agency has a documented and adopted methodology for Section VIII Community Risk Assessment and Risk Levels identifying, assessing, categorizing, and classifying all risks (fire Page 35 and non -fire) throughout the community or area of responsibility. B.2 The historical emergency and nonemergency service demand Section XII Historical Perspective, Summary of System frequency for a minimum of three immediately previous years and the Performance, Et Evaluation of Service Delivery Page 91 future probability of emergency and nonemergency service demands, by service type, have been identified and documented by planning zone. B.3 Event outputs and outcomes are assessed for three (initial accrediting Section XII Service Gap Analysis agencies) to five (currently accredited agencies) immediately previousPage 91 years. C 2B.4 The agency's risk identification, analysis, categorization, and Section VIII Risk Assessment Methodology, Classification, classification methodology has been utilized to determine and and Categories Page 35 document the different categories and classes of risks within each planning zone. B.5 Fire protection and detection systems are incorporated into the risk Section XI Target Hazards and Risk Categories Page 64 analysis. B.6 The agency assesses critical infrastructure within the planning zones Section XI Target Hazards and Risk Categories Page 64 for capabilities and capacities to meet the demands posed by the risks. 103 Table of Contents ?B.7 The agency engages other disciplines or groups within its community Section XII Absorption Page 91 to compare and contrast risk assessments in order to identify gaps or future threats and risks. :C 2C.1 Given the levels of risks, area of responsibility, demographics, and Section XI Service Level - Risk Categories if Benchmarks socioeconomic factors, the agency has determined, documented, Page 57 and adopted a methodology for the consistent provision of service levels in all service program areas through response coverage strategies. :C 2C.2 The agency has a documented and adopted methodology for Section XI Performance - Baseline to Benchmark Page 64 monitoring its quality of emergency response performance for each service type within each planning zone and the total response area. 1_C.3 Fire protection systems and detection systems are identified and Section XI Target Hazards and Risk Categories Page 64 considered in the development of appropriate response strategies. :C 2C.4 A critical task analysis of each risk category and risk class has been Section XI Performance - Baseline to Benchmark Page 64 conducted to determine the first due and effective response force capabilities and a process is in place to validate and document the results. :C 2C.5 The agency has identified the total response time components for Section XI Performance - Baseline to Benchmark Page 64 delivery of services in each service program area and found those services consistent and reliable within the entire response area. 1_C.6 The agency identifies outcomes for its programs and ties them to the Section XI Distribution Page 92 community risk assessment during updates and adjustments of its programs, as needed. 1C.7 The agency has identified the total response time components for Section XI Service Level - Risk Categories if Benchmarks delivery of services in each service program area and assessed those Page 57 services in each planning zone. :C 2C.8 The agency has identified efforts to maintain and improve Its Section XI Continuing Risk 8t Service Analysis - Continuous performance in the delivery of its emergency services for the past Improvement Page 90 three (initial accreditation agencies) to five (currently accredited agencies) immediately previous years. 1C.9 The agency's resiliency has been assessed through its deployment Section XI Performance - Baseline to Benchmark Page 64 policies, procedures, and practices. 104 Table of Contents X 2D.1 The agency has a documented and adopted methodology for Section XII Service Gap Analysis assessing performance adequacy, consistency, reliability, Page 91 resiliency, and opportunities for improvement for the tot.al response area. !D.2 The agency continuously monitors. assesses and internally reports. at Section XII Service Gap Analysis least quarterly, on the ability of the existing delivery system to meet Page 91 expected outcomes and identifies and prioritizes remedial actions. X 2D.3 The performance monitoring methodology identifies, annually, future Section XII Service Gap Analysis external influences, altering conditions, growth, and development Page 91 trends, and new or evolving risks, for purposes of analyzing the balance of service capabilities with new conditions or demands. !D.4 The performance monitoring methodology supports the assessment of Section VIII Community Risk Assessment and Risk Levels the efficiency and effectiveness of each service program at least Page 35 annually in relation to industry research. !D.5 Impacts of incident mitigation program efforts, such as community Section VIII Community Risk Assessment and Risk Levels risk reduction, public education, and community Page 35 service programs, are considered and assessed in the monitoring M E 2D.7 2D.9 lD.10 process. Performance gaps for the total response area, such as inadequacies, Inconsistencies, and negative trends, are determined at least annually. The agency has systematically developed a continuous improvement plan that details actions to be taken within an identified timeframe to address existing gaps and variations. Section XII Service Gap Analysis Page 91 Section XIII Performance Maintenance and Improvement Plan Page 97 The agency seeks approval of its standards of cover by the authority Section XII Unit Reliability Page having jurisdiction (AHJ). 93 On at least an annual basis, the agency formally notifies the AHJ of Section XIII Annual Program Appraisal Page any gaps In current capabilities, capacity and the level of service 98 provided within its delivery system to mitigate the identified risks within its service area, as identified in its community risk assessment /standards of cover. The agency interacts with external stakeholders and the AHJ at least Section XIII External Stakeholder Input once every three years to determine the stakeholders' and AHJ's Page 98 expectations for types and levels of services provided by the agency. 105 Table of Contents 3A.1 The agency has a current and published strategic plan that has Section XIII Performance Maintenance and Improvement been submitted to the authority having jurisdiction. Plan Page 97 3A.2 The agency coordinates with the jurisdiction's planning component to Section XIII Annual Program Appraisal Page ensure the strategic plan is consistent with the community master 98 plan. :C 313.1 The agency publishes current, general organizational goals and Section XIII Improvement Through Collaboration Page 97 S.M.A.R.T. objectives, which use measurable elements of time, quantity, and quality. These goals and objectives directly correlate to the agency's mission, vision and values and are stated in the strategic plan. 313.2 The agency conducts an environmental scan when establishing its Section XIII External Stakeholder Input goals and objectives. Page 98 :C 313.3 The agency solicits feedback and direct participation from Internal Section XIII Performance Maintenance and Improvement and external stakeholders in the development, implementation andPlan Page 97 evaluation of the agency's goals and objectives. 313.4 The agency uses internal input to implement and evaluate its goals Section XIII Performance Maintenance and Improvement and objectives and to measure progress in achieving the strategic Plan Page 97 plan. i13.5 The governing body reviews the agency's goals and objectives and Section XIII Performance Maintenance and Improvement considers all budgetary and operational proposals in order to ensure Plan Page 97 success. 313.6 When developing organizational values, the agency seeks input from Section XIII Performance Maintenance and Improvement its members and is in alignment with its community. Plan Page 97 :C 3C.1 The agency identifies personnel to manage its goals and objectives Section XIII Compliance Verification Reporting Page 97 and uses a defined organizational management process to track progress and results. :C 3C.2 The agency's personnel receive information explaining its goals and Section XIII Compliance Verification Reporting Page 97 objectives. 3C.3 The agency, when necessary, identifies and engages appropriate Section XIII Performance Maintenance and Improvement external resources to help accomplish Its goals Plan Page 97 and objectives. 106 Table of Contents 3D.1 3D.2 0.3 The agency reviews its goals and objectives at least annually and Section XIII Performance Maintenance and Improvement modifies as needed to ensure they are relevant and contemporary. Plan Page 97 The agency reviews, at least annually, its overall system performance and identifies areas in need of improvement, which should be considered for inclusion in the organizational goals and objectives. The agency provides progress updates, at least annually, on its goals and objectives to the AHJ, its members and the community it serves. Section XIII Performance Maintenance and Improvement Plan Page 97 Section XIII Performance Maintenance and Improvement Plan Page 97 4A.7 The agency's budget, short and long-range financial planning, and Section VII Finance Ft Budget capital project plans are consistent with the agency's strategic plan Page 26 and support achievement of identified goals and objectives. 4C.1 Given current and forecasted revenues, the agency sustains the Section VII Fire Administration Programs Ft Services Page 26 level of service adopted by the AHJ. .3 The agency budgets future asset maintenance and repair costs with Section VII Finance 8t Budget related funding plans Page 26 5A.2 The code enforcement program ensures compliance with applicable fire protection laws, local jurisdiction, hazard abatement and agency objectives as defined in the community risk assessment/ standards of cover. 6 The agency sets specific, targeted, and achievable annual loss reduction benchmarks for fire incidents and fire casualties based upon the community risk assessment and baseline performance. Section VII Fire Inspection Program Page 29 Section VI Community Consequences Page 17 5A.7 The agency conducts a formal and documented program appraisal, Appendix F 5A Prevention Program Appraisal Page 142 at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk based on the community risk assessment/standards of cover. 5B.1 The public education program targets specific risks, behaviors and Section VII Fire Safety Et Prevention Program and Services audiences identified through incident, demographic and program Page 27 107 Table of Contents data analysis and the community risk assessment/standards of cover. B.3 Programs are in place to identify large loss potential or high -risk Section VII Fire Safety Et Prevention Program and Services audiences (such as low socioeconomic status, age, and cultural/ Page 27 ethnic differences, where appropriate), forge partnerships with those who serve those constituencies, and enable specified programs to mitigate fires and other emergency incidents (such as home safety visits, smoke alarm installations, free bicycle helmet programs, fall prevention programs, etc.). C 513.4 The agency conducts a formal and documented program appraisal, Appendix F 5B Public Education Program Appraisal Page 144 at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk. C 5C.4 The agency conducts a formal and documented program appraisal, Appendix F 5C Investigation Program Appraisal Page 146 at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk. C 5D.1 The agency maintains a local emergency operations/all-hazards Appendix F 5D Domestic Preparedness Program Appraisal plan that defines roles and responsibilities of all participating Page 148 departments and/or external agencies. The agency participates in maintaining and revising the plan with the AHJ. D.5 The agency conducts and documents a vulnerability assessment and has operational plans to protect the agency's specific critical infrastructure, including but not limited to materials, supplies, apparatus, facilities security, fuel, and information systems. D.6 The agency has a documented continuity of operations plan that is reviewed annually and updated at least every five years to ensure essential operations are maintained. 5D.9 The agency conducts a formal and documented program appraisal, Appendix F 5D Domestic Preparedness Program Appraisal at least annually, to determine the program's impacts and Page 148 outcomes, and to measure performance and progress in reducing risk. 108 Table of Contents 5E.1 5E.3 5F.1 5F.2 5F.5 iF.7 iF.8 Given the agency's community risk assessment/standards of cover Appendix F 5E Fire Suppression Program Appraisal Page 150 and emergency performance statements, the agency meets its staffing, response time, station(s), pumping capacity, apparatus and equipment deployment objectives for each type and magnitude of fire suppression incident(s). The agency conducts a formal and documented program appraisal, Appendix F 5E Fire Suppression Program Appraisal Page 150 at least annually. to determine the impacts, outcomes, and effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. Given the agency's community risk assessment/standards of cover Section XI Emergency Medical Services Program Page 66 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of emergency medical incident(s). The agency has standing orders/protocols in place to direct EMS Appendix F 5F EMS Program Appraisal Page response activities to meet the stated level of EMS response 152 including determination criteria for specialty transport and receiving facility destination. The agency creates and maintains a patient care record. hard copy Appendix F 5F EMS Program Appraisal Page or electronic. for each patient encountered. This report records a 152 provider impression, patient history, data regarding treatment rendered and the patient disposition. The agency must make reasonable efforts to protect reports from public access and maintain them as per local, state/provincial, and federal records retention requirements. The agency has a quality Improvement/quality assurance (QI/QA) program in place to improve system performance and patient outcomes including provisions for the exchange of patient outcome data between the agency and receiving facilities. The agency has implemented or developed a plan to implement a cardiopulmonary resuscitation (CPR) and public access defibrillation program for the community. 109 Table of Contents 5F.9 The agency conducts a formal and documented program appraisal, Appendix F 5F EMS Program Appraisal Page at least annually, to determine the impact, outcomes, and 152 effectiveness of the program and to measure its performance toward meeting the agency's goals and objectives. 5G.1 Given the agency's community risk assessment/standards of cover Section XI Technical Rescue Services Program Page 67 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus, and equipment deployment objectives for each type and level of risk of a technical rescue incident(s). 5G.2 The agency conducts a formal and documented program appraisal, Appendix F 5G Technical Rescue Program Appraisal Page at least annually, to determine the impacts, outcomes, and 154 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. :C 51-1.1 Given the agency's community risk assessment/standards of cover Section XI Hazardous Materials Services Program Page 68 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of hazardous materials incident(s). iH.2 The agency complies with all aspects of applicable hazardous materialSection VII Firefighter Safety Et Training Division Programs &t regulations such as annual refresher training, medical monitoring of Services Page 32 response personnel, annual physical examinations as applicable per standards, and exposure record retention. :C 51-1.3 The agency conducts a formal and documented program appraisal, Appendix F 5H Hazmat Program Appraisal at least annually, to determine the impacts, outcomes, and Page 156 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. 51.1 Given the agency's community risk assessment/standards of cover Section XI Aircraft Rescue Firefighting (ARFF) Services and emergency performance statements, the agency meets Its Program Page 69 staffing, response time, station(s), extinguishing agent requirements, apparatus and equipment deployment objectives for each type and magnitude of aviation incident. 110 Table of Contents 51.2 The agency conducts a formal and documented program appraisal, Appendix F 51 ARFF Program Appraisal Page at least annually, to determine the impacts, outcomes, and 158 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives 5J.1 Given the agency's community risk assessment/standards of cover Does not apply to the Fayetteville Fire and emergency performance statements, the agency meets its Department staffing, response time, station(s). extinguishing agency requirements, apparatus and equipment deployment objectives for each type and magnitude of marine and shipboard incident. 5J.2 The agency conducts a formal and documented program Does not apply to the Fayetteville Fire appraisal, at least annually, to determine the impacts, outcomes, Department and effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. 5K.1 Given the agency's community risk assessment/standards of cover Does not apply to the Fayetteville Fire and emergency performance statements, the agency Department meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of wildland fire services incident. 5K.2 The agency has developed a wildland risk assessment including: a Does not apply to the Fayetteville Fire fuel management plan, a fire adapted communities plan, and an Department inspection and code enforcement program. 5K.3 The agency conducts a formal and documented program appraisal, Does not apply to the Fayetteville Fire at least annually, to determine the impact, outcomes, and Department effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. L Your agency must insert appropriate performance indicators and/or core competencies in the area below when other programs are considered. The development, construction or purchase of physical resources is consistent with the agency's goals and strategic plan. 111 Table of Contents 6A.2 The governing body, administration and staff are involved in the Section VII Planning Page 26 planning for physical facilities. Each function or program has adequate facilities and storage space Section VII Fayetteville Fire Department Facilities, Staffing (e.g., operations, prevention, training, support services and >t Apparatus Page 21 administration). 6B.3 Facilities comply with federal, state/provincial, and local codes andSection VII Fayetteville Fire Department Facilities, Staffing regulations at the time of construction; required upgrades for >t Apparatus Page 21 safety are identified and, where resources allow, addressed. For those Items that warrant further attention, a plan for implementation is identified in the agency's long-term capital improvement plan (i.e., fire alarm systems, sprinkler system. seismic, vehicle exhaust system, asbestos abatement, etc.) 6C.1 Apparatus and vehicle types are appropriate for the functions Section VII Fayetteville Fire Department Facilities, Staffing served (e.g., operations, staff support services, specialized Et Apparatus Page 21 services, and administration). .2 A current replacement schedule exists for all apparatus and support vehicles based on current federal and state/provincial standards. vehicle condition. department needs and requirements. 6D.5 The inspection, testing, preventive maintenance, replacement Section VII Equipment Maintenance and Repair Page 26 schedule and emergency repair of all apparatus are well established and meet the needs of the agency. .1 Tools and equipment are distributed appropriately. are in adequate quantities and meet the operational needs of the specific functional area or program (e.g., fire suppression, prevention, investigations, hazmat, etc.). .2 Tool and equipment replacement are scheduled, budgeted, and implemented, and is adequate to meet the agency's needs. 6E.3 Equipment maintenance, testing and inspections are conducted by Section VII Equipment Maintenance and Repair Page 26 qualified personnel, following manufacturer's recommended schedules. .5 Supplies and materials allocation is based on established objectives and appropriate to meet the operational needs of the specific functional area or program (e.g., fire suppression, prevention, investigations, hazmat, etc.), and is compliant with local, state/provincial, and national standards. 112 Table of Contents 'F.1 Safety equipment is identified and distributed to appropriate personnel. 1 A mechanism is in place to identify and announce potential entry- level, lateral, and promotional positions. .10 The agency conducts workforce assessments and has a plan to address projected personnel resource needs, including retention and attrition of tenured and experienced employees. 8A.1 The organization has a process in place to identify training needs, Section VII Firefighter Safety Et Training Division Programs Et including tasks, activities, knowledge, skills, and abilities. Services Page 32 2 The agency's training program is consistent with the mission Section VII Firefighter Safety Et Training Division Programs Et statement, goals, and objectives, and helps the agency meets those Services Page 32 goals and objectives. 4 The agency identifies minimum levels of training and education Section VII Training Et Education Programs required for all positions in the organization. Page 33 3B.1 A process is in place to ensure that personnel are appropriately Section VII Training Et Education Programs trained. Page 33 3B.3 The agency evaluates individual and crew performance through Section VII Training Et Education Programs validated and documented performances -based measurements. Page 33 3B.4 The agency analyzes student evaluations to determine reliability of training conducted. :C 8B.6 The agency conducts a formal and documented program appraisal, Appendix F 8B Training Program Appraisal at least annually, to determine the program's effectiveness and Page 160 compliance with meeting the needs of the organization. BC.2 The agency has access to instructional personnel, within the Section VII Training Et Education Programs organization or from identified external resources, with teaching Page 33 qualifications and expertise to meet its needs. 8C.8 Training materials are evaluated, at least annually, to reflect Section VII Training Et Education Programs current practices and meet the needs of the agency. Page 33 113 Table of Contents 9A.1 The agency establishes minimum fire flow requirements for new Section VI Water Page 13 development in accordance with nationally and/or internationally recognized standards and includes this information in the fire risk evaluation and pre -incident planning process. 9A.2 An adequate and reliable water supply is available for firefighting Section VI Water Page 13 purposes for identified risks. The identified water supply sources are adequate in volume and pressure, based on nationally and/or internationally recognized standards, to control and extinguish fires. A.4 The agency maintains copies of current water supply sources and annually reviews fire hydrant maps for its service area to ensure they are accurate. A.5 Fire hydrant adequacy and placement are based on nationally and/or internationally recognized standards and reflect the hazards of the response area. A.6 Public fire hydrants are inspected, tested, maintained, visible, and accessible in accordance with nationally and/or internationally recognized standards. The agency's fire protection -related processes are evaluated, at least annually, to ensure adequate and readily available public or private water. A.7 The agency identifies, plans and trains for the possibility of a water supply system failure, including fire hydrants with insufficient capacity and areas where fire hydrants are unavailable or inaccessible. A.8 The agency has operational procedures in place outlining the available water supply and reviews those procedures as part of their documented review policy. 9B.1 A system is in place to ensure communication with portable, Section VI Communication Page mobile, and fixed communications systems in the field. When an 12 area is identified as not allowing for adequate emergency scene communication, such as inside buildings or below grade level, an operational plan is documented and tested. 114 Table of Contents )B.3 The agency's communications center(s) is/are adequately equipped Section VI Communication Page and designed (e.g., security, telephones, radios, equipment status, 12 alarm devices, computers, address files, dispatching circuits, playback devices, recording systems, printers, consoles, desks, chairs, lighting, and map displays). )B.5 Adequate numbers of fire or emergency telecommunicators, Section VI Communication Page supervisors, and management personnel are on duty to handle the 12 anticipated call volume. )B.7 The agency has established time -based performance objectives for Section VI Communication Page alarm handling. These objectives are formally communicated to 12 communications center managers through direct report, contracts, service level agreements and/or memorandums of agreement and are reviewed at least annually to ensure time -based performance objectives are met. )B.9 The interoperability of the commendations system is documented, Section VI Communication Page tested, and evaluated. The agency has processes in place to provide 12 for interoperability with other public safety agencies in the field including portable, mobile, and fixed communications systems, tools, and equipment. )B.10 The dispatch process utilizes a formal and recognized emergency medical dispatch (EMD) system that allows for pre -arrival instructions and adequate triaging of medical calls for service. )B.11 The agency has a documented and tested system in place for the Section VI Communication Page notification and recall of off -duty agency personnel and 12 telecommunicators for unplanned, large-scale incidents. )B.12 The agency has a documented plan, which is reviewed and tested Section VI Communication Page annually, to ensure continuity in communicating during any partial or 12 total disruption or failure of a communications system or facility. 13 A formal and documented appraisal is conducted, at least annually, toAppendix F 9B Communications Program Appraisal Page 162 determine the effectiveness of the emergency communications systems and their impact on meeting the agency's goals and objectives. 9C.1 The administrative support services are appropriate for the Section VI Fire Administration Programs it Services Page 26 agency's size, function, complexity, and mission, and are adequately managed. 115 Table of Contents 9C.3 Organizational documents, forms, standard operating procedures Section VII Planning Page 26 or general guidelines, and manuals are reviewed at least every three years and updated as needed for all agency programs. 9D.1 Hardware, software, and IT personnel are appropriate for the Section VII Fire Administration Programs Ft Services Page 26 agency's size, function, complexity, and mission. )D.2 Software systems are integrated, and policies are in place addressing data governance, data accuracy and data analysis. )D.3 A comprehensive technology plan is in place to update, evaluate and procure hardware and software. )D.4 A cybersecurity policy is in place to protect the integrity of the infrastructure, including networks, programs, and devices, from unauthorized access that could disrupt essential services. X 10A.1 The agency develops and maintains external relationships that Section VI Service Area Boundaries Page 8 support its mission, operations and/or cost-effectiveness. 10A.2 The agency's strategic plan identifies relationships with external Section VI Service Area Boundaries Page 8 agencies/systems and outlines a process to identify any impact or benefit to the agency's mission, operations, or cost-effectiveness. 10A.3 The agency researches, evaluates and considers all types of functional Section VI Service Area Boundaries Page 8 relationships that may aid in the achievement of its goals and objectives. X 10B.1 External agency agreements are reviewed every three years and Section VI Service Area Boundaries Page 8 revised as necessary to meet objectives. 1013.2 The agency has a process to manage. review and, if needed, revise Section VI Service Area Boundaries Page 8 agreements. 10B.3 The agency evaluates external agency performance annually to ensure that external agencies are capable and effective in supporting the agency's goals and objectives. 116 Table of Contents 1A.4 The agency has established and communicated procedures and Section VII Occupational Health and Safety Training Program guidelines for preventing the transmission of blood -borne pathogens Page 33 and other infectious diseases and reducing exposure to harmful chemicals. Guidelines should include an improvement of practices process. C 11A.5 The agency's occupational health and safety training program Section VII Firefighter Safety Programs instructs the workforce in general safe work practices, from point Page 32 of initial employment through each job assignment and/ or whenever new substances, processes, procedures, or equipment are introduced. It provides instructions on operations and hazards specific to the agency. 1A.6 The agency uses near miss reporting to elevate the level of situational awareness to teach and share lessons learned from events that could have resulted in a fatality, injury, or property damage. 1A.8 The agency incorporates risk management practices to increase the level of decision -making and the ability to identify unsafe conditions and practices during emergency operations. 1A.9 The agency has adopted a comprehensive program to address direct- Section VII Occupational Health and Safety Training Program and cross -contamination of clothing, personal protective equipment, Page 33 other equipment, apparatus, and fixed facilities. 1A.11 The agency has established procedures to ensure effective and Section VII Fayetteville Fire Department Organizational qualified deployment of an Incident Safety Officer to all risk events. Structure Page 19 1A.12 The agency establishes and consistently follows procedures for maintaining accountability of all personnel operating at all risk events. C 11 B.6 A formal and documented appraisal is conducted, at least annually, Appendix F 11 B Wellness and Fitness Program Appraisal to determine the effectiveness of the wellness/ fitness programs Page 164 and its impact on meeting the agency's goals and objectives. 117 Table of Contents XV - Appendices Appendix A: 2019 - 2023 Adopted Budgets Budget Worksheet Report Aft CITY OF Budget Year 2024 FAYETTEVILLE ARKANS ARKANSAS 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description Budget Budget Budget Butlget Budget Fund 1010 - General REVENUE Division 300 - Fire Program 3010 - Fire Prevention License and Permits 4206.00 Fireworks permit Fire 4,000.00 4,000.00 5,000.00 5,000.00 5,000.00 License and Permits Totals $4,000.00 $4,000.00 $5,000.00 $5,000.00 $5,000.00 Program 3010 - Fire Prevention Totals $4,000.00 $4,000.00 $5,000.00 $5,000.00 $5,000.00 Program 3020 - Fire Operations Intergovernmental 4308.00 Pudic Safety Acts Fire Act 833 95,000.00 95,000.00 80,000.00 95,000.00 95,000.00 Intergovemmental Totals $95,000.00 $95,000.00 $80,000.00 $95,000.00 $95,000.00 Miscellaneous 4900.00 Miscellaneous Revenue base 25,000.00 25,000.00 25,000.00 25,000.00 28,420.00 MINCellaneous Totals $25,000.00 $25,000.00 $25,0D0.00 $25,000.00 $28,420.00 Program 3020 - Fire Operations Totals $120,000.00 $120,000.00 $105,000.00 $120,000.00 $123,420.00 Program 3040 - Fire Hazardous Materials Charges for Services 4401.08 Reimbursements HAZMAT Interlocal Revenue 11,000.00 .00 .00 .00 .00 Charges for.Services Totais $11,000.00 $0.00 $0.00 $0.00 $0.00 Program 3040 - Fire Hazardous Materials Totals $11,000.00 $0.00 $0.00 $0.00 $0.00 Division 300 - Fire Totals $135,000.00 $124,000.00 $110,000.00 $125,000.00 $128,420.00 REVENUE TOTALS $135,000.00 $124,000.00 $110,000.00 $125,000.00 $128,420.00 EXPENSE Division 300 - Fire Program 3010 - FlrePrevention Personnel Seroces, 5a1aries & Wages 5100.00 Salaries/Wages FT, Regular 90,231.00 81,077.00 42,887.00 74,857.00 71,968.00 5101.00 Overtime General 822.00 696.00 644.00 644.00 614.00 5102.10 Uniformed Salaries Uniformed 430,817.00 413,573.00 377,951.00 403,929.00 368,976.00 5102.15 Uniformed Salaries Premium (Holiday) 21,103.00 18,358.00 15,953.00 17,758.00 16,182.00 5102.26 Uniformed Salaries Longevity Pay .00 .00 .00 .00 .00 5102.27 Uniformed Salaries Education Pay .00 .00 .00 .00 .00 5102.28 Uniformed Salaries Specialized Pay .00 .00 .00 .00 .00 5103.10 Uniformed Overtime Uniformed 15,279.00 15,201.00 16,436.00 16,453.00 15,744.00 salaries & Wages Totals $558,252.00 $528,905.00 $453,871.00 $513,641.00 $473,484.00 Benefits 5105.00 Payroll Taxes FICA 5,647.00 5,072.00 2,700.00 4,682.00 4,501.00 5105.01 Payroll Taxes Medicare 8,097.00 7,674.00 6,583.00 7,451.00 6,869.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 1 of 6 118 Table of Contents Aft CITY OF JWM FAYETTEVILLE ARKANSAS Budget Worksheet Report Budget Year 2024 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description BUtloet Budget BUtloet Butloet Budget Fund 1010 - General EXPENSE Division 300 - Fire Program 3010 - Fire Prevention Personnel Services Benefits 5108.00 Emp Insurance Health 66,957.00 61,985.00 72,165.00 66,928.00 67,647.00 5108.01 Emp Insurance LTD 1,663.00 1,505.00 1,321.00 908.00 836.00 5108.02 Emp Insurance ADD 42.00 42.00 36.00 36.00 36.00 5108.03 Emp Insurance Life 1,950.00 1,801.00 1,570.00 1,781.00 1,641.00 5109.05 Pension LOPFI Fire 121,474.00 116,256.00 106,688.00 113,917.00 100,144.00 5109.06 Pension Retirement Savings 10,830.00 9,731.00 5,147.00 8,984.00 8,637.00 Benefits Totals $216,660.00 $2D4,066.00 $196,210.00 $204,687.00 $190,311.00 Personnel Services Totals $774,912.00 $732,971.00 $650,081.00 $718,328.00 $663,795.00 Materials & Suppl/es 5200.00 Supplies Office/Printing 700.00 700.00 700.00 700.00 700.00 5200.01 Supplies Copies/Lease 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 5201.00 Crime PrevenVlnvestigate : 1,100.00 1,100.00 1,100.00 1,100.00 1,100.00 5207.00 Supplies Fire Prevention 9,350.00 7,350.00 7,350.00 7,350.00 7,350.00 5210.00 Minor Equipment: 22,000.00 11,500.00 7,000.00 10,000.00 10,000.00 5213.04 Fuel Unleaded/Diesel 22,925.00 22,000.00 15,000.00 16,459.00 16,459.00 Matena/s& Supplies Totals $57,075.00 $43,650.00 $32,150.00 $36,609.00 $36,609.00 Services and Charges 5302.00 Uniforms/Personal Equipment 600.00 600.00 .00 .00 .00 5303.00 Publications & Dues: 4,900.00 4,900.00 4,900.00 4,900.00 4,900.00 5304.00 Travel & Training : 10,125.00 8,625.00 8,625.00 8,625.00 8,625.00 5305.00 Postage Postage 500.00 500.00 500.00 500.00 500.00 5306.00 Business Meals 150.00 150.00 150.00 150.00 150.00 Serv/ces and Charges Totals $16,275.00 $14,775.00 $14,175.00 $14,175.00 $14,175.00 Motorpoal 5331.00 Motorpool Charges Maintenance 12,119.00 5,733.00 6,191.00 8,917.00 9,426.00 5331.01 Motorpool Charges Replacement 35,692.00 42,756.00 21,939.00 45,114.00 45,114.00 5331.02 Motorpool Charges Shop Overhead 4,541.00 4,755.00 6,860.00 6,077.00 5,895.00 5331.03 Motorpool Charges Shop OH Insurance 1,917.00 1,305.00 991.00 2,024.00 2,231.00 Motorpool Totals $54,269.00 $54,549.00 $35,981.00 $62,132.00 $62,666.00 Program 3010 - Fire Prevention Totals $902,531.00 $845,945.00 $732,387.00 $831,244.00 $777,245.00 Program 3020 - Fire Operations Personne/Services Sa/anes & Wages 5100.00 Salaries/Wages FT, Regular 176,052.00 107,557.00 99,445.00 99,445.00 95,265.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 2 of 6 119 Table of Contents Aft CITY OF JWM FAYETTEVILLE ARKANSAS Budget Worksheet Report Budget Year 2024 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description Budcet Budget Budget Budget Budget Fund 1010 -General EXPENSE Division 300 - Fire Program 3020 - Fire Operations Personnel Sendbes, Salaries & Wages 5102.10 Uniformed Salaries Uniformed 8,167,492.00 7,399,490.00 6,959,547.00 7,055,280.00 6,707,611.00 5102.15 Uniformed Salaries Premium (Holiday) 300,692.00 270,633.00 242,759.00 236,879.00 216,586.00 5102.25 Uniformed Salaries Certifications .00 .00 193.00 193.DD 201.00 5102.26 Uniformed Salaries Longevity Pay .00 .00 .00 .00 .00 5102.27 Uniformed Salaries Education Pay .00 .00 .00 .00 .00 5102.28 Uniformed Salaries Specialized Pay .00 .00 .00 .DO .00 5103.10 Uniformed Overtime Uniformed 445,794.00 408,238.00 441,414.00 441,851.00 422,821.00 Salaries&Wges Totals $9,090,030.00 $8,185,918.00 $7,743,358.00 $7,833,648.00 $7,442,484.00 Benefits 5105.00 Payroll Taxes FICA 10,917.00 6,670.00 6,167.00 6,167.00 5,907.00 5105.01 Payroll Taxes Medicare 131,871.00 118,821.00 112,395.00 113,707.00 106,257.00 5108.00 Emp Insurance Health 1,284,993.00 1,089,066.00 1,029,543.00 938,569.00 937,112.00 5108.01 Emp Insurance LTD 24,083.00 22,867.00 20,286.00 12,796.00 12,228.00 5108.02 Emp Insurance ADD 842.00 782.00 716.00 666.DO 666.00 5108.03 Emp Insurance Life 29,424.00 27,610.00 24,576.00 25,596.00 24,540.00 5109.05 Pension LOPFI Fire 2,317,643.00 2,100,408.00 1,987,449.00 2,010,875.00 1,800,361.00 5109.06 Pension Retirement Savings 21,128.00 7,563.00 6,992.00 6,992.00 6,722.00 Benefits Totals $3,820,901.00 $3,373,787.00 $3,188,124.00 $3,115,368.00 $2,893,793.00 Personnel Services Totals $12,910,931.00 $11,559,705.00 $10,931,482.00 $10,949,016.00 $10,336,277.00 Materials & Supplies 5200.00 Supplies Office/Printing 7,350.00 6,350.00 6,350.00 6,350.00 6,350.00 5200.01 Supplies Copies/Lease 1,ODO.00 1,000.00 1,0DO.00 1,000.00 1,000.00 5203.00 Oeaning Supplies: 24,100.00 20,600.00 15,6DO.00 15,600.00 15,600.00 5207.01 Supplies Fire Prevention Emergency 25,ODD.00 10,000.00 10,DDO.00 10,000.00 10,000.00 5210.00 Minor Equipment: 23,ODO.00 20,000.00 20,DDO.00 20,000.00 20,000.00 5213.04 Fuel Unleaded/Dlesel 124,256.00 100,000.00 87,379.00 87,379.00 105,379.00 5218.00 Supplies Fire Fighting 18,990.00 18,990.00 18,990.00 18,990.00 18,990.00 5911.00 Contingency Savings Other 95,000.00 95,000.00 80,DDO.00 95,000.00 95,000.00 Materials & Supplies Totals $318,696.00 $271,940.00 $239,319.00 $254,319.00 $272,319.00 5;?rvxea and Charges 5301.00 Pudic Notification : 200.00 200.00 200.00 200.DO 200.00 5302.00 Uniforms/Personal Equipment 97,006.00 92,400.00 88,500.00 88,500.00 88,500.00 5302.01 Uniforms/Personal Bunker Gear 118,903.00 90,150.00 78,900.00 78,900.00 78,900.00 5303.00 Publications & Dues : 20,625.00 20,625.00 8,625.00 8,625.00 8,625.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 3 of 6 120 Table of Contents Aft CITY OF JWM FAYETTEVILLE ARKANSAS Budget Worksheet Report Budget Year 2024 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description Butloet Budoet Butlget Butloet Budget Fund 1010 - General EXPENSE Division 300 - Fire Program 3020 - Fire Operations ,Services and Charges 5304.00 Travel & Training : 105,203.00 55,203.00 50,DD0.00 55,203.00 55,203.00 5305.00 Postage Postage 600.00 600.00 600.00 600.DD 600.00 5306.00 Business Meals I,0D0.00 200.00 200.00 200.Do 200.00 5309.00 lease Expense 180.00 180.00 180.00 180.DD 180.00 5309.02 lease Software 23,712.00 23,428.00 23,428.00 23,428.00 28,428.00 5310.01 Utilities Telephone 114,6D0.00 114,600.00 79,600.00 79,600.00 79,600.00 5310.10 Utilities AEP Electric 67,534.00 61,394.00 43,394.00 43,394.00 43,394.00 5310.30 Utilities Fayetteville Water/Sewer 36,813.00 33,466.00 26,866.00 26,866.00 20,866.00 5310.50 Utilities Black Hills Energy 44,113.00 40,102.00 19,202.00 19,202.00 19,202.00 5310.60 Utilities Ozarks Electric 28,875.00 26,250.00 26,250.00 26,250.00 26,250.00 5311.00 Insurance Vehicles/Buildings 21,9D0.00 21,900.00 11,3D0.00 11,300.00 8,000.00 5311.01 Insurance Self (City Vehicles) 1,5D0.00 1,500.00 1,500.00 1,500.00 1,500.00 5314.00 Professional Services: 100,7D0.00 100,700.00 80,DD0.00 88,200.00 88,200.00 5315.00 Contract Services : 675.00 675.00 675.00 675.00 675.00 5329.00 Recognition Employee 1,0D0.00 1,000.00 1,DD0.00 1,000.00 1,000.00 Services and Charges Totals $785,139.00 $684,573.00 $540,420.00 $553,823.00 $549,523.00 Motorpool 5331.00 Motorpool Charges Maintenance 135,642.00 142,356.00 142,147.00 190,797.00 187,734.00 5331.01 Motorpool Charges Replacement 70,869.00 54,006.00 86,060.00 61,138.00 62,741.00 5331.02 Motorpool Charges Shop Overhead 191,515.00 172,272.00 11,506.00 10,015.00 9,716.00 5331.03 Motorpool Charges Shop OH Insurance 66,259.00 42,985.00 31,072.00 44,901.00 64,885.00 Motorpool Totals $464,285.00 $411,619.00 $270,785.00 $306,851.00 $325,076.00 Maintenance 5400.00 Building & Grounds Maintenance 43,250.00 33,250.00 33,250.00 33,250.00 33,250.00 5401.00 Equipment Malnt Office Machine 1,950.00 1,950.00 1,950.00 1,950.00 1,950.00 5402.00 Maintenance Radio 24,055.00 22,055.00 22,055.00 22,055.00 22,o55.00 5403.00 Maintenance Vehicle & Machine 25,2D0.00 22,000.00 22,DD0.00 22,000.00 22,000.00 5407.00 Equipment Maintenance Small 21,450.00 16,450.00 11,450.00 11,450.00 11,450.00 5416.00 Software Maintenance 74,635.00 55,135.00 44,135.00 44,135.00 39,135.00 Maintenance Totals $190,540.00 $150,840.00 $134,840.00 $134,840.00 $129,840.00 Program 3020 - Fire Operations Totals $14,669,591.00 $13,078,677.00 $12,116,846.00 $12,198,849.00 $11,613,035.00 Program 3030 - Fire Training Personne/Services Sa/anes & Wages 5102.10 Uniformed Salaries Uniformed 273,936.00 194,231.00 185,831.00 185,845.00 171,669.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 4 of 6 121 Table of Contents Aft CITY OF JWM FAYETTEVILLE ARKANSAS Budget Worksheet Report Budget Year 2024 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description Budget Budget Budget Budget Budget Fund 1010 -General EXPENSE Division 300 - Fire Program 3030 - Fire Training Personnel Services Salaries & Wages 5102.15 Uniformed Salaries Premium (Holiday) 13,351.00 8,433.00 7,936.00 7,936.00 7,309.00 5102.26 Uniformed Salaries Longevity Pay .00 .00 .00 .00 .00 5102.27 Uniformed Salaries Education Pay .00 .00 .00 .00 .00 5102.28 Uniformed Salaries Specialized Pay .00 .00 .00 .00 .00 5103.10 Uniformed Overtime Uniformed 10,913.00 10,858.00 11,740.00 11,752.00 11,246.00 Salaries & Wages Totals $298,2D0.00 $213,522.00 $205,507.00 $205,533.00 $190,224.00 Benefits 5105.01 Payroll Taxes Medicare 4,326.00 3,098.00 2,985.00 2,984.00 2,760.00 5108.00 Emp Insurance Health 50,0D0.00 26,910.00 25,365.00 24,758.00 24,758.00 5108.01 Emp Insurance LTD 687.00 603.00 567.00 340.00 314.00 5108.02 Emp Insurance ADD 24.00 12.00 12.00 12.00 12.00 5108.03 Emp Insurance Life 870.00 726.00 692.00 682.00 630.00 5109.05 Pension LOPFI Fire 77,534.00 55,516.00 53,433.00 53,440.00 46,535.00 Benefits Totals $133,441.00 $86,865.00 $83,D44.00 $82,216.00 $75,009.00 Personnel Services Totals $431,641.00 $300,387.00 $288,551.00 $287,749.00 $265,233.00 Materials & Supplies 5200.00 Supplies Office/Printing 700.00 700.00 700.00 700.D0 700.00 5200.01 Supplies Copies/Lease 1,050.00 1,050.00 1,050.00 1,050.00 1,050.00 5210.00 Minor Equipment: 19,ODD.00 4,000.00 4,DD0.00 4,000.00 4,OD0.00 5213.04 Fuel Unleaded/Diesel 9,352.00 7,500.00 6,690.00 6,690.00 6,690.00 5218.00 Supplies Fire Fighting 16,520.00 11,800.00 11,800.00 11,800.00 11,800.00 Materials& supplies Totals $46,622.00 $25,050.00 $24,240.00 $24,240.00 $24,240.00 Services and Charges 5303.00 Publications & Dues : 6,6D0.00 6,600.00 6,6D0.00 6,600.00 6,600.00 5304.00 Travel &Training : 20,400.00 19,375.00 18,DD0.00 19,375.00 19,375.00 5310.00 Utilities Other/Rebates/Legacy .00 .00 .00 .00 6,000.00 Services and Charges Totals $27,000.00 $25,975.00 $24,600.00 $25,975.00 $31,975.00 MOWIPool 5331.00 Motorpool Charges Maintenance 4,661.00 2,730.00 2,851.00 2,318.00 2,821.00 5331.01 Motorpool Charges Replacement 14,193.00 13,908.00 9,387.00 16,398.00 16,398.00 5331.02 Motorpool Charges Shop Overhead 2,001.00 1,923.00 2,840.00 2,601.00 2,523.00 5331.03 Motorpool Charges Shop OH Insurance 597.00 525.00 514.00 868.D0 993.00 Motorpool Totals $21,452.00 $19,086.00 $15,592.00 $22,185.00 $22,735.00 Program 3030 - Fire Training Totals $526,715.00 $370,498.00 $352,983.00 $360,149.00 $344,183.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 5 of 6 122 Table of Contents Aft CITY OF JWM FAYETTEVILLE ARKANSAS Budget Worksheet Report Budget Year 2024 2023 Adopted 2022 Adopted 2021 Adopted 2020 Adopted 2019 Adopted Account Account Description Budcet Budget Budget Budget Budget Fund 1010 -General EXPENSE Division 300 - Fire Program 3040 - Fire Hazardous Materials Materials d Supplies 5209.00 Software : 866.00 866.00 866.00 866.DD 866.00 5213.04 Fuel Unleaded/Diesel 837.00 601.00 601.00 601.D0 601.00 5218.01 Supplies HAZMAT Equipment 10,5DO.00 10,500.00 10,500.00 10,500.00 10,500.00 Materials d Supplies Totals $12,203.00 $11,967.00 $11,967.00 $11,967.00 $11,967.00 Services and Charges 5303.00 Publications & Dues : 1,039.00 1,039.00 1,039.00 1,039.00 1,039.00 5304.00 Travel & Training : 6,0D0.00 6,000.00 6,DDO.00 6,000.00 6,000.00 5314.00 Professional Services : 1,ODO.00 1,000.00 1,000.00 1,000.00 1,000.00 Services and Charges Totals $8,039.00 $8,039.00 $8,039.00 $8,039.00 $8,039.00 Motorpool 5331.00 Motorpool Charges Maintenance 3,596.00 4,767.00 3,924.00 6,498.00 3,248.00 5331.01 Motorpool Charges Replacement 12,369.00 11,453.00 12,517.00 11,299.00 11,323.00 5331.02 Motorpool Charges Shop Overhead 1,748.00 1,680.00 2,482.00 2,270.00 2,352.00 5331.03 Motorpool Charges Shop OH Insurance 255.00 222.00 529.00 877.00 801.00 Motorpoo/ Totals $17,968.00 $18,122.00 $19,452.00 $20,944.00 $17,724.00 Maintenance 5403.00 Maintenance Vehicle & Machine 750.00 750.00 750.00 750.00 750.00 5407.00 Equipment Maintenance Small 750.00 750.00 750.00 750.DO 750.00 5416.00 Software Maintenance 1,5DO.00 1,500.00 1,500.00 1,500.00 1,500.00 Maintenance Totals $3,0D0.00 $3,000.00 $3,DDO.00 $3,000.00 $3,000.00 Program 3040 - Fire Hazardous Materials Totals $41,210.00 $41,128.00 $42,458.00 $43,950.00 $40,730.00 Division 300 - Fire Totals $16,140,047.00 $14,336,248.00 $13,244,674.00 $13,434,192.00 $12,775,193.00 EXPENSE TOTALS $16,140,047.00 $14,336,248.00 $13,244,674.00 $13,434,192.00 $12,775,193.00 Fund 1010 - General Totals REVENUE TOTALS $135,000.00 $124,000.00 $110,ODO.00 $125,000.00 $128,420.00 EXPENSE TOTALS $16,140,047.00 $14,336,248.00 $13,244,674.00 $13,434,192.00 $12,775,193.00 Fund 1010-General Totals ($16,005,047.00) ($14,212,248.00) ($13,134,674.00) ($13,3D9,192.00) ($12,646,773.00) Net Grand Totals REVENUE GRAND TOTALS $135,ODo.00 $124,000.00 $110,DDO.00 $125,000.00 $128,420.00 EXPENSE GRAND TOTALS $16,140,047.00 $14,336,248.00 $13,244,674.00 $13,434,192.00 $12,775,193.00 Net Grand Totals 16,005,047.00 14,212,248.00) ($13,134,674.0D) ($13,309,192.00) $12,646,773.00 Run by Granville Wynn on 10/10/2023 17:02:50 PM Page 6 of 6 123 Table of Contents Appendix B: Critical Task Analysis Tables Fire Suppression Critical Tasking - Fire Suppression Low Risk- Fire Suppression Small Outside Fire, Fire Alarm , Dumpster (ccntainedl, Outside Smoke Investigation nnel Incident Command/ Incident Safety 1 Water Supply / Pump Ops 1 Investigation / Fire Suppression 1 Minimum Total 3 Engine Company 1 Total Personnel 3 'Greater Alarm For Any Risk Level Adds 2 Companies' "Incidents on 1-49 Add 2 Companies" Moderate Risk - Fire Suppression Large Outside Fire, Vehicle Fire, Mutual Aid. Incident Command / Incident Safety 1 Incident Safety 1 Water Supply / Pump Ops 2 Investigation / Fire Suppression 4 Minimum Total 8 Engine / Ladder / Rescue Company 2 Return to Risk Assessment Methodology High Risk 1 - Structure Fire NINNEENNEENNOW.- Personnel Incident Command 1 Incident Safety 1 Water Supply/ Pump Operations 1 Fire Attack 4 Search / Rescue 2 Forcible Entry / Utilities / Support 3 Ventilation 2 RIT 2 Aerial Operator 1 Minimum Total 17 Battalion 1 Engine 3 Rescue i Ladder i Total Personnel 17 High Risk 2 - Fire Suppression Target Hazard I,3500 gpm, 4-7 floors) Mi Incident Command 1 Incident Safety 3 Water Supply / Pump Operations 2 Fire Attack 6 Search / Rescue 4 Forcible Entry / Utilities/ Support 3 Ventilation 3 PIT 2 Aerial Operator 1 Minimum Total 25 Battalion 2 Engine 4 Rescue 1 Ladder 2 Total Personnel 25 Maximum Risk- Fire Suppression High -Rise (,75 feet high.) Min. Personnel Incident Command 1 Safety 1 FDC Fire Pump 1 Fire Attack R re Floor 4 Fire Attack Floor Above 4 MIT 4 Search /Rescue 6 Division Officers 2 Evacuation 2 Ventilation 3 Lobby Ops 1 Aerial Operator 2 Minimum Total 31 Battalion 2 Engine 5 Rescue 1 Ladder 3 Total Personnel 31 124 Table of Contents Emergency Medical Services Critical Tasking - Emergency Medical Services Low Risk - Emergency Medical Services Single patient EVS assist Critical Task Min. Personnel Incident Command / Safety 1 Patient Care 2 Minimum Total 3 Engine/Rescue/Ladder 1 Total Personnel 3 *Greater Alarm For Any Risk Level Adds 2 Companies.* —Incidents on 1-49 Add 2 Companies — Return to Risk Assessment Methodology Low Risk 2 - Emergency Medical Services CPR in progress, Shootings, Stabbings critical T Min. Personnel Incident Command / Safety 2 Patient Care 6 Minimum Total 8 Battalion 1 Engine/Rescue/Ladder 2 Total Personnel 8 High Risk - Emergency Medical Services MVA "4th injuries, Multiple Patients Critical Task Min. Personnel Incident Command 1 Incident Safety 1 Patient Care/Assessment/ Triage 6 Minimum Total 8 ERF Composed of: Battalion 1 Engine Company 1 Ladder / Rescue Company 1 Total Personnel 8 Maximum Risk - Emergency Medical Services Vass Casualty, MVA on Interstate, Active Shooter Critical Task Min. Personnel Incident Command 1 Incident Safety 1 Patient Care/Assessment/Triage 12 Minimum Total 14 Battalion 1 Engine Company 2 Ladder / Rescue Company 2 Total Personnel 14 125 Table of Contents Technical Rescue Critical Tasking - Technical Rescue Low Risk- Technical Rescue Emergency Unlock, Elevator Entrapment Critical Task � Min. Personnel Incident Command / Safety 1 Extrication / Patient Care 2 Minimum Total 3 ERF Composed of: Engine, Ladder, Rescue 1 Total Personnel 3 'Greater Alarm For Any Risk Level Adds 2 Companies." —Incidents on 1-49 Add 2 Companies — Return to Risk Assessment Methodology Moderate Risk - Technical Rescue Entrapment, Low Angle, Water Rescue Critical Task Min. Personnel Incident Command 1 Scene Safety 1 Extrication/Rigging 6 Patient Care 2 Pump operator/Fire Safety Line 1 Minimum Total 11 ERF Composed of: Battalion 1 Engine 1 Rescue 1 Ladder 1 Total Personnel 11 High Ris - Tec nica Rescue Trench Rescue, High -Angle Rescue, Confined Space Rescue, Structural Collapse Critical Task Min. Personnel Incident Command 1 Scene Safety 1 Extrication 5 Rigging 3 Patient Care 3 Rescue Group Leader 1 Minimum Total 14 ERF Composed of: Battalion 1 Engine 2 Rescue 1 Ladder 1 Total Personnel 14 Maximum Risk - Technical Rescue Large-scale Swift Water Rescue, Trench Rescue, High - Angle Rescue, Confined Space Rescue, Structural Collapse, Large Area Search Critical Task Min. Personnel C 1 Scene Safety 3 Rigging 5 Search 5 Triage / Patient Care 2 Base 1 Staging 1 Rescue Group Leader 1 Minimum Total 19 ERF Composed of: Battalion 2 Engine 2 Rescue 1 Ladder 2 Total Personnel 19 126 Table of Contents Hazmat Critical Tasking - Hazmat Low s Materials Odor Investigation, Small Spill, (<25 Gal.) CO alarm, Utilities Criti Min. Personnel Incident Command / Safety 1 Investigation/Mitigation 2 Minimum Total 3 ERF Compose Engine/Rescue/Ladder 1 Total Personnel 3 `Greater Alarm For Any Risk Level Adds 2 Companies. —Incidents on 1-49 Add 2 Companies — Return to Risk Assessment Methodology Moderate Risk- Hazardous Materials Medium Spill (>25 Gat.) CO Alarm With Patients CriticalTasl Min. Personnel Incident Command / Safety 1 Investigation / Mitigation 5 Minimum Total 6 ERF Composed of: Engine/Rescue/Ladder 1 Haz-Mat 1 Total Personnel 6 High Risk - Hazardous Materials Large Spill(>50 GaI.I, Known Chemical Critical Task Incident Command 1 Scene Safety 1 Haz-Mat Operations 1 Investigation / Entry / Mitigation 2 Backup 3 Perimeter/EVAC 3 Monitoring 3 Minimum Total 14 Battalion 1 Haz-mat 1 Rescue 1 Engine 1 Ladder / Rescue Company 1 Total Personnel 14 Maximum Risk - Hazardous Materials Unknown Chemical, Biological, Radiological, Explosive Critical Task Min. Personnel Incident Command 1 Scene Safety 2 Haz-Mat Operations 1 Research/ID 1 Investigation / Entry / Mitigation 4 Backup 4 Perimeter/EVAC 2 Decon 2 Monitoring 2 Minimum Total 19 ed of: Battalion 2 Haz-mat 1 Rescue 1 Engine 3 Total Personnel 19 127 Table of Contents Aircraft Rescue Firefighting (ARFF) Critical Tasking - Aircraft Rescue Firefighting Low Risk - Aircraft Rescue Firefighting Standby Critical Task Min. Personnel Incident Command/Safety 1 Stand-up ARFF Truck 2 Minimum Total 3 ERF Composed of: Engine Company 1 Total Personnel 1 *Greater Alarm For Any Risk Level Adds 2 Companies.* **Incidents on 1-49 Add 2 Companies** Return to Risk Assessment Methodology High Risk - Aircraft Rescue Firefighting Alert 1-4, in-flight emergency, aircraft crash or impending crash, structure fire on airport grounds, bomb threat onboard. Critical Task Min. Personnel Incident Command 1 Safety Officer 1 ARFF- Suppression 4 Water Supply / Pump Ops 2 Rescue 3 Triage 3 Patient Care 3 Minimum Total 17 ERF Composed of: Battalion 1 Engine 3 Ladder/ Rescue 2 Total Personnel 17 128 Table of Contents Appendix C: NFIRS Code Risk Scoring NFIRS Code Risk Classes - FIRE 129 Table of Contents NFIRS Code Risk Classes - EMS NFIRS 5 Year Probability Apparatus Impact Consequence Ris Count Code Average Score Count Score Score Scor EMS 10 3.3 2 1 2 2 4.9 EMS 40 47 15.7 6 1 2 2 8.4 Low Risk EMS 36524 12174.7 10 1 2 4 32. EMS 6441 4 32.1 EMS 1 1 1 4.90 EMS 8.49 Moderate Risk EMS .12 EMS 47 15.7 6 2 2 4 2 LS 3 •• 1 34.99 =2 4: 0 4 • 0 44.18 High Risk 4 1929 643.0 10 3 4 6 53.74 NFIRS codes marked with an asterisk (*) are not automatically dispatched as a moderate risk EMS response due to limitations of the current CAD system. The responding unit, shift commander, or call handler may upgrade the assignment if the information received from the 911 caller indicates a greater assignment is necessary. 130 Table of Contents NFIRS lode Risk Classes T--hnical p---' -- NFIKb 5 Year Probability Apparatus Impact Consequence Risk Count Code Average 'WScore Count Score Score Score RESCUE 14 4.7 4 1 2 2 RESCUE 3 1.0 2 3 4 2 RESCUE 7 2.3 2 3 4 2 RESCUE 0 0 2 3 4 2 " RESCUE 6 2.0 2 3 4 2 RESCUE 1 0.3 2 3 4 2 RESCUE 2 0.7 2 3 4 2 RESCUE 3 1.0 2 3 4 2 RESCUE 108 36.0 6 1 2 2 RESCUE 119 39.7 6 1 2 2 RESCUE 29 9.7 4 5 6 2 RESCUE 27 9.0 4 5 6 2 :1 RESCUE 1 0.3 2 5 6 4 :1 RESCUE 4 1.3 2 5 6 4 RESCUE 8 2.7 2 5 6 4 RESCUE 4 1.3 2 5 6 4 RESCUE 0 0 2 5 6 4 RESCUE 3 1.0 2 5 6 4 RESCUE 155 52 6 3 4 6 •' RESCUE 11 3.7 2 5 6 8 RESCUE 0 0 2 5 6 8 RESCUE 22 7.3 4 5 6 8 NFIRS Code Risk Classes - Hazmat NFIRS Count 5 Year Probability Apparatus Impact Consequence Risk -MIFF- HAZMAT_,,. Code 400 Average Score Count Score Score Score 4.90 HAZMA 413 4.90 HAZMAT , 443 Low Risk HAZMAT , 460 HAZMAT 1[410 HAZMA • HAZMAT HAZMAT 12.33 HAZMAT 12.33 Moderat HAZMAT 12.1& HAZMAT 12.A HAZMAT 16.A HAZMAT 420 25.92 HAZMAT 421 25.92 HAZMAT 422 25.92 HAZMAT 423 25.92 HAZMAT 430 High Risk 25.92 HAZMAT 431 25.92 AZMAT 451 MEElff:225:59:227 AZMAT 424 M 44.18 131 Table of Contents NFIRS Code Risk Classes - ARFF NFIRS 5 Year Probability Apparatus Impact Consequence Risk Count Code Average Score Count Score Score Score ARFF M 433 144.3 8 1 2 2 . RiskARFF1 0.3 2 5 6 8 7 Hieh Return to Risk Assessment 132 Table of Contents Appendix D: Baseline to Benchmark Tables Fire Suppression Services Program The Fayetteville Fire Department (FFD) provides a broad range of responses to structure fires, emergency medical service, technical rescue, hazmat, and ARFF calls. Following are the baseline tables for Fire Suppression calls that reflect the actual performance for the three-year period from January 1, 2021, to December 31, 2023. The benchmark time is a goal that the department is striving to reach. The FFD has not responded to incidents that would be classified in the Maximum Risk category for Fire Suppression between the years of 2021 - 2023. There is not data to compile for a table. Table 48: Baseline to Benchmark Time Gap - Fire Suppression Low Risk 1st Due Response Time 6:59 5:20 1:39 n=346 ERF Response Time 6:59 5:20 1:39 n=346 Table 49: Baseline to Benchmark Time Gap - Fire Suppression Moderate Risk 1st Due Response Time 6:23 5:20 1:03 n=105 ERF Response Time 8:32 9:20 0:48 n=105 - Table 50: Baseline to Benchmark Time Gap - Fire Suppression High Risk 1st Due Response Time ERF Response Time 133 Table of Contents Emergency Medical Services Program The FFD provides a broad range of responses to structure fires, emergency medical service, technical rescue, hazmat, and ARFF calls. Following are the baseline tables for Emergency Medical Services calls that reflect the actual performance for the three-year period from January 1, 2021, to December 31, 2023. The benchmark time is a goal that the department is striving to reach. Table 51: Baseline to Benchmark Time Gap - EMS Low Risk 1st Due Response Time 7:52 n=12048 ERF Response Time 7:52 n=12048 Table 52: Baseline to Benchmark Time Gap - EMS Moderate Risk 5:00 2:52 5:00 2:52 1st Due Response Time 7:20 5:00 2:50 n=705 ERF Response Time 11:49 7:00 4:49 n=705 Table 53: Baseline to Benchmark Time Gap - EMS High Risk 1st Due Response Time ERF Response Time 6:27 n=1741 7:52 n=1741 7:00 0:52 The FFD has not responded to incidents that would be classified in the Maximum Risk category for Emergency Medical Services between the years of 2021 - 2023. There is not data to compile for a table 134 Table of Contents Technical Rescue Services Program The FFD provides a broad range of responses to structure fires, emergency medical service, technical rescue, hazmat, and ARFF calls. Following are the baseline tables for Technical Rescue calls that reflect the actual performance for the three-year period from January 1, 2021, to December 31, 2023. The benchmark time is a goal that the department is striving to reach. Table 54: Baseline to Benchmark Time Gap - Technical Rescue Low Risk 1st Due Response Time 8:31 n=49 ERF Response Time 8:31 n=49 Table 55: Baseline to Benchmark Time Gap - Technical Rescue Moderate Risk 1st Due Response Time ERF Response Time 7:57 n=24 15:59 n=24 Table 56: Baseline to Benchmark Time Gap - Technical Rescue High Risk 5:20 5:20 5:20 9:20 3:11 3:11 1st Due Response Time 6:02 5:20 0:42 f- n=68 :!ERFResponse Time 9:38 11:20 2:02 4- n=68 --,Iqw The FFD has not responded to incidents that would be classified in the Maximum Risk category for Technical Rescue between the years of 2021 - 2023. There is not data to compile for a table. 135 Table of Contents Hazardous Materials Services Program The FFD provides a broad range of responses to structure fires, emergency medical service, technical rescue, hazmat, and ARFF calls. Following are the baseline tables for Hazardous Materials calls that reflect the actual performance for the three-year period from January 1, 2021, to December 31, 2023. The benchmark time is a goal that the department is striving to reach. Table 57: Baseline to Benchmark Time Gap - Hazmat Low Risk 1st Due Response Time 9:02 5*20 3*42 n=12 ERF Response Time 9:02 5:20 3:42 n=12 Table 58: Baseline to Benchmark Time Gap - Hazmat Moderate Risk 1st Due Response Time 5:52 5*20 0:32 n=209 ERF Response Time 8:45 9:20 0:35 n=209 Table 59: Baseline to Benchmark Time Gap - Hazmat High Risk 1st Due Response Time 7:12 5:20 1:52 n=9 ERF Response Time 33:03 11:20 21:43 n=9 The FFD has not responded to incidents that would be classified in the Low or Maximum Risk category for Hazmat between the years of 2021 - 2023. There is not data to compile for a table. 136 Table of Contents Aircraft Rescue Firefighting (ARFF) Services Program The FFD provides a broad range of responses to structure fires, emergency medical service, technical rescue, hazmat, and ARFF calls. Following are the baseline tables for ARFF calls that reflect the actual performance for the three-year period from January 1, 2021, to December 31, 2023. The benchmark time is a goal that the department is striving to reach. Table 60: Baseline to Benchmark Time Gap - ARFF Low Risk 1st Due Response Time 12:40 5:20 7:20 n=198 ERF Response Time 10:37 5:20 5:17 n=198 The FFD has not responded to incidents that would be classified in the High -Risk category for Aviation Rescue Firefighting between the years of 2021 - 2023. There is not data to compile for a table. 137 Table of Contents Appendix E: Maps Map 1: Station Response Areas Fayetteville Fire Department Station Response Areas - 2023 IP ;J N A40 0.5 1 2 Miles I I I I I I I I I Legend FireStations DESCRIPTION I49 �ST1 ST 2 ST 3 ST 4 ST 5 ST 6 ST 7 ST 8 ST 9 Uy of FayetteAe. AR 138 Table of Contents Map 2: Other Service Areas (Automatic Aid Boundaries) Other Service Area (2A) V Qo 0 0.75 1.5 3 4.5 M i Ies Created: 7/5/2022 139 Table of Contents Map 3: Service Area Boundaries Fire Service Area (2A) City of Fayetteville. AR 0 075 1 5 3 4.5 M i Ies Created: 7/5/2022 140 Table of Contents Map 4: Fire Planning Zone Planning Zones (2A) 9601 9701 9801 9901 0001 9200 9300 9500 9600 9700 984J 9 � 0000 0100 0200 0300 J L — 9692„ .J 9799 9899 9999� Q0g 9Y99 9299 9399 9499 9599 Qa99 0299 0399 9098 9198 9298 9398 9498 959j 0198 0298 0398 0498 0598 9698 9798 9898 999 1098 9097 9197 92�7 939 9497 9597 0197 0297 0397 0497 0597 9697 9797 9897 999 1 0097 �— — r 9696 9796 9896 999 0096 fl J— 8196 8296 8396 8496 8796 8896 IICI96 9196 9296 9396 9496 9596 0196 0296 0396 0496 0596 r� 3, 9695 9795 9895 9995 CI95 8195 8295 8395 8495 8795 8895 �5 9095 9195 9295 9395 9495 9595 0195 0194 0193 0295 0294 0293 0395 0394 0495 0494 8194 8294 8394 8494 8594 8694 8794 889�I84 9094 9194 9294 9394 9494 9594 9694 9794 9894 9994 8293 8393 49 '859.f 8693 8793 880 8993 9093 9193 9293 9393 9493 9593 9693 9793 9893 9993\ J PF93 J a8d91 8492 8592 869i 8792 8892 8992 9092 9192 9292 9392 9492 9592 9692 9792 9892 999 �092 0192 0292 0392 H9:2] 83Yt 849ti 8591 8691 18791� 8891 8991 9091 9191 9291 9391 9491 9591 9691 9791 9891 999 0091 0191 0291 wgi 0�91 8390 8590 8690 �87Jd 8890 18990 9090 9790 9890 9990 Ow 0],QOq029O34 0490 0 90 9190 9 90 9390 9490 9590 9690 --8688 9189N9286 9389 9489 9589 9689 058968 -0789 8789 8889 89dO 9089 — 9789 9889 9989 OOB9J _8689 f�3S9'�0;89 8788 8888 8980 88 9388 9488 9588 ¢J6$$ 9788 9888 V8 01188 0188 04�f' S88 0688 D788 8787 8887 8987 087 9787 7J 9987 487 0187 0287 918749387 9487 9587 9681 1 9186 86 9486 9586 968i' 9086 19786 9886 9785 9885 9185 9285 9385 i485 1,9585 9685 9184 -9q4 9184 9284 9384 9464 9184 9684 \ — 9183 9283 9383 9483j 9583 9683 9783 1 d3 9182 9282 9382 9482 9582 9682 9782 9181 9281 9381 9481 9581 9681 Planning Zones City Limits 0 0.75 1.5 3 4.5 M i I es Created: 7/5/2022 141 Table of Contents Map 5: Critical Infrastructure Critical Infrastructure (2A) I— I ti _ 1 — I 1 I I I I rl� �IIL 7 I I ■ I � l_ I I ■ire I I � I ■ 1 �, I r — °$ I I I LI I I I I_ I °$ I r Planning Zones — � City Limits i ■ Small Cell Facility I — I Communication/Cell Tower PS 1— — c' 1 -- I I ' '' ' S Power Plant J I I O Noland Wastewater Treatment Plant Hybrid O UA Central Utility Plant *00'I O Westside Wastewater 1 I _ Treatment Plant Hybrid _I 1 � Substations Fiber Conduit Pump Station 0 Water Tank Water Main Gas Pipelines 0 0.75 1.5 3 4.5 Miles Created: 7/14/2022 142 Table of Contents Map 6: Transportation Networks Transportation Networks (2A) Railroad Street Trail Ozark Regional Routes Razorback Transit Routes Airport Created: 7/6/2022 143 Table of Contents Map 7: Critical Infrastructure Assessment - Utiliti- Critical Infrastructure Assessment: 2B.6 , 3.67 5 :2.V Q _,3. 2� Q 294 3 3.91 .8 3.5 33 ` q 2.5 :qo:! 2.86 .4 .75 4.0 K?2 4.14 .9 " 3.33 2.W 4.33 7.5 3. iS8 4.6 459 L--' �■ Id Q '. 4 3 _ �- '3 2.�3 2.5 1 4 4043. .14 3.28` 3.5 • 41 - - 3, 3.5-477 2. 1103 J, 3. 4, 4 2. 3 67 -' 2.3 4.5 2.5 3. 1 2.6 oil 4.9 75 Q 2 .6 3. 3.69 :�9 1tj .17 , 2 ' ' Q ° '-- ® - 3.4 4 73.333.813. If 423.44 4 2. • - - -3 2 �4.32(:'5 2 ',' ' 3, ' 1 '-33.33 - -3.5 , '--• 4 , ,^ _, FayetteAle City Limas 2 4 = 'Risk Score 2-2.5 2.6-32 O 3.3 3F 3 3.9 5.0 5.1 - 6-0 Gas Pipefin- 611 X ED I ® Substations Q CommumrvipNCell Tower US Power Plants ■ small cell Facuey US Power Plant "- Pump StdtKK' O N.4-d Wastewater Water Tank treatment Plant Hybrid O UA Central Utility Ram Water Main O Westside Wastewater fiber Conduit treatment Plant Hybrid 0 0.75 1.5 3 4.5 Miles Created: 7/8/2022 144 Table of Contents Map 8: Geographic Location of Fayetteville, Arkansas Missouriwepom aR6aL ta04a , BlfH OI"•, I I� � �f RQglf s _ Cdc«a Gw4ry Alpary •' Isar S Spr�'Vs r 50'►w9d4I* r fbn • . f ' t�untsr�� F artoIII* K 191, FareetMk EIM ns ��� JatPK Win, .f Mamas. B&mm +a Wov* _ West Fps Vardo� Sr E p I �i �1o�w+tar�Dup - O it�r Alma 0 Mulbo" Olvi Naga( , ■saw .rn Bvan C4Asr,ll� Wtta Rol" Altus � jT `�✓ Fort 't, Kno�vdlo Dp►M R L ti aC a St r,sntOn Lpndcv, © Crar4ston J Par's Rvss«Mlk. 145 Table of Contents Map 9: Fayetteville, Arkansas Population Density Map Fayetteville Population Density Heat Map - 2022 146 Table of Contents Map 10: Fayetteville, Arkansas Median Household Income Map Arbor Acres Avi u I •' $58,60 - ,� • IOr, ff04ln - �� lobos RA i ••,.• W r, �anw Rd ,r$51,953 w , Ile, ,� • Pa COY Terr Rd . 7 $39,524 .-. ......L.i •$81,082 ":i.. $105,972 �.,. ... 396 r• : - + :$1b3,750 $35,000 $46 $ 86,932 ' • `L ' :r 'S4L:S $76,334 $35, 7 $25,409 $78,198 $116,51°1,`.+ 938 L. $113,411 r1 •` ;,r $23,333 $55,123 - $77,105 ' :$51~'+i $70,590 $47, $21,509$37, �- .f..:...:...: 527 $26,652 702 ......• 989 $49,583 $35,435 $96, 576 $54,545 $17, $63,098 $77,614:.:' .., ' $93,125 198 $64, .- .. •"��+ $24,743 $ S $46,012 �'16,833 $13,355 tiS S $50,354 t� ti $26,719 r � 1 Gv--- 0 0.5 1 2 Miles i i i I i i i Folder: G:\GI52\Projects\2021\Fire_Accredidation\Map\ 688 $45,344 $59,042 - wvm„„ nd $35,171 nn. �•, :� = x�{•: i.. •L• '$68,372 $31,745 $87,SS9 �L•• ,$73, j•- .............,�...... ...$67,978 G "•. $39,621 �.•...• . h�....••. f........... ' �rlsnn ti •' • � t.�r � ,- City of Fayetteville, AR 147 Table of Contents Map 11: Station Response Area - Fayetteville Fire Department Station Response Areas - 2023 In 0 9 ❑ Legend ❑ ❑ FireStations DESCRIPTION I49 �ST1 ST 2 ST 3 ST 4 WL ST 5 RV ST 6 ST 7 ST 8 ST 9 City of Fayetteville, AR 148 Table of Contents Map 12: Station 1 Response Area Station 1 Response Area - 2023 149 Table of Contents Map 13: Station 2 Response Area Station 2 Response Area - 2023 W N 0 0.17 0.35 0.7 Miles I I I I I I I Station 2 150 TahIP of Cnntantc Map 14: Station 3 Response Area Station 3 Response Area - 2023 w����.���<<i -t r �I �J Jw Station 3 E L K I N S r S n i 0 0.75 1.5 Miles City of Fayetteville, AR 151 Table of Contents Map 15: Station 4 Response Area Station 4 Response Area - 2023 152 Table of Contents Map 16: Station 5 Response Area Station 5 Response Area - 2023 ■ pon Tyson Pkwy i7 N. tV S ❑ /1 4&* N 0 0.35 0.7 1.4 Miles Im Station 5 ❑ N hire wyll"in Rd City of Fayetteville, AR 153 Table of Contents Map 17: Station 6 Response Area Station 6 Response Area - 2023 0 0.17 0.35 0.7 Miles I I I I I 1 I I Station b me 154 Table of Contents Map 18: Station 7 Response Area Station 7 Response Area - 2023 t N 0 0.25 I i i ■ 1 m m of Fav&eville. AR 155 Table of Contents Map 19: Station 8 Response Area Station 8 Response Area - 2023 N 0 0.2 0.4 0.8 Miles I I i I I I I I Station 8 0 156 Tahla of Cnntantc Map 20: Station 9 Response Area Station 9 Response Area - 2023 157 Table of Contents Map 21: Fire Protection Systems Fire Protection Systems: 26.5 26S 0 0.75 1.5 3 4.5 Miles U ■. a �II A� ®®® J"�gr i■ D 1xi' OD't9 ®� ® �■■�■ 2D�, rQ'D�Q®D J)♦ts�,7 • - r Yes ® Unknown Fire Protection Risk 0-10 11-32 © l 33 - 55 L_a 56 - 92 93 - 172 Created: 7/8/2022 158 Table of Contents Appendix F: 2023 Annual Program Appraisals 5A Prevention Program Appraisal Aft quoo Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Fire Prevention Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Jeremy Ashley Program Description The Fayetteville Fire Departments fire prevention program exists to protect lives and property and enhance the safety of our residents through fire safety education, building inspections and code compliance assurance based on the adopted Arkansas Fire Prevention Code. Inputs/Resources Financial Resources In 2023, the fire prevention program operated on funds set aside in the Fire Marshals section of the FFD 2023 budget. The Fire Marshal's budget amount was $1,148,133.00. Physical Resources 1 Building located at 4140 S. School. 5 Staff vehicles 2 Equipment trailers. Human Resources 1 - Fire Marshal (Battalion Chef) 4 - Deputy Fire Marshals (Captains) 1— Administrative Assistant (Civilian) Essential Resources Computers and office equipment iPads City of Fayetteville GIS Service Computer Software Mobile and portable radios 159 Table of Contents Training All prevention personnel logged 1,431.25 hours of training in 2023. Outcomes/Impacts In 2023 the Fire Marshals Office conducted 939 inspections. The Fire Marshals Office performed 2273 building plan, alarm plan, sprinkler plan and permit reviews. Upcoming Goals and Objectives In 2024 the department will add additional staffing to increase the number of inspections conducted in existing buildings. The additional staffing includes two civilian fire code inspectors. We anticipate adding an inspection and tracking software platform to aid in the scheduling and documentation of fire code inspections. 160 Table of Contents 5B Public Education Program Appraisal Q Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Public Education Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Jeremy Ashley Program Description The Fayetteville Fire Departments fire prevention program exists to protect lives and property and enhance the safety of our residents through fire safety education, building inspections and code compliance assurance based on the adopted Arkansas Fire Prevention Code. Inputs/Resources Financial Resources In 2023, the fire prevention program operated on funds set aside in the Fire Marshals section of the FFD 2023 budget. The Fire Marshal's budget amount was $1,148,133.00. Physical Resources 1 Building located at 4140 S. School. 5 Staff vehicles 2 Equipment trailers. 1 Walk through inflatable fire safety house Human Resources 1 - Fire Marshal (Battalion Chief) 4 - Deputy Fire Marshals (Captains) 1 — Administrative Assistant (Civilian) Essential Resources Computers and office equipment iPads City of Fayetteville GIS Service Computer Software Mobile and portable radios Training All prevention personnel logged 1,431.25 hours of training in 2023. 161 Table of Contents Outcomes/Impacts In 2023 the department's public education program made contact with 16,317 kids and 3,672 adults through our school fire safety program, community outreach programs and public education efforts. Upcoming Goals and Objectives In 2024 the department will continue with our public education and community education endeavors. Our goal is to improve the tracking efforts of our public educations so that we can identify and target specific areas of our community and identify population groups that we need to focus on. 162 Table of Contents 5C Investigation Program Appraisal A Q Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Fire Investigations Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Jeremy Ashley Program Description The Fayetteville Fire Departments fire prevention program exists to protect lives and property and enhance the safety of our residents through fire safety education, building inspections and code compliance assurance based on the adopted Arkansas Fire Prevention Code. Inputs/Resources Financial Resources In 2023, the fire prevention program operated on funds set aside in the Fire Marshals section of the FFD 2023 budget. The Fire Marshal's budget amount was $1,148,133.00. Physical Resources 1 Building located at 4140 S. School. 5 Staff vehicles 2 Equipment trailers. Human Resources 1 - Fire Marshal (Battalion Chief) 4 - Deputy Fire Marshals (Captains) 1 — Administrative Assistant (Civilian) Essential Resources Computers and office equipment iPads City of Fayetteville GIS Service Computer Software Mobile and portable radios Training All prevention personnel logged 1,431.25 hours of training in 2023. 163 Table of Contents Outcomes/Impacts In 2023 the Fire Marshals Office investigated 39 fires to include structure, automotive and vegetation fires for the purpose of identifying the cause and origin of the fires. In addition we investigated 22 fire related incidents that required follow-up to ensure fire code compliance with required fire codes. Upcoming Goals and Objectives In February of 2024 the Fire Marshals Office purchased a fire investigation software called Blazestack. Our goal is to use this software to help us identify geographic areas of town that have higher incidences of fires in order to better target our fire prevention efforts in that area. 164 Table of Contents 5D Domestic Preparedness Program Appraisal IVA CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Domestic Preparedness Date: January 12, 2024 Appraisal period: 2023 Program Manager: Emergency Manager Shane Wood Program Description The Fayetteville Fire Department operates under the Washington County Emergency Management plan in the event of a large-scale emergency or natural disaster. The Fayetteville Fire Department works closely with the Emergency Operations Center (EOC) to ensure emergency operations are consistent between the agencies and that the roles and responsibilities are clearly defined and aligned with the ICS (incident command system). and the emergency support functions. The Fayetteville Fire Department has designated representatives assigned to the EOC for activations, training exercises, and planning meetings where these personnel participate in training, evaluation and revising the City of Fayetteville Emergency Operations Plan as needed. Inputs/Resources Financial Resources In 2023 there was no budget line for Domestic Preparedness. Physical Resources 1 Fire Station 1 located at 303 W. Center 1 Staff vehicle Human 1 — Emergency Manager (Civilian) Essential Resources Computer and office equipment Computer Software Mobile and portable radios Training All essential personnel will participate in the county emergency management run full-scale exercises. ICS refresher training annually. 165 Table of Contents Outcomes/Impacts In 2023 the process was started to revamp and improve the City of Fayetteville Emergency Operations Plan (EOP) and to create a Continuity of Operations Plan (COOP). Resource tracking using FEMA provided software is a work in progress. 2023 is the first year for the Fayetteville Fire Department and the City of Fayetteville to have a dedicated Emergency Manager. The Emergency Management Division has worked to build relationships and create working goals and alliances with local stakeholders for disaster management, mitigation, and recovery. Upcoming Goals and Objectives For 2024 the Fayetteville Fire Department Emergency Management Division plans to complete the COOP and institute the document, citywide. Once the COOP is in place, it will be exercised yearly and reviewed every five years. The City of Fayetteville EOP revision should be completed in 2024. The Emergency Management Division will continue to build and foster relationships with regional stakeholders for Domestic Preparedness and seek out needs for the community to better prepare for disasters. 166 Table of Contents 5E Fire Suppression Program Appraisal Q Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Fire Sun_nression Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Josh Hooten Program Description Citizens and visitors of the city of Fayetteville are provided fire suppression services by the Fayetteville Fire Department (FFD). Civil service employees of the FFD must be certified to the equivalent of Firefighter II, within the first year of employment. The FFD acts as the primary suppression agency within the city limits. All fire suppression calls within the city will be answered with the appropriate number of apparatus and personnel to mitigate the incident efficiently. All responding apparatus will have a minimum of three personnel. Inputs/Resources Financial Resources In 2023, the Fire Suppression program operated on funds set aside in the Operations section of the FFD 2023 budget. The Operations budget amount was $16,438,455.00. Physical Resources 9 Fire Stations 5 Engines 4 Ladders 1 Rescue 2 Command Vehicles 4 Reserve Apparatus 5 Support Apparatus 167 Table of Contents Human Resources 6 Shift Commanders (Battalion Chief) 6 Safety Officers (Captain) 30 Company Officers (Captain) 30 Driver / Operators 51 Firefighter Essential Resources Computers, software, and office equipment Mobile and portable radios Central Dispatch Center Fire Suppression Equipment City of Fayetteville GIS Training FFD personnel logged 10,200 hours of Fire training in 2023. Outcomes/Impacts In 2023, FFD responded to 289 Fire calls, 840 Fire Alarms, and 544 public service calls. Performance Gaps High -Risk Fire: 3 minutes 18 seconds Moderate Risk Fire: 0 Low -Risk Fire: 19 seconds Upcoming Goals and Obiectives The department will continue to complete 100 percent of the required fire suppression training. All new personnel will be certified as Firefighter I & II within the first year of employment. A response time analysis will be conducted to identify variables contributing to performance gaps. 168 Table of Contents 5F EMS Program Appraisal AftQ Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Emergency Medical Services Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Wes Mabry Program Description Citizens and visitors of the city of Fayetteville are provided non -transport first -response emergency medical services by the Fayetteville Fire Department (FFD). Civil service employees of the FFD must hold a current Emergency Medical Technician (EMT) license within one year of employment. The FFD acts as a first responder to emergency medical calls involving all types of medical and trauma emergencies. This is accomplished by sending an FFD apparatus with at least three personnel, two of whom must be EMTs, to each emergency call. Central Emergency Medical Service provides the transport/ALS service to our customers. This is accomplished through a contract with the city of Fayetteville. Inputs/Resources Financial Resources In 2023, the EMS program operated on funds set aside in the Operations section of the FFD 2023 budget. The Operations budget amount was $16,438,455.00. Physical Resources 9 Fire Stations 5 Engines 4 Ladders 1 Rescue 2 Command Vehicles 4 Reserve Apparatus 5 Support Apparatus Human Resources 6 Shift Commanders (Battalion Chieo 6 Safety Officers (Captain) 30 Company Officers (Captain) 30 Driver / Operators 51 Firefighter 169 Table of Contents Essential Resources Computers, software, and office equipment Mobile and portable radios Central Dispatch Center Medical Equipment City of Fayetteville GIS Training FFD personnel logged 6,479.25 hours of EMS training in 2023 Outcomes/impacts In 2023, FFD responded to 7,846 EMS calls, and 623 Motor vehicle accidents. Performance Gaps High -Risk EMS: 19 seconds. Moderate Risk EMS: 1 minute 55 seconds. UpcominLy Goals and Objectives The department will continue to complete 100 percent of the required EMS training. All new personnel will be certified as National Registry EMTs within the first year of employment. A response time analysis will be conducted to identify variables contributing to performance gaps. 170 Table of Contents 5G Technical Rescue Program Appraisal IVA CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Technical Rescue. Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Braden Flood Program Description The Fayetteville Fire Department Technical Rescue Team operates as part of a regional team available to respond statewide or regionally when requested. It consists of 20 personnel distributed across all three shifts. Specializing in water rescue, rope rescue, trench rescue, confined space rescue, tower rescue, and structural collapse rescue. The SOS Team undergoes rigorous training up to the technician level in each discipline. Iti] 0=j.Z Financial Resources In 2023, the Technical Rescue program operated on funds set aside in the Operations section of the FFD 2023 budget. The Operations budget amount was $16,438,455.00. Physical Resources 1 Fire Stations 1 Rescue Ladder 3, Ladder 4, Ladder 6, and Ladder 7 Boat 1 TRV 4 and TRV 6 Human Resources 20 Personnel trained to a minimum of Operations level 171 Table of Contents Essential Resources Computers, software, and office equipment Mobile and portable radios Central Dispatch Center City of Fayetteville GIS Training FFD personnel logged 5092 hours of Technical Rescue training in 2023. Outcomes/Impacts In 2023, FFD responded to 87 Technical Rescue Calls. Upcoming Goals and Obiectives The department will continue to complete 100 percent of the required technical rescue training. All members of the team will be certified to the level of Operations. A response time analysis will be conducted to identify variables contributing to performance gaps. 172 Table of Contents 5H Hazmat Program Appraisal Aft Q Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Hazardous Materials Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Braden Flood Program Description The Fayetteville Fire Department HazMat Response Team (HMRT) is available to respond locally, statewide or deploy regionally when requested. It consists of 40 personnel distributed across all three shifts. The HMRT is capable of responding to single or multi -company calls for service involving releases of solid, liquid, gas or radioactive hazards. The FFD was selected by the Arkansas Department of Emergency Management (ADEM) as one of a handful of agencies within the state to respond to WMD/CBRN events. Financial Resources In 2023, the HazMat Program operated on funds set aside in the Operations section of the FFD 2023 budget in the amount of $49,225.00. The current HazMat Program Operations budget for 2024 is $47,118.00 Physical Resources 1 Fire Stations 1 Engine 1 WMD Sprinter Van 1 Hazmat Box Truck Human Resources 50 personnel trained to the level of Hazmat Technician. 55 personnel trained to the level of Hazmat Operations. 173 Table of Contents Essential Resources Computers, software, and office equipment Mobile and portable radios Central Dispatch Center Hazmat Monitoring Equipment Hazmat Scene Mitigation Equipment City of Fayetteville GIS Training FFD personnel logged 5,292 hours of Hazmat training in 2023. Outcomes/Impacts In 2023, FFD responded to 274 Hazmat / Hazardous Conditions calls. Upcoming Goals and Objectives The department will continue to complete 100 percent of the required Hazmat training. All new personnel will be certified to the level of Hazmat Operations within the first year of employment. Specific goals for 2024 will include the acquisition and implementation of a software -based system to track potential personnel exposures to hazardous materials over time. HazMat leadership will also review emerging threats, technologies, response tactics and identify operational capability gaps that need to be addressed in the future. A response time analysis will be conducted to identify variables contributing to performance gaps. 174 Table of Contents 51 ARFF Program Appraisal AftQ Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Aircraft Rescue Firefighting (ARFF) Date: January 9, 2024 Appraisal period: 2023 Program Manager: Assistant Chief Willie Watts Program Description Citizens and visitors of the city of Fayetteville are provided by The Fayetteville Fire Department (FFD) a Federal Aviation Administration (FAA) Part 139 aircraft firefighting force. This service is provided on an as needed basis determined by the aircraft size. The FFD has in place (1) National Fire Protection Agency (NFPA) Aircraft Rescue Firefighting (ARFF) unit capable of providing multiple extinguishing agents, and (2) FAA Part 139 certified ARFF firefighters on duty. Inputs/Resources Financial Resources In 2023, the ARFF program was operated on funds in the Operations section of the FFD 2023 budget. The Operations budget amount was $16,438,455.00. Physical Resources 1 Fire Station 1 ARFF Apparatus Human Resources The program is operated with a total of 27 CFR Part 139 certified firefighters. 7 ARFF Captains 7 ARFF Drivers 13 ARFF Firefighters Essential Resources Computers, software, and office equipment Mobile and portable radios Training hi 2023 FFD ARFF personnel attended over 40 hours per person of classroom and hands on instruction covering all aspects of Aircraft Rescue and Firefighting. This class was followed up by a simulated aircraft fire and fuel burn. All ARFF certified personnel also attended an 8-hour fuel farm and fuel transport inspection class. Weekly throughout the year ARFF certified personnel conducted an apparatus check and airport familiarization. 175 Table of Contents Outcomes/Impacts In 2023, FFD responded to 63 ARFF standbys/incidents and successfully completed the annual Federal Aviation Administration Certification. Upcoming Goals and Objectives The department will continue to complete 100 percent of the required ARFF training. The FFD will keep at a minimum 2 ARFF certified personnel on duty. The FFD and Federal Aviation Administration will review the ARFF program each year to accomplish the yearly certification and make modifications as recommended. 176 Table of Contents 8B Training Program Appraisal CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Training Date: January 9, 2024 Appraisal period: 2023 Program Manager: Brian Sloat Program Description 1FpYETTEVILlF FIRE O DEPT ARK The Fayetteville Fire Department's training program provides training to 10 companies on three shifts. The training program also provides training to the Airport Rescue and Firefighting (ARFF) team and the Special Operations Section (SOS) team. The SOS team is responsible for special rescue incidents as well as all hazardous materials/weapons of mass destruction incidents. The training program also coordinates the annual renewal/refresher training required for special certifications/licensing. These certifications/licensing include but are not limited to hazardous materials, ARFF, and EMS. The bulk of the training program is administered in a quarterly fashion. Each quarter live -fire training, company drills, and hands-on EMS training occur on one week each month. Additional classroom EMS training occurs every month of the year. Inputs/Resources Financial Resources In 2023, the training program operated on funds set aside in the Fire Training section of the Department's 2023 budget. Fire Training budget amount was $506,719. Physical Resources 1- Five story burn building with flashover chamber 1- LP gas prop 2- Classroom building with exercise facility 2- Storage containers with roof 3- Enclosed box trailers 1- Flat trailer 1- Semitrailer for storage and heavy rescue training 3- Support vehicle, Truck 1- Support vehicle, 15-passenger van 177 Table of Contents Human 1 Training Chief (Battalion Chief) 1 Training Officer (Captain) 2 Personnel (Driver/Operator and/or Firefighter) Essential Resources Computers, software, and office equipment Mobile and portable radios Textbooks with curriculum Consumables: Straw and lumber Training Department personnel participated in 39,812 hours of training in 2023. EMS training accounted for 6479 hours of this training. The Department sent various personnel to 41 different courses for certifiable training throughout the region. Outcomes/Impacts The training program has ensured that all Department firefighters maintain and advance in basic firefighting skills. The Department's training program is being appraised for its first time in an annual appraisal process. In 2023 personnel of the department received in-service training on CMC LEVR bailout kits. Personnel became familiar with the kit by video assignments and hands-on training deploying the bailout kit from their bunker gear pocket and rappelling out of a window while on abelay. All personnel that had recertification due in 2023 successfully recertified. Upcoming Goals and Objectives The department's upcoming objective is to work with the Labor Management Team's Training Committee to develop an evaluation form to be completed following quarterly training activities. This evaluation form would then be used to provide a department -wide lesson -learned training summary. Also, the Training Committee will develop a method of getting documented feedback regarding the quality of training provided. 178 Table of Contents 9B Communications Program Appraisal AftQ Q CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Communications Date: January 9, 2024 Appraisal period: 2023 Program Manager: Willie Watts Program Description The Fayetteville Fire Department Central Dispatch Center (CDC) under the direction of the Fayetteville Police Department provides communication and dispatch services to the Fayetteville Fire Department. This division is a 24-hour operation, which provides emergency and non - emergency call taking and dispatching for police, fire, and City services, as needed. The center is also the primary answering point for the City of Fayetteville's 911 calls, which includes transferring emergency calls to the appropriate agencies. CDC is also responsible for maintaining the City of Fayetteville (COF) Arkansas Wireless Information System (AWIN) radio communication system. The FFD Chief of Operations coordinates with and oversees Fire Dispatch Inputs/Resources Financial Resources In 2023, CDC operated on $2,434,763.00 dollars set aside in the General Fund under the Central Dispatch Program 10 10. 260.2600 section of the COF 2023 COF budget. Physical Resources Tyler New World Computer Aided Dispatch Software Motorola P-25 APX mobile and handheld radios Motorola communication simulcast tower trucking communication system. Human CDC has 27 full-time employees. 1-Dispatch Manager 1-Assistant Dispatch Manager 3-Dispatch Shift Supervisors 1-Dispatch Trainer 2 1 -Dispatcher I, II and III's 179 Table of Contents Essential Resources Computers, software, office equipment, mobile and portable radios and associated tower sites and communication infrastructure. Training In 2023 CDC was able to gain training program curriculum approved and certified through the Association of Public Safety Communication Officials International (APCO) Training Program Certification. Outcomes/Impacts During the calendar year 2023, CDC answered 61,270 total calls for service. 47,386 came in via 911 and 13,156 were dispatched as calls for service for the FFD. CDC was able to upgrade their 9-1-1 equipment to a more technologically advanced system with better mapping features and the ability to initiate a two-way SMS Text session. It also gives us the ability to receive other NextGen 9-1-1 services as the wireless carriers begin implementing those services. Upcoming Goals and Objectives CDC and the FFD have outlined four objectives for the 2024 year. 1. Meet National Emergency Number Association (NENA) call -answering standard by answering ninety percent (90%) of all 911 calls within fifteen (15) seconds and ninety- five percent (95%) within twenty (20) seconds. 2. Meet National Fire Protection Association (NFPA) standard of processing ninetypercent (90%) of fire calls within sixty-four (64) seconds and ninety-five percent (95%) within one hundred six (106) seconds. 3. Complete Quality Assurance each month to ensure proper call coding and handling. 4. Implement Live 911 software which allows responders real time access to 911 calls. 180 Table of Contents 11 B Wellness and Fitness Program Appraisal p , Y CITY OF FAYETTEVILLE ARKANSAS Annual Program Appraisal Wellness and Fitness Date: January 9, 2024 Appraisal period: 2023 Program Manager: Battalion Chief Brian Sloat Program Description The Fayetteville Fire Department provides a comprehensive wellness program. The Department provides annual medical and physical fitness evaluations along with a Peer Fitness Team. Every staffed -station as well as the training center is equipped with physical fitness equipment, which is available to personnel on- or off -duty. According to policy personnel that are on duty they are allowed 90 minutes to work out each 24-hour shift for shift personnel and 60 minutes for each 8- hour workday for staff personnel. In addition to the physical component of the department wellness program, the department provides multiple options for confidential employee assistance programs and a Peer Support Team. Inputs/Resources Financial Resources In 2023, the Wellness and Fitness program operated on funds in the Operations section of the FFD 2023 budget. The Operations budget amount is $16,438,455.00. Physical Resources One Classroom building with exercise facility. Exercise facilities in 9 fire stations and the fire marshal's office. 2- Storage containers with roof Human 1 Training Chief (Battalion Chief) 1 Training Officer (Captain) 2 Personnel (Driver/Operator and/or Firefighter) 12 Peer Fitness Members 8 Peer Support Members Essential Resources Physical Fitness Equipment • Strength Equipment • Cardo Equipment Physical Fitness Evaluation tools 181 Table of Contents Training Wellness fitness training for 2023 consisted of various a -mails publicizing voluntary on-line behavioral health training offered by the Department EAP provider. Also, a new social media account was established to encourage physical fitness. This social media account posts workouts that can be completed with equipment at the station or with minimal equipment while away from the station. Outcomes/Impacts In 2023 the Wellness and Fitness program has begun reformatting with direction from the Wellness Fitness (WFI) committee of the Labor Management Team (LMT). The reformatting is going to more closely follow the IAFF-IAFC WFI. This reformatting of the Wellness and Fitness program began just as the fitness evaluations were beginning in July 2023. The Wellness Fitness Committee came to a consensus and submitted a recommendation to the LMT. The LMT approval of the fitness evaluation occurred in December. Upcoming Goals and Objectives The Wellness and Fitness program will complete fitness evaluations on all uniformed personnel. The program will evaluate the medical physicals and confirm that the provided physicals are being provided in accordance with NFPA 1582 and the WFI. 182 Table of Contents Appendix G - Correlation Matri. :C 1A.1 The agency is legally established. Section VI City It Agency Legal Basis Page 2 A.3 The governing body of the agency periodically reviews and approves Section X Program Appraisals services and programs. Page 56 A.5 The governing body or designated authority approves the Section X Program Appraisals organizational structure that carries out the agency's mission. Page 56 A.7 A communication process is in place between the governing body and Section X Program Appraisals the administrative structure of the agency. Page 56 C 113.2 The administrative structure and allocation of financial, equipment Section VII Fayetteville Fire Department Organizational and personnel resources reflect the agency's mission, goals, Structure Page 19 objectives, size, and complexity. 1 Service area boundaries for the agency are identified, documented, Section VI Service Area Boundaries Page 8 and legally adopted by the authority having jurisdiction 2 Boundaries for other service responsibility areas, such as automatic Section VI Service Area Boundaries Page 8 aid, mutual aid, and contract areas, are identified, documented, and appropriately approved by the authority having jurisdiction. 2A.3 The agency has a documented and adopted methodology for Section VI Fire Planning Zones organizing the response area(s) into geographical planning zones. Page 9 2A.4 The agency assesses the community by planning zone and considers the population density within planning zones and population areas, as applicable, for the purpose of developing total response time standards. 5 Data that Include property, life. injury. environmental and other associated losses. as well as the human and physical assets preserved and/or saved, are recorded for a minimum of three (initial accreditation agencies) to five (currently accredited agencies) immediately previous years. Section VI Community Information Population &t Density Page 16 Section VI Community Consequences Page 17 183 Table of Contents 6 The agency utilizes its adopted planning zone methodology to identify Section VI Community Characteristics Page response area characteristics such as population, transportation 17 systems, area land use, topography, geography, geology, physiography, climate, hazards, risks, and service provision capability demands. 7 Significant socioeconomic and demographic characteristics for the Section VI Demographics - Year 2020 Page response area are identified, such as key employment types and 17 centers, assessed values, blighted areas, and population earning characteristics. 8 The agency identifies and documents all safety and remediation Section VI Fire Marshal Division Programs Et Services Page programs, such as fire prevention, public education, injury 26 prevention, public health, and other similar programs, currently active within the response area. 9 The agency defines and identifies infrastructure that is considered Section VI Critical Infrastructure Page 10 critical within each planning zone. 2B.1 The agency has a documented and adopted methodology for Section VIII Community Risk Assessment and Risk Levels identifying, assessing, categorizing, and classifying all risks (fire Page 35 and non -fire) throughout the community or area of responsibility. B.2 The historical emergency and nonemergency service demand Section XII Historical Perspective, Summary of System frequency for a minimum of three immediately previous years and the Performance, Et Evaluation of Service Delivery Page 91 future probability of emergency and nonemergency service demands, by service type, have been identified and documented by planning zone. B.3 Event outputs and outcomes are assessed for three (initial accrediting Section XII Service Gap Analysis agencies) to five (currently accredited agencies) immediately previousPage 91 years. C 213.4 The agency's risk identification, analysis, categorization, and Section VIII Risk Assessment Methodology, Classification, classification methodology has been utilized to determine and and Categories Page 35 document the different categories and classes of risks within each planning zone. B.5 Fire protection and detection systems are incorporated into the risk Section XI Target Hazards and Risk Categories Page 64 analysis. B.6 The agency assesses critical infrastructure within the planning zones Section XI Target Hazards and Risk Categories Page 64 for capabilities and capacities to meet the demands posed by the risks. 184 Table of Contents '_13.7 The agency engages other disciplines or groups within its community Section XII Absorption Page 91 to compare and contrast risk assessments in order to identify gaps or future threats and risks. :C 2C.1 Given the levels of risks, area of responsibility, demographics, and Section XI Service Level - Risk Categories Et Benchmarks socioeconomic factors, the agency has determined, documented, Page 57 and adopted a methodology for the consistent provision of service levels in all service program areas through response coverage strategies. :C 2C.2 The agency has a documented and adopted methodology for Section XI Performance - Baseline to Benchmark Page 64 monitoring its quality of emergency response performance for each service type within each planning zone and the total response area. 1C.3 Fire protection systems and detection systems are identified and Section XI Target Hazards and Risk Categories Page 64 considered in the development of appropriate response strategies. :C 2C.4 A critical task analysis of each risk category and risk class has been Section XI Performance - Baseline to Benchmark Page 64 conducted to determine the first due and effective response force capabilities and a process is in place to validate and document the results. :C 2C.5 The agency has identified the total response time components for Section XI Performance - Baseline to Benchmark Page 64 delivery of services in each service program area and found those services consistent and reliable within the entire response area. 1C.6 The agency identifies outcomes for its programs and ties them to the Section XI Distribution Page 92 community risk assessment during updates and adjustments of its programs, as needed. 1C.7 The agency has identified the total response time components for Section XI Service Level - Risk Categories Et Benchmarks delivery of services in each service program area and assessed those Page 57 services in each planning zone. :C 2C.8 The agency has identified efforts to maintain and improve Its Section XI Continuing Risk Et Service Analysis - Continuous performance in the delivery of its emergency services for the past Improvement Page 90 three (initial accreditation agencies) to five (currently accredited agencies) immediately previous years. 1C.9 The agency's resiliency has been assessed through its deployment Section XI Performance - Baseline to Benchmark Page 64 policies, procedures, and practices. 185 Table of Contents X 2D.1 The agency has a documented and adopted methodology for Section XII Service Gap Analysis assessing performance adequacy, consistency, reliability, Page 91 resiliency, and opportunities for improvement for the tot.al response area. !D.2 The agency continuously monitors. assesses and internally reports. at Section XII Service Gap Analysis least quarterly, on the ability of the existing delivery system to meet Page 91 expected outcomes and identifies and prioritizes remedial actions. :C 2D.3 The performance monitoring methodology identifies, annually, future Section XII Service Gap Analysis external influences, altering conditions, growth, and development Page 91 trends, and new or evolving risks, for purposes of analyzing the balance of service capabilities with new conditions or demands. '_D.4 The performance monitoring methodology supports the assessment of Section VIII Community Risk Assessment and Risk Levels the efficiency and effectiveness of each service program at least Page 35 annually in relation to industry research. ?D.5 Impacts of incident mitigation program efforts, such as community Section VIII Community Risk Assessment and Risk Levels risk reduction, public education, and community Page 35 service programs, are considered and assessed in the monitoring up V. 2D.7 M ' ID.10 process. Performance gaps for the total response area, such as inadequacies, Inconsistencies, and negative trends, are determined at least annually. The agency has systematically developed a continuous improvement plan that details actions to be taken within an identified timeframe to address existing gaps and variations. Section XII Service Gap Analysis Page 91 Section XIII Performance Maintenance and Improvement Plan Page 97 The agency seeks approval of its standards of cover by the authority Section XII Unit Reliability Page having jurisdiction (AHJ). 93 On at least an annual basis, the agency formally notifies the AHJ of Section XIII Annual Program Appraisal Page any gaps In current capabilities, capacity and the level of service 98 provided within its delivery system to mitigate the identified risks within its service area, as identified in its community risk assessment /standards of cover. The agency interacts with external stakeholders and the AHJ at least Section XIII External Stakeholder Input once every three years to determine the stakeholders' and AHJ's Page 98 expectations for types and levels of services provided by the agency. 186 Table of Contents 3A.1 The agency has a current and published strategic plan that has Section XIII Performance Maintenance and Improvement been submitted to the authority having jurisdiction. Plan Page 97 3A.2 The agency coordinates with the jurisdiction's planning component to Section XIII Annual Program Appraisal Page ensure the strategic plan is consistent with the community master 98 plan. :C 3B.1 The agency publishes current, general organizational goals and Section XIII Improvement Through Collaboration Page 97 S.M.A.R.T. objectives, which use measurable elements of time, quantity, and quality. These goals and objectives directly correlate to the agency's mission, vision and values and are stated in the strategic plan. 313.2 The agency conducts an environmental scan when establishing its Section XIII External Stakeholder Input goals and objectives. Page 98 :C 313.3 The agency solicits feedback and direct participation from Internal Section XIII Performance Maintenance and Improvement and external stakeholders in the development, implementation andPlan Page 97 evaluation of the agency's goals and objectives. i13.4 The agency uses internal input to implement and evaluate its goals Section XIII Performance Maintenance and Improvement and objectives and to measure progress in achieving the strategic Plan Page 97 plan. 313.5 The governing body reviews the agency's goals and objectives and Section XIII Performance Maintenance and Improvement considers all budgetary and operational proposals in order to ensure Plan Page 97 success. i13.6 When developing organizational values, the agency seeks input from Section XIII Performance Maintenance and Improvement its members and is in alignment with its community. Plan Page 97 :C 3C.1 The agency identifies personnel to manage its goals and objectives Section XIII Compliance Verification Reporting Page 97 and uses a defined organizational management process to track progress and results. :C 3C.2 The agency's personnel receive information explaining its goals and Section XIII Compliance Verification Reporting Page 97 objectives. iC.3 The agency, when necessary, identifies and engages appropriate Section XIII Performance Maintenance and Improvement external resources to help accomplish Its goals Plan Page 97 and objectives. 187 Table of Contents C 3D.1 The agency reviews its goals and objectives at least annually and Section XIII Performance Maintenance and Improvement modifies as needed to ensure they are relevant and contemporary. Plan Page 97 C 3D.2 The agency reviews, at least annually, its overall system Section XIII Performance Maintenance and Improvement performance and identifies areas in need of improvement, which Plan Page 97 should be considered for inclusion in the organizational goals and objectives. D.3 The agency provides progress updates, at least annually, on its goals Section XIII Performance Maintenance and Improvement and objectives to the AHJ, its members and the community it serves. Plan Page 97 4A.7 The agency's budget, short and long-range financial planning, and Section VII Finance Et Budget capital project plans are consistent with the agency's strategic plan Page 26 and support achievement of identified goals and objectives. 4C.1 Given current and forecasted revenues, the agency sustains the Section VII Fire Administration Programs Et Services Page 26 level of service adopted by the AHJ. .3 The agency budgets future asset maintenance and repair costs with Section VII Finance Et Budget related funding plans Page 26 5A.2 The code enforcement program ensures compliance with Section VII Fire Inspection Program Page 29 applicable fire protection laws, local jurisdiction, hazard abatement and agency objectives as defined in the community risk assessment/ standards of cover. 6 The agency sets specific, targeted, and achievable annual loss Section VI Community Consequences Page reduction benchmarks for fire incidents and fire casualties based 17 upon the community risk assessment and baseline performance. 5A.7 The agency conducts a formal and documented program appraisal, Appendix F 5A Prevention Program Appraisal Page 142 at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk based on the community risk assessment/standards of cover. 5B.1 The public education program targets specific risks, behaviors and Section VII Fire Safety Et Prevention Program and Services audiences identified through incident, demographic and program Page 27 188 Table of Contents data analysis and the community risk assessment/standards of cover. B.3 Programs are in place to identify large loss potential or high -risk audiences (such as low socioeconomic status, age, and cultural/ ethnic differences, where appropriate), forge partnerships with those who serve those constituencies, and enable specified programs to mitigate fires and other emergency incidents (such as home safety visits, smoke alarm installations, free bicycle helmet programs, fall prevention programs, etc.). C 513.4 The agency conducts a formal and documented program appraisal, at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk. Section VII Fire Safety Et Prevention Program and Services Page 27 Appendix F 5B Public Education Program Appraisal Page 144 5C.4 The agency conducts a formal and documented program appraisal, Appendix F 5C Investigation Program Appraisal Page 146 at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk. 5D.1 The agency maintains a local emergency operations/all-hazards Appendix F 5D Domestic Preparedness Program Appraisal plan that defines roles and responsibilities of all participating Page 148 departments and/or external agencies. The agency participates in maintaining and revising the plan with the AHJ. D.5 The agency conducts and documents a vulnerability assessment and has operational plans to protect the agency's specific critical infrastructure, including but not limited to materials, supplies, apparatus, facilities security, fuel, and information systems. D.6 The agency has a documented continuity of operations plan that is reviewed annually and updated at least every five years to ensure essential operations are maintained. C 5D.9 The agency conducts a formal and documented program appraisal, at least annually, to determine the program's impacts and outcomes, and to measure performance and progress in reducing risk. Appendix F 5D Domestic Preparedness Program Appraisal Page 148 189 Table of Contents 5E.1 Given the agency's community risk assessment/standards of cover Appendix F 5E Fire Suppression Program Appraisal Page 150 and emergency performance statements, the agency meets its staffing, response time, station(s), pumping capacity, apparatus and equipment deployment objectives for each type and magnitude of fire suppression incident(s). 5E.3 The agency conducts a formal and documented program appraisal, Appendix F 5E Fire Suppression Program Appraisal Page 150 at least annually. to determine the impacts, outcomes, and effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. 5F.1 Given the agency's community risk assessment/standards of cover Section XI Emergency Medical Services Program Page 66 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of emergency medical incident(s). 5F.2 The agency has standing orders/protocols in place to direct EMS Appendix F 5F EMS Program Appraisal Page response activities to meet the stated level of EMS response 152 including determination criteria for specialty transport and receiving facility destination. 5F.5 The agency creates and maintains a patient care record. hard copy Appendix F 5F EMS Program Appraisal Page or electronic. for each patient encountered. This report records a 152 provider impression, patient history, data regarding treatment rendered and the patient disposition. The agency must make reasonable efforts to protect reports from public access and maintain them as per local, state/provincial, and federal records retention requirements. F.7 The agency has a quality Improvement/quality assurance (QI/QA) program in place to improve system performance and patient outcomes including provisions for the exchange of patient outcome data between the agency and receiving facilities. F.8 The agency has implemented or developed a plan to implement a cardiopulmonary resuscitation (CPR) and public access defibrillation program for the community. 190 Table of Contents 5F.9 The agency conducts a formal and documented program appraisal, Appendix F 5F EMS Program Appraisal Page at least annually, to determine the impact, outcomes, and 152 effectiveness of the program and to measure its performance toward meeting the agency's goals and objectives. 5G.1 Given the agency's community risk assessment/standards of cover Section XI Technical Rescue Services Program Page 67 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus, and equipment deployment objectives for each type and level of risk of a technical rescue incident(s). 5G.2 The agency conducts a formal and documented program appraisal, Appendix F 5G Technical Rescue Program Appraisal Page at least annually, to determine the impacts, outcomes, and 154 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. :C 51-1.1 Given the agency's community risk assessment/standards of cover Section XI Hazardous Materials Services Program Page 68 and emergency performance statements, the agency meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of hazardous materials incident(s). The agency complies with all aspects of applicable hazardous materialSection VII Firefighter Safety Et Training Division Programs Et regulations such as annual refresher training, medical monitoring of Services Page 32 response personnel, annual physical examinations as applicable per standards, and exposure record retention. :C 51-1.3 The agency conducts a formal and documented program appraisal, Appendix F 5H Hazmat Program Appraisal at least annually, to determine the impacts, outcomes, and Page 156 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. :C 51.1 Given the agency's community risk assessment/standards of cover Section XI Aircraft Rescue Firefighting (ARFF) Services and emergency performance statements, the agency meets Its Program Page 69 staffing, response time, station(s), extinguishing agent requirements, apparatus and equipment deployment objectives for each type and magnitude of aviation incident. 191 Table of Contents 51.2 The agency conducts a formal and documented program appraisal, Appendix F 51 ARFF Program Appraisal Page at least annually, to determine the impacts, outcomes, and 158 effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives 5J.1 Given the agency's community risk assessment/standards of cover Does not apply to the Fayetteville Fire and emergency performance statements, the agency meets its Department staffing, response time, station(s). extinguishing agency requirements, apparatus and equipment deployment objectives for each type and magnitude of marine and shipboard incident. 5J.2 The agency conducts a formal and documented program Does not apply to the Fayetteville Fire appraisal, at least annually, to determine the impacts, outcomes, Department and effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. 5K.1 Given the agency's community risk assessment/standards of cover Does not apply to the Fayetteville Fire and emergency performance statements, the agency Department meets its staffing, response time, station(s), apparatus and equipment deployment objectives for each type and magnitude of wildland fire services incident. 5K.2 The agency has developed a wildland risk assessment including: a Does not apply to the Fayetteville Fire fuel management plan, a fire adapted communities plan, and an Department inspection and code enforcement program. 5K.3 The agency conducts a formal and documented program appraisal, Does not apply to the Fayetteville Fire at least annually, to determine the impact, outcomes, and Department effectiveness of the program, and to measure its performance toward meeting the agency's goals and objectives. L Your agency must insert appropriate performance indicators and/or core competencies in the area below when other programs are considered. - - AM The development, construction or purchase of physical resources is consistent with the agency's goals and strategic plan. 192 Table of Contents 6A.2 The governing body, administration and staff are involved in the Section VII Planning Page 26 planning for physical facilities. .1 Each function or program has adequate facilities and storage space Section VII Fayetteville Fire Department Facilities, Staffing (e.g., operations, prevention, training, support services and >t Apparatus Page 21 administration). 613.3 Facilities comply with federal, state/provincial, and local codes andSection VII Fayetteville Fire Department Facilities, Staffing regulations at the time of construction; required upgrades for Et Apparatus Page 21 safety are identified and, where resources allow, addressed. For those Items that warrant further attention, a plan for implementation is identified in the agency's long-term capital improvement plan (i.e., fire alarm systems, sprinkler system. seismic, vehicle exhaust system, asbestos abatement, etc.) 6C.1 Apparatus and vehicle types are appropriate for the functions Section VII Fayetteville Fire Department Facilities, Staffing served (e.g., operations, staff support services, specialized >t Apparatus Page 21 services, and administration). .2 A current replacement schedule exists for all apparatus and support vehicles based on current federal and state/provincial standards. vehicle condition. department needs and requirements. 6D.5 The inspection, testing, preventive maintenance, replacement Section VII Equipment Maintenance and Repair Page 26 schedule and emergency repair of all apparatus are well established and meet the needs of the agency. .1 Tools and equipment are distributed appropriately. are in adequate quantities and meet the operational needs of the specific functional area or program (e.g., fire suppression, prevention, investigations, hazmat, etc.). .2 Tool and equipment replacement are scheduled, budgeted, and implemented, and is adequate to meet the agency's needs. 6E.3 Equipment maintenance, testing and inspections are conducted by Section VII Equipment Maintenance and Repair Page 26 qualified personnel, following manufacturer's recommended schedules. 5 Supplies and materials allocation is based on established objectives and appropriate to meet the operational needs of the specific functional area or program (e.g., fire suppression, prevention, investigations, hazmat, etc.), and is compliant with local, state/provincial, and national standards. 193 Table of Contents 1 Safety equipment is identified and distributed to appropriate personnel. .1 A mechanism is in place to identify and announce potential entry- level, lateral, and promotional positions. .10 The agency conducts workforce assessments and has a plan to address projected personnel resource needs, including retention and attrition of tenured and experienced employees. 8A.1 The organization has a process in place to identify training needs, Section VII Firefighter Safety Et Training Division Programs Et including tasks, activities, knowledge, skills, and abilities. Services Page 32 2 The agency's training program is consistent with the mission Section VII Firefighter Safety Et Training Division Programs Et statement, goals, and objectives, and helps the agency meets those Services Page 32 goals and objectives. 4 The agency identifies minimum levels of training and education Section VII Training Et Education Programs required for all positions in the organization. Page 33 .1 A process is in place to ensure that personnel are appropriately Section VII Training Et Education Programs trained. Page 33 .3 The agency evaluates individual and crew performance through Section VII Training Et Education Programs validated and documented performances -based measurements. Page 33 .4 The agency analyzes student evaluations to determine reliability of training conducted. 8B.6 The agency conducts a formal and documented program appraisal, Appendix F 8B Training Program Appraisal at least annually, to determine the program's effectiveness and Page 160 compliance with meeting the needs of the organization. BC.2 The agency has access to instructional personnel, within the Section VII Training Et Education Programs organization or from identified external resources, with teaching Page 33 qualifications and expertise to meet its needs. 8C.8 Training materials are evaluated, at least annually, to reflect Section VII Training Et Education Programs current practices and meet the needs of the agency. Page 33 194 Table of Contents 9A.1 The agency establishes minimum fire flow requirements for new Section VI Water Page 13 development in accordance with nationally and/or internationally recognized standards and includes this information in the fire risk evaluation and pre -incident planning process. 9A.2 An adequate and reliable water supply is available for firefighting Section VI Water Page 13 purposes for identified risks. The identified water supply sources are adequate in volume and pressure, based on nationally and/or internationally recognized standards, to control and extinguish fires. A.4 The agency maintains copies of current water supply sources and annually reviews fire hydrant maps for its service area to ensure they are accurate. A.5 Fire hydrant adequacy and placement are based on nationally and/or internationally recognized standards and reflect the hazards of the response area. A.6 Public fire hydrants are inspected, tested, maintained, visible, and accessible in accordance with nationally and/or internationally recognized standards. The agency's fire protection -related processes are evaluated, at least annually, to ensure adequate and readily available public or private water. A.7 The agency identifies, plans and trains for the possibility of a water supply system failure, including fire hydrants with insufficient capacity and areas where fire hydrants are unavailable or inaccessible. A.8 The agency has operational procedures in place outlining the available water supply and reviews those procedures as part of their documented review policy. 9B.1 A system is in place to ensure communication with portable, Section VI Communication Page mobile, and fixed communications systems in the field. When an 12 area is identified as not allowing for adequate emergency scene communication, such as inside buildings or below grade level, an operational plan is documented and tested. 195 Table of Contents )B.3 The agency's communications center(s) is/are adequately equipped Section VI Communication Page and designed (e.g., security, telephones, radios, equipment status, 12 alarm devices, computers, address files, dispatching circuits, playback devices, recording systems, printers, consoles, desks, chairs, lighting, and map displays). )B.5 Adequate numbers of fire or emergency telecommunicators, Section VI Communication Page supervisors, and management personnel are on duty to handle the 12 anticipated call volume. )B.7 The agency has established time -based performance objectives for Section VI Communication Page alarm handling. These objectives are formally communicated to 12 communications center managers through direct report, contracts, service level agreements and/or memorandums of agreement and are reviewed at least annually to ensure time -based performance objectives are met. )B.9 The interoperability of the commendations system is documented, Section VI Communication Page tested, and evaluated. The agency has processes in place to provide 12 for interoperability with other public safety agencies in the field including portable, mobile, and fixed communications systems, tools, and equipment. )B.10 The dispatch process utilizes a formal and recognized emergency medical dispatch (EMD) system that allows for pre -arrival instructions and adequate triaging of medical calls for service. )B.11 The agency has a documented and tested system in place for the Section VI Communication Page notification and recall of off -duty agency personnel and 12 telecommunicators for unplanned, large-scale incidents. )B.12 The agency has a documented plan, which is reviewed and tested Section VI Communication Page annually, to ensure continuity in communicating during any partial or 12 total disruption or failure of a communications system or facility. )B.13 A formal and documented appraisal is conducted, at least annually, toAppendix F 9B Communications Program Appraisal Page 162 determine the effectiveness of the emergency communications systems and their impact on meeting the agency's goals and objectives. :C 9C.1 The administrative support services are appropriate for the Section VI Fire Administration Programs &t Services Page 26 agency's size, function, complexity, and mission, and are adequately managed. 196 Table of Contents 9C.3 Organizational documents, forms, standard operating procedures Section VII Planning Page 26 or general guidelines, and manuals are reviewed at least every three years and updated as needed for all agency programs. 9D.1 Hardware, software, and IT personnel are appropriate for the Section VII Fire Administration Programs 8t Services Page 26 agency's size, function, complexity, and mission. )D.2 Software systems are integrated, and policies are in place addressing data governance, data accuracy and data analysis. )D.3 A comprehensive technology plan is in place to update, evaluate and procure hardware and software. )D.4 A cybersecurity policy is in place to protect the integrity of the infrastructure, including networks, programs, and devices, from unauthorized access that could disrupt essential services. X 10A.1 The agency develops and maintains external relationships that Section VI Service Area Boundaries Page 8 support its mission, operations and/or cost-effectiveness. 10A.2 The agency's strategic plan identifies relationships with external Section VI Service Area Boundaries Page 8 agencies/systems and outlines a process to identify any impact or benefit to the agency's mission, operations, or cost-effectiveness. IOA.3 The agency researches, evaluates and considers all types of functional Section VI Service Area Boundaries Page 8 relationships that may aid in the achievement of its goals and objectives. X 10B.1 External agency agreements are reviewed every three years and Section VI Service Area Boundaries Page 8 revised as necessary to meet objectives. 1013.2 The agency has a process to manage. review and, if needed, revise Section VI Service Area Boundaries Page 8 agreements. 1013.3 The agency evaluates external agency performance annually to ensure that external agencies are capable and effective in supporting the agency's goals and objectives. 197 Table of Contents 1A.4 The agency has established and communicated procedures and Section VI Occupational Health and Safety Training Progra guidelines for preventing the transmission of blood -borne pathogens Page 33 and other infectious diseases and reducing exposure to harmful chemicals. Guidelines should include an improvement of practices process. C 11A.5 The agency's occupational health and safety training program Section VII Firefighter Safety Programs instructs the workforce in general safe work practices, from point Page 32 of initial employment through each job assignment and/ or whenever new substances, processes, procedures, or equipment are introduced. It provides instructions on operations and hazards specific to the agency. 1A.6 The agency uses near miss reporting to elevate the level of situational awareness to teach and share lessons learned from events that could have resulted in a fatality, injury, or property damage. 1A.8 The agency incorporates risk management practices to increase the level of decision -making and the ability to identify unsafe conditions and practices during emergency operations. 1A.9 The agency has adopted a comprehensive program to address direct- Section VII Occupational Health and Safety Training Program and cross -contamination of clothing, personal protective equipment, Page 33 other equipment, apparatus, and fixed facilities. 1A.11 The agency has established procedures to ensure effective and Section VII Fayetteville Fire Department Organizational qualified deployment of an Incident Safety Officer to all risk events. Structure Page 19 1A.12 The agency establishes and consistently follows procedures for maintaining accountability of all personnel operating at all risk events. C 11 B.6 A formal and documented appraisal is conducted, at least annually, Appendix F 11 B Wellness and Fitness Program Appraisal to determine the effectiveness of the wellness/ fitness programs Page 164 and its impact on meeting the agency's goals and objectives. 198 Table of Contents References ARDOT. (2022). Annual Average Daily Traffic Estimates by City. Arkansas Department of Transportation. Fayetteville, Arkansas: ARDOT. Retrieved November 8, 2023, from https://www.ardot.gov/wp- content/ uploads/ Fayetteville. pdf Black Hills Energy. (2022). 2022 Corporate Sustainability Report. Retrieved October 14, 2023, from https: / /www. blackhillsenergy.com/sites/blackhillsenergy.com /files/615403_23_2022%20Sustainabilit y%20Report%20fi nal. pdf Bryan, Wayne - Arkansas Democrat -Gazette. (2012, June 10). State Adopts Smart911, Price Tag. Retrieved November 30, 2023, from Arkansas Democrat -Gazette: https: //www.arkansasonline.corn/news/2012/jun110/state-adopts-smart911-price-tag-20120610/ City of Fayetteville GIS Division. (2022). Geographic Information Systems. Fayetteville: CoF GIS. Retrieved July 5, 2022 City of Fayetteville, Arkansas. (2020). City Plan 2040. Geographic Information System (GIS). Fayetteville: City of Fayetteville, Arkansas. Retrieved November 13, 2023, from https://www.fayetteville- ar.gov/Docu mentCenter/ View/ 183631 City- Plan -2040-Update-V-1-9-2020 City-Data.com. (2020). Fayetteville, Arkansas Median Income Map 2020. Retrieved November 15, 2023, from https: / /bit. ty/40CsW[G City-Data.com. (2021). Fayetteville, Arkansas Data. Retrieved November 9, 2023, from https://www.city- data.com/city/Fayettevitte-Arkansas.htmI Federal Avation Administration. (11 /2/2023). (4AR8) WASHINGTON RGNL LANDING. Retrieved November 29, 2023, from https://adip.faa.gov/agis/public/#/airportData/4AR8 Federal Aviation Administration. (11 /2/2023). (FYV) DRAKE FLD. Retrieved November 29, 2023, from https: //adip.faa.gov/agis/public/#/airportData/FYV JHB Group. (2022). AIR Fire Extinguisher Training. Retrieved February 16, 2024, from JHB AIR FIRE EXTINGUISHER TRAINING: https://www.jhbgroup.org/fiar-fire-extinguisher.htmt NIOSH. (2001, October 30). Roof Collapse Injures Four Career Fire Fighters at a Church Fire - Arkansas. Retrieved 2 26, 2024, from F2001-03: https://www.cdc.gov/niosh/fire/reports/face200103.html NOAA. (March 15, 2021). Fayetteville All -Time Weather Extremes. National Oceanic and Atmospheric Administration. Fayetteville, AR: National Weather Service. Retrieved 11 8, 2023, from https://www.weather.gov/tsa/climo—fyv—rec Ozarks Electric. (2023). Press Information. Retrieved 2 21, 2024, from Ozarks Electric Cooperative: https: / /www.ozarksecc.com /press/overview#: —:text=Besides%20167%20megawatts%20of%20hydro,w aste%20recyc [in g%20faci lity%20in%20Tontitown. Ozarks Electric Cooperative. (2023). Service Area Map. OEC. Retrieved from https: / /www.ozarksecc.com/pdfs/OzarksE[ectric-ServiceAreaMap-Web.pdf Photo by J.T. Wampler-courtesy Northwest Arkansas Democrat/Gazette. (2023). FFD Fire Education Dogs. Retrieved 2 23, 2024, from https://www.nwaontine.com/news/2023/jut/17/dalmatians-bring-much- needed-relief-fi re-safety-awareness-to-fayettevi tie 199 Table of Contents Sothwesterm Electric Power Company. (2018). SWEPCO Territory Map with Cities. Retrieved from https: //www.swepco.com/lib/docs/company/about/SWEPCOServiceTerritory_Cities2018.pdf United States Department of Agriculture. (2003). FAYETTEVILLE Series - Official Soil Series Descriptions. USDA. Retrieved 11 9, 2023, from https: / /soi[series.sc. egov. usda. gov/OSD_Docs/ F/ FAYETTEVI LLE. html US Census Bureau. (2020). 2020 51901 Table. Retrieved November 14, 2023, from https: / /data. census. gov/table/ACSST5Y2020. 51901?t=Income+and+PovertyEtg=860XX00US72701,7270 3, 72704Ety=2020Ettp=false US Census Bureau. (2023). Quick Facts Fayetteville, Arkansas. Fayetteville, Arkansas. Retrieved November 9, 2023, from https://www.census.gov/quickfacts/fact/table/fayetteviIlecityarkansas/PST045222 200 Table of Contents