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HomeMy WebLinkAboutCC-08-05-13-01 Carmel Fire Dept. Standards of Cover and Strategic PlanSPONSORS: Councilors Finkam, Rider, Schleif and Carter RESOLUTION CC- 08- 05 -13 -01 A RESOLUTION OF THE COMMON COUNCIL OF THE CITY OF CARMEL, INDIANA, ADOPTING THE CITY OF CARMEL FIRE DEPARTMENT STANDARDS OF COVER AND STRATEGIC PLAN WHEREAS, the City of Carmel Fire Department ( "CFD ") has a mission statement, core values, and a vision statement to guide it in providing fire and medical services to the community; and WHEREAS, the CFD also uses standard operating procedures, emergency operating procedures, and operational guidelines to establish service level objectives pertaining to its response to fires, emergency medical service incidents, hazardous material spills, and other operational activities; and WHEREAS, the CFD has applied for accreditation through the Commission on Fire Accreditation International ( "CFAI "), which accreditation requires, in addition to the above, the implementation of Standards of Cover and a Strategic Plan; and WHEREAS, Standards of Cover address the proper distribution and concentration of the CFD's fixed and mobile resources; and WHEREAS, the Strategic Plan establishes comprehensive vision and mission statements for the CFD and identifies the core values that embody how the CFD will implement its mission; and WHEREAS, in addition to the above, the CFAI accreditation process requires the Common Council of the City of Carmel, Indiana ( "Common Council "), to affirmatively indicate its support for the CFD's Standards of Cover and Strategic Plan; and WHEREAS, the Common Council hereby adopts and approves the CFD's Standards of Cover and Strategic Plan, the same being attached hereto and marked as Exhibit A and B, respectively. NOW, THEREFORE, BE IT RESOLVED by the Common Council of the City of Carmel, Indiana, as follows: Section 1. The foregoing Recitals are incorporated herein by this reference. Section 2. The Carmel Fire Department's Standards of Cover and Strategic Plan are hereby approved and adopted pursuant to and in accordance with the terms of this Resolution. Section 3. This Resolution shall take effect immediately upon its adoption. Page One of Two Pages This Resolution was prepared by Douglas C. Haney, Carmel City Attorney, on 07/10/13 at 1:35 p.m. No subsequent revision to this Resolution has been reviewed by Mr. Haney for legal sufficiency or otherwise. Z: \E Bass\My Documents \Resolutions- CCC12013\ADOPT Fire Dept Standards 8 Strategic Plan.docx7 /10/20131:37 PM SPONSORS: Councilors Finkam, Rider, Schleif and Carter PASSED by the Common Council of the City of Carmel, Indiana, this day of , 2013, by a vote of -7 ayes and 0 nays. COMMON COUNCIL FOR THE CITY OF CARMEL Pres}, in g Off Richard Ro ' ld E. Carter ;4 Pro Tempore ATTE am A Dian L. Cordray, IAMC, Clerk -Tre er 77 evin D. Rider ilL3, A CaroPSchleif W. Eric Seid: sticker ci Snye - n ` / Prese ted by me to the Mayor of the City of Carmel, Indiana this crO P .M. day of (2./U , 2013, at Diana L. Cordray, IAMC, Clerk -T,' urer O� Appr ved by me, the Mayor of the City of Carmel, Indiana, this S day of .M. ATTEST: Diana L. Cordray, IAMC, Clerk- Treasurer Resolution CC- 08- 05 -13 -01 Page Two of Two Pages , 2013, at JO es Brainard, Mayor This Resolution was prepared by Douglas C. Haney, Carmel City Attorney, on 07/10/13 at 1:35 p.m. No subsequent revision to this Resolution has been reviewed by Mr. Haney for legal sufficiency or otherwise. Z: \E Bass\My Documents \Resolutions- CCC\2013\ADOPT Fire Dept Standards & Strategic Plan.docx7 /1 0/201 3 1:37 PM Cittei itp Carmel Fire Department Standards of Cover - 2013 Edition cualEte Table of Contents EXECUTIVE SUMMARY COMPONENT A - DESCRIPTION OF COMMUNITY SERVED DEMOGRAPHICS DEPARTMENT HISTORY AND MILESTONES STAFFING RESOURCES FUNDING SOURCES TOPOGRAPHY CLIMATE SERVICE AREA DEVELOPMENTS WITHIN THE SERVICE AREA COMPONENT B - REVIEW OF SERVICES PROVIDED 5 8 11 11 12 13 13 14 15 EXISTING DEPLOYMENT DISPATCH IMPACT ON DEPLOYMENT HAZARDOUS MATERIALS RESOURCES EMERGENCY MEDICAL SERVICE (EMS) STATION LOCATIONS AND APPARATUS ASSIGNMENTS MUTUAL AID RESPONSE AGREEMENTS COMPONENT C - COMMUNITY EXPECTATIONS AND PERFORMANCE GOALS 15 16 17 17 18 22 22 COMMUNITY EXPECTATIONS COMMUNITY GOALS COMPONENT D - OVERVIEW OF COMMUNITY RISK ASSESSMENT 22 23 24 BUILDING HAZARD RISK ANALYSIS SCORES COMMUNITY NON -FIRE RISK ASSESSMENT 29 32 COMPONENT E - HISTORICAL PERSPECTIVE AND PERFORMANCE 37 2 Carmel Fire Department Standards of Cover - 2013 Edition FIRE DETECTION AND BUILDING CONSTRUCTION IMPACT ON DEPLOYMENT 37 INSURANCE - INDUSTRY_ IMPACT_ON.DEPLOYMENT--- . - - - - -- 37 FIRE SUPPRESSION PERFORMANCE GOAL 41 FIRE SUPPRESSION RESPONSE TIME OBJECTIVE 41 EMERGENCY MEDICAL SERVICE (EMS) PERFORMANCE GOAL 43 EMS RESPONSE TIME OBJECTIVE 45 SPECIAL OPERATIONS PERFORMANCE GOALS 45 ON SCENE OPERATIONS, CRITICAL TASKING AND EFFECTIVE RESPONSE FORCE 46 ON SCENE OPERATIONS 47 STRUCTURE FIRE CRITICAL TASKING 48 EMERGENCY MEDICAL SERVICES CRITICAL TASKING 51 SPECIAL OPERATIONS CRITICAL TASKING 51 ESTABLISHMENT OF AN EFFECTIVE RESPONSE FORCE 52 CRITICAL TASK RESOURCES BY FIRE RISK TYPE 53 DISTRIBUTION 54 CONCENTRATION 54 RELIABILITY 61 COMPONENT F - PERFORMANCE OBJECTIVES AND MEASURES 62 DISPATCH 64 TURNOUT RESPONSE TIMES 65 EMS TURNOUT RESPONSE 65 FIRE TURNOUT RESPONSE 65 HAZMAT TURNOUT RESPONSE 65 TECHNICAL RESCUE TURNOUT RESPONSE 65 TRAVEL TIME RESPONSE 65 FIRE TRAVEL TIME RESPONSE 65 EMERGENCY MEDICAL SERVICES TRAVEL TIME RESPONSE 66 HAZMAT AND WEAPONS OF MASS DESTRUCTION (WMD) TRAVEL TIME RESPONSE 66 TECHNICAL RESCUE TRAVEL TIME RESPONSE 66 COMPONENT G - COMPLIANCE METHODOLOGY 67 COMPONENT H - OVERALL EVALUATION 70 Executive Summary 3 Carmel Fire Department Standards of Cover - 2013 Edition The Carmel Fire Department is committed to providing the highest quality of service to the public as possible. In an effort to assess this goal, the Carmel Fire Department has employed a comprehensive approach to analyzing the department and the community it serves. In such a comprehensive approach, the Carmel Fire Department has assessed the level of risk within the community and weighed that risk with current response capabilities. The elements studied are the community expectations and performance goals, a community risk assessment, and performance objectives and measures. Component A - Description of Community Served On April 13, 1837 John Felps, Alexander Mills, Seth Green, and Daniel Warren laid out the Town of Bethlehem, Indiana, which consisted of 14 plots of land, and was inhabited by Delaware Indians and Quakers. The first general store was constructed in 1837, with the first school house being constructed in 1845. In 1846 a post office was established, however the residents were soon notified that there was already another town registered with the name of "Bethlehem" in Indiana. Consequently in 1874, by a referendum vote 33 to 12, the town was officially incorporated and adopted the name "Carmel ". Westfield Westfield fI 5 'i -cr "! Community Profile .•:?:•see• f 4 Z Carmel Fire Department Standards of Cover - 2013 Edition According to the United States Census Bureau, the median household income in the City of Carmel /Clay Township was $106;071, with a median family income of 123,599 There "are 32,375 housing units at an average density of 1717.2 per square mile. The median listing price for a home in 2012 was $357,450.00. The median price for a home sold throughout the city and township was $274,959.00. The median household income for the area is $112,259.00 and the median family income is $130,767.00. The Carmel Clay school system has 11 elementary schools, 3 middle schools, and one high school, comprising a total enrollment above 15,875 students, with a graduation rate of 96.5 %. The Meridian corridor (along U.S. 31) has a large concentration of corporate offices and medical facilities within the city. It is home to more than 40 corporate headquarters, and many regional offices. The City of Carmel was voted as the #1 "Best Place to Live" by CNN Money Magazine in 2012. Demographics In 1900 the population of the City of Carmel /Clay Township was 498. In 2010, according to the United States Census Bureau, the City of Carmel /Clay Township had grown to an astounding population of 83,293 in 2010. 6867x7 1900 1910 1920 1930 1940'1950 1960, 1970 1980 1990 2000 2005 2007 2010 5 Carmel Fire Department Standards of Cover - 2013 Edition IIi 1 D MAT WS City of Carmel Population Data PnPtdation Jatn /snm U.S. Cc...n, 10! 0 Population by Sex 2010 Census Population 1- 100 101 - 200 201 - 300 301 - 400 401 - SOO 501 - 600 601 • 700 6 Carmel Fire Department Standards of Cover - 2013 Edition Population by Over 18 efaitsrlIVIS Population by Age Population by Age Bracket -pti 'atom,'" 25000 0 vi,v4ral f:1.04.1.44 .20-24 . 25-34 -35-49- 50=64' , 65'& Over 7 Carmel Fire Department Standards of Cover - 2013 Edition g mamma Population by Race Department History and Milestones The Carmel Fire Department was established in 1900 as a volunteer department. In 1913, after a major fire, the town purchased a two wheeled soda /acid chemical tank and then placed Pyrene® pump fire extinguishers on several porches around town. In 1921, the town purchased Carmel's first motorized Model T fire truck with 3 chemical tanks and hose. In 1927, the State legislature passed a law empowering the township trustees to purchase and maintain a fire truck. Under the leadership of R.J. Follett, a meeting of the town board of Carmel, trustees of Clay and Delaware townships, and representatives from two leading insurance companies met and purchased the first joint town - township owned fire truck (without a pump) in the state of Indiana. The volunteer fire department of Carmel /Clay was formed within the Carmel Garage, it was located on west main street, was transformed into a firehouse, was open 24 hours a day, and became the first fire house in the area. Rue Hinshaw was the first volunteer fire chief for the Town. 8 Carmel Fire Department Standards of Cover - 2013 Edition CUICIITAS In 1945, Donald Swails Jr. was appointed as the volunteer fire chief, at which time the town acquired its first pumper fire truck. In 1950, Carmel firefighters constructed its first fire station located at 210 1st Avenue S.W., which was located two blocks south of the downtown district. The construction was completed with many hours donated by firefighters and a large portion of the building materials were also donated. Firefighters received $2.00 for responding on each run and to help defray the cost of the construction, many of them gave the money back to the fire department. In 1956, the Town Board appointed volunteer Chief Donald Swails Jr. as the first full -time "paid" member with its first annual budget of $11,500.00. Chief Donald Swails was promoted to chief after serving eleven years with the all volunteer department. In 1963, James Martin Sr.'s Garage (auto repair) at 102nd and U.S. 421 on the far west side became Carmel's station# 42. It remained in service for over 7 years, until the town built its own building. In 1965, the beginning of EMS was formed for the town /township with the conversion of a 1965 Dodge Van for its first ambulance. Five years later, four firefighters became the first state of Indiana certified Emergency Medical Technicians (EMT's) for the department. In 1971, a new station 42 was constructed to protect the western portion of the township at 2410 W. 116th Street. In 1975, station 43 was built and dedicated at 3242 East 106th Street. John Hensel who owned several farming acres in the area donated the property to the city. 1979 saw the beginning of a more advanced EMS program under the combined leadership of Chief Swails and Clay Township Trustee John Hensel. In 1981, the switch from a volunteer department to a paid career department became a reality and the department had forty -two (42) members. Along with this achievement, Station 44 was built and opened for business at 5032 East Main Street. On June 23, 1982 Chief Donald Swails Jr. died. On August 2, 1982, 9 Carmel Fire Department Standards of Cover - 2013 Edition 01111404, D adz swia Assistant Chief Steven A. Couts was named Carmel's new fire chief by Mayor Jane Reiman. In 1987, the new-fire- headquarters-station 41 was constructed on south Rangeline road at 2 Civic Square. This building was built to replace the antiquated station that was located in downtown district. This station was constructed by the city of Carmel; it houses the departments' administrative offices as well as on duty personnel. This was the first of three buildings to be constructed in the area that is now known as Civic Square, which also includes Carmel City Hall and the Carmel Police Department. The department's annual operating budget for 1987 was $2,055,394.00. In 1995, the focus of the department changed in providing additional service to the community. With that (8) FF /Paramedics were hired which allowed the Department to provide Advance Life Support (ALS) to the citizens of Carmel. The departments' current paramedic staffing level for 2012 is an astonishing 46 paramedics. September 3, 1995 Fire Chief Steven A. Couts retired from the Carmel Fire Department after serving for over 30 years. In 1997, the Clay Township Trustee opened and dedicated station 45 located at 10701 North College Avenue. January 1, 1996, Mayor James Brainard appoints Assistant Chief Douglas Callahan as the new fire chief. Station 42 was relocated once more in 2002, when the Clay Township Trustee built a new 15,000 square foot fire station at 106th and Shelborne Road. Additionally, the same year, the Township Trustee also built the sixth fire station located at 540 West 136th Street. On September 16, 2003, retired Fire Chief Steven A. Couts passed away. Subsequently fire headquarters was dedicated as the Steven A. Couts Fire Headquarters. January 1, 2007, Fire Chief Douglas Callahan retired after serving the city of Carmel for 34 years. Two days later, Mayor James Brainard appointed Keith D. Smith as the new fire chief. In June 2010, the Carmel Fire Department took delivery of its first "Tiller" tractor drawn aerial unit. This tiller is housed at station 41. On December 31, 2012, Fire Chief Keith D. Smith officially retired from the Carmel Fire Department and on January 1, 2013 the Mayor appointed Matthew D. Hoffman as Carmel's Fire Chief. As of now, the Carmel Fire Department employs 152 sworn firefighting personnel, 9 civilian personnel and has six (6) fire stations with a population of approximately 82,000 citizens. 10 Carmel Fire Department Standards of Cover - 2013 Edition Although the call volume had increased from 2953 runs in 1996 to 5882 runs in 2012, the number of full - time firefighters has increased from `eighty -six to one - hundred and fifty -two and the civilian staff was increased from three to nine. Staffing Resources The Carmel Fire Department utilizes the Kelly day work schedule. Meaning personnel are assigned to a particular shift, either "A ", "B ", or "C" Shift. A particular crew works 24 hours on duty, off 24 hours, on duty 24 hours; off 24 hours, on duty 24 hours and then off for 96 hours and it is a continually repeating schedule. The Carmel Fire Department division chiefs, administrative and civilian personnel work Monday through Friday, 8:00 — 4:30 pm. Funding Sources Total funding is generated in part or as a whole by local property taxes, COIT (County Option Income Tax) and ambulance usage fees. Amazingly enough, the Carmel community has weathered the ;A� e 2013 EL FIREFIGHTER (24::40) cr7 £��9GIF°f 439,E 41#47 NWT 91,417 J*0W3Y 1166 W 1 6 $ n- 2RDARY 4 11 4 W T 6 1 144201 1 5 1 W 1 7 1 1 2 5 4 6 8 7 1.254 1 2 2 8 0 to 11 12 18 14 6 8 7 8 9 10 11 4 6 8 7 8 6 10 16 10 17 18 18 IT 21 12 13 14 16 18 17 18 11 12 13 14 16 18 17 22 23 24 26 28 27 28 10 20 21 22 22 24 26 19 18 20 21 32 23 24 29 22 31- -= -- -- -=- 28 27_28 28' _- .. _.. ___ 36 73 27 ffi 22 80 81 APRIL 1 A 1 W 1 6 6 MAY 4 5 1 W t 8 1 JULE 4 5 1 W T 1 8 1 2 3 4 .6 8 7 1 2 8 4 6 1 2 8 8 10 11 12 18 14 8 7 8 9 10 11 12 3 4 6 6 '7 8 0 16 16 17 18 19 20 .21 13 14 16 10 17 18 18 10 11 12 13 14 16 18 22 28 24 26 29 27 28 20 21 22 23 24 .21 28 17 18 18 20 21 22 .22 29 30 27 28 28 20 31 24 26 26 27 28 29 S8 LULY 1 11 6 5 7 6 1 1 AI'1t5f 1 1 1 1 6 1 8 1 6 6 SEPTEMBER 1 6 1 1 5 7 1 6 1 2 0 4 6 8 7 1 2 .8 4 1 8 9 1211 1213 14 6 8 7 6 9 10 11 2 8 4 6 8 7 8 16 20 17 13 19 .20 21 12 13 14 15 18 17 18 5 10 11 12 14 14 16 22 22 24 26 28 37 28 10 29 21 22 :22 24 26 19 17 12 19 28 .21 22 28 30 31 28 27 28 28 80 31 111-24 26 28 27 28 29 OCTOBER 4 5 1 5 1 6 6 1JOVE/28ER 4 5 8 'W 1 6 6 O'2CENarat 1 16 1 5 1 6 1 1 2 2 4 5 0 1 2 3 1 7 8 9 10 11 12 18 4 6 6 7 8 8 10 2 2 4 6 6 7 2 14 16 14 17 18 18 20 11 12 18 14 16 18 17 8 10 11 12 13 14 16 21 22 23 24 26 29 27 18 10 28 21 22 .23 24 18 17 19 16 20 21 22 732858 21 26 28 27 7328 38 r, r 26 28 27 28 28 economic downturn exceptionally well and while budgeted line items have been reduced, employees have received consistent percentage raises annually to keep pace with the cost of living. Every year, the department submits an operating budget to the city common council, which is commonly known and referred to as a "line item budget ". This is the type of budget that allows individual financial statement items to be grouped by cost centers or departments. It provides a comparison between the financial data for the past accounting or budgeting periods and estimated figures for the current or future period and permits the department to itemize and /or separate each expenditure that would be needed for the following calendar year. Budget managers can use a line -item budget to make specific decisions, such 11 D Carmel Fire Department Standards of Cover - 2013 Edition maims as changing funding levels of programs being phased out, to providing money for new programs or making _, cuts to-budgeted expenses because of changes in organizational policies. This budget process generally begins during the first quarter of the previous year and permits the division chiefs adequate time to request operational items for their respective departments. These items will include monies needed for training, equipment, projects or programs, etc. that may be anticipated. All salaries and benefits are determined and set by the Carmel city council and once the council has approved the budgets for all city departments, the entire budget package is forwarded to the Indiana State Board of Accounts for their review and final approval. The department is organized and run off a Fiscal operating budget that begins January 1st and ends December 31st. At the beginning of the fiscal year, each division will know what expenditures have been approved and can be used. Topography Carmel is situated within Hamilton County in central Indiana. The land in central Indiana is characterized primarily by low, gently rolling hills and shallow valleys. Indiana has a humid continental climate, with cool winters and warm, summers. Carmel is in USDA Planting Zone 5. Due to recent annexations, Carmel encompasses nearly all of Clay Township, which is geographically located in the southwest corner of Hamilton county. Its boundaries include Boone County line (Zionsville) on the west, white river on the east, 96th street (Marion County /Indianapolis) on the south, and 146th street on the north. The total land area is 12 Carmel Fire Department Standards of Cover - 2013 Edition chinfik CITAMVIE approximately 50 square miles and the 2010 population was 79,191 residents, although its day time population is much larger. Climate Carmel is located in the Midwest and is fortunate to experience all four seasons. The last few years, the weather has affected Carmel in many ways, from the remnants of various hurricanes, ice storms, and severe drought. Monthly Averages & Records Average Average Record Record Average Average Date Low High Low High Precipitation Snow i January 17° 34° -23° (1994) 70° (1950) 2.42" February 20° 39° -17° (1982) 72° (1996) 2.42" March 29° 50° -10° (1960) 83° (1986) 3.28" April 390 62° 12° (1964) 87° (1960) 3.92" { May 50° 72° 25° (1966) 93° (1962) 4.86" June 60° 81° 35° (1966) 102° (1988) 4.15" 'July 64° 85° 43° (1967) 105° (1954) 4.49" August 62° 83° 39° (1965) 99° (1983) 4.06" September 54° 770 31° (1951) 102° (1954) 3.32" 1 October 42° 65° 16° (1976) 91° (1954) 3.02" 1 November 33° 51° -5° (1958) 83° (1950) 3.77" December 23° 38° -20° (1989) 72° (1982) 3.14" 5.7" 6.2" 7.8" 3" 0.3" 0" 0" 0" 0" 0" 0.3" 1" Service Area The city of Carmel is located in Clay Township of Hamilton County, Indiana, due north of the city of Indianapolis and southwest of the city of Westfield. Carmel is located in the eastern time zone and utilizes daylight savings time. The current jurisdiction for the Carmel Fire Department follows 96th street to the south, 146th street to the north, River Road to the east and U.S. 421 /Michigan Road to the west, and encompasses approximately 50 square miles. 13 Carmel Fire Department Standards of Cover - 2013 Edition Traffic flow through Carmel is substantial —witii four -"major north /south roadways running through the city; US -421 on the western edge of the city, US -31 divides the city down the middle, and Keystone Parkway (formerly US -431) further east. Hazel Dell Parkway on the far eastside also carries a great deal of north /south traffic, relieving congestion on Keystone Parkway. li 14 iu 9 .4 F.02:2 d i °l� ice stiost trr- cdVi +tiY1i 1-m 1 9lu ; �{ si! m 4 T i 2 wi3h Z 3 r�rt + aw13sha ia. s era, z her, E� %Y wl.eh gIwila, 4 ,�M dyer , s tt stce EVm1�s -135000.E.4 11h8 +N11$ lBh: tadh 21_ UN11$A , o s _' t1i ti s A r :ZYJ�A6lh! yalhs��vsains. a MB S1 Keystone Parkway, US -31 and US -421 all interchange with 1 -465, which runs along Carmel's southern boundary. Developments within the Service Area The city of Carmel is home to many varieties of business, medical facilities, and residential homes. There are 54 storage, agricultural businesses throughout the city; there are 697 retail business, mercantile stores and hotel /residential establishments throughout the city. Lastly, there are 246 assembly, educational and institutional facilities with Carmel. 14 Carmel Fire Department Standards of Cover - 2013 Edition Component B - Review of Services Provided Existing Deployment The staffing pattern began strictly as a volunteer department and throughout the years, the Carmel Fire Department emerged as a paid department only. Currently the City of Carmel/Clay Township is protected by 6 (six) fully staffed fire stations. 20'13 Carmel Fire Department Shill Operation Organi7alion 44faMet 7.1 '1.4W1e ttiIfrnCti • 9Ft Oattsolfor0Aldot 4 'N CIF Se.it it.rn 0,46 caroirCit) 6"9:6E4I20-/ ,4 P11.1 VI-Ororighter (2)4 trj, r r • Mr.. 15 Carmel Fire Department Standards of Cover - 2013 Edition egatTIENS The current deployment is as follows, six (6) front line—engines—on-e—(1) being -a "75' ^Quint, — (100') tractor drawn aerial with a pre -piped waterway, four (4) state certified ambulances, hazardous materials support truck, two (2) water rescue boats, and a mobile command unit. Also within the fleet are twenty -one (21) administrative staff vehicles and pool cars. The department has a compliment of reserve apparatus that can be available for service during routine maintenance cycles and break downs. Available are two (2) reserve engines, (one which is assigned to the training division), three (3) reserve ambulances, one (1) 102' platform aerial, and one (1) grass rig. Dispatch Impact on Deployment The Carmel Fire Department's deployment practices require the move up of apparatus to vacated stations by using mutual -aid resources. This is based off incident .type and available resources in the district. The move up procedure does not only pertain to fires, but is also used during medical emergencies and multiple incidents (stacking) where the demand on existing resources reaches a minimum threshold, which is determined by the battalion chief (shift commander). The existing practice is to cover stations with mutual aid companies as deemed necessary by the battalion chief, while existing resources are committed to an incident or otherwise unavailable. The Hamilton County Communications Center in Noblesville, Indiana operaters the dispatch system for the Carmel Fire Department and Carmel police department. Currently the communications center that served as Carmels dispatch is a secondary back -up center for the Noblesville system. 16 Carmel Fire Department Standards of Cover - 2013 Edition Hazardous Materials Resources All- members--of- the - Carmel- Fire - Department -are required to have hazardous- materials operations - training which allows them to deal with minor incidents. Additionally, the department has many State certified hazardous materials technicians who handle most hazardous material responses within Carmel /Clay Township. Major hazardous materials incidents are supplemented by the response of other member departments within the Hamilton County Hazardous Materials Task Force. - The Hamilton County Hazardous Materials Task Force (HCHMTF) is a joint effort between Fishers, Noblesville, Westfield, and Carmel Fire Departments. Members are required to maintain a training level as set forth in the HCHMTF Guidelines. Quarterly trainings are held to ensure that the minimum training requirements are maintained. CARMEt f/RE DEPARTMENT F " Both the Hamilton county team and Carmel are involved with the State of Indiana District 5 Hazardous Materials Training and Advisory Council and the Indiana Alliance of Hazardous Materials Responders for additional training opportunities. Emergency Medical Service (EMS) The Carmel Fire Department provides both Basic Life Support (BLS) and Advance Life Support (ALS) to the citizens of Carmel. With the department run average above 66% being of the medical nature, the department saw the importance to maintain the service for the community. All members of the department are required to become State of Indiana Emergency Medical Technician (EMT -B) and shall maintain the classification throughout their career. Any members wishing to advance their career have the opportunity to receive the additional education to become a State of Indiana licensed paramedic. Daily minimum staffing requirements are that all six engines companies are ALS staffed. On any given day it is possible that all four of the ambulances may also be 17 Carmel Fire Department Standards of Cover - 2013 Edition eignalts CLAW MS ALS. The department's ambulances have been strategically located at station 41 located in the center of Carmel; -station 44-(to -the northeast) station -45 ( south - central): and- Station461to- the- northwestrOther support may come from any staff member who may be certified as a paramedic. Each of the assigned paramedic staff vehicles has been certified by the State of Indiana EMS Commission to carry ALS equipment. Station Locations and Apparatus Assignments Steven A. Couts, Fire Headquarters, (Station 41) 2 Civic Square Carmel, Indiana 46032 • Engine 41 o Ladder 41 m Battalion 4 o Ambulance 41 o 13 firefighters o Station #41's response area covers approximately 4.7 square miles and responds to 31% of all calls for service. This area consists of residential, light commercial and redeveloped downtown district. Currently, a battalion chief with his aide, two officers, and nine firefighters /paramedics staff station #41. Station 42 3610 West 106th Street Carmel, Indiana 46032 o Engine /Quint 42 O Reserve Aerial /Platform Ladder o Reserve Ambulance ® 4 -6 Firefighters ® Currently Station #42 response area is mostly residential covering approximately 13.6 square miles, responding to 14% of all calls. Station 42 houses an engine company with one officer and three firefighters /paramedic. 18 Carmel Fire Department Standards of Cover - 2013 Edition Station 43 3242 East _106_`h Street Carmel, Indiana 46033 o Engine 43 o Reserve ambulance O 4 Firefighters • Station #43's response area is mostly residential covering approximately 6.6 square service. The station is staffed with an officer and three firefighter /paramedics responding on a single engine company. miles and responds to 8% of all calls for Station 44 5032 East Main Street Carmel, Indiana 46033 • Engine 44 • Ambulance 44 O 6 Firefighters O Station #44's response area is mostly residential, covers approximately 11.6 square miles and responds to 15% of all calls for service. Station #44 is staffed by an officer company and ambulance. and five firefighters, including an engine 19 Carmel Fire Department Standards of Cover - 2013 Edition a Station 45 10701 North College Avenue Carmel, Indiana 46280 o Engine 45 o Ambulance 45 o Haz -Mat 45 o Reserve Engine o Utility 45 o Boat 40 o 6 Firefighters o Currently Station #45's response area, which is mostly residential covers approximately 4.5 square miles and responds to 16% of all calls for service includes the southern portion of Carmel. An officer and five firefighters, including an engine company and ambulance, staff station #45. Station 46 540 West 136th Street Carmel, Indiana 46032 o Engine 46 o Ambulance 46 o Command Vehicle o 6 Firefighters o Currently Station #46's response area, which is mostly residential covers approximately 9.6 square miles and responds to 10% of all calls for service includes the north western portion of Carmel. An officer and five firefighters staff station #46. 20 r 61p, Carmel Fire Department Standards of Cover - 2013 Edition CFD Stations & Districts in Carmel and Clay Township 21 Carmel Fire Department Standards of Cover - 2013 Edition M Mutual Aid Response Agreements The-Carmel-Fire-Department-has-dual-response- and-mutual aid- agreements- with - Fishers;- Westfield, Noblesville, Zionsville, and the city of Indianapolis to provide an engine or ambulance on initial responses when needed. In return, the departments mentioned above will reciprocate as needed. The agreements also allow for the response of any additionally needed equipment for initial response or stand -by as requested. In addition, the Carmel Fire Department is an active participant in the Hamilton County Mutual Aid system and with the recent Statewide Mutual Aid system in place; the Carmel Fire Department is ready to respond as needed to assist any agency throughout the state of Indiana. Component C - Community Expectations and Performance Goals Community Expectations The goal of the Carmel Fire Department is to provide the highest caliber of service possible to the customers (citizens) and to exceed all expectations associated with that. This level of service is made possible with highly trained fire service personnel, sufficient apparatus, and the best equipment available. These components are brought together allowing the Carmel Fire Department the opportunity to mitigate and diffuse any emergency safely and in a timely fashion to have the best chance for a positive outcome. The Carmel Fire Department, through an extensive planning process, has strategically placed its fire stations, personnel, and equipment to enhance and deliver this service. The department may not have sought public input for these placements, but the process has managed to achieve the goals set. Through this Standard of Cover (SOC) Report, the department has set its benchmarks where previous ones have not been successful. It is a top priority to implement this process to produce and accomplish this in the future. The service area for the Carmel Fire Department is comprised mostly of a densely populated conglomeration of single and multi family residences that is host to 80,000 plus customers. 22 Carmel Fire Department Standards of Cover - 2013 Edition We fully realize the customers have the highest regard for what the Carmel Fire Department offers and expect the "best of the best" when the need for services are called upon. To accomplish this, we rely heavily on historical data and focus on the criterion that directly relates to the Carmel Fire Departments response time, which includes: o CaII to dispatch o Dispatch to turn out o Turn out to arrival • Arrival to position The time benchmark that has been outlined in this report has achieved a performance percentile of 90 %. Throughout this process, the Carmel Fire Department continually monitors and analyzes the data to concentrate on whatever improvements are needed to serve the customers. Community Goals Fire Suppression: Fire suppression requires the goal for the Carmel Fire Department to be arriving on scene with qualified fire personnel and other resources deemed necessary to reduce the advancement of the fire. A prompt response time will allow a better opportunity to rescue any "at- risk" victims, containment of the fire and the ability to perform the proper salvage operations to secure the property. Emergency Medical Services (EMS): The same qualified fire personnel administer EMS services as fire suppression with the overall goal being to arrive in a timely fashion, assess the scene, and evaluate the incident as to what is needed. Provide immediate and appropriate medical treatment and transport the patient to the corresponding medical facility. This is done with the department's specific time benchmarks. Technical Rescue: Technical rescue incidents require the same response as any other emergency run. The first unit to arrive assumes the responsibility and will determine if the incident is beyond the scope of the first responder's level of expertise. If the incident is beyond the scope of department personnel, a request for mutual aid is 23 Carmel Fire Department Standards of Cover - 2013 Edition 10 mama required from the county technical rescue team. Members of the Carmel Fire Department provide any support services needed "during this specialized-level-cif-rescue. Hazardous Materials (HazMat): The Hazmat Team's immediate goal is to assess and identify the situation, stabilize and secure the area and have an action plan to bring the incident under control and return the area to a safe level. Upon arrival, if the incident appears to pose a threat that is beyond the operations level of training of Carmel Fire Department personnel, a request will be made for assistance in the form of mutual aid from the Hamilton county . hazmat task force for mitigation.. The Carmel Fire_ Department will provide whatever assistance needed that falls within the training level to help ensure the safety and protection of fire personnel, customers (citizens), and the environment. Component D - Overview of Community Risk Assessment The Carmel Fire Department conducted and analyzed the risk assessment of the community. This has encompassed a wide variety of potential incidents that have occurred and may have a potential of occurring within the response area. The city of Carmel is divided into 46 reporting districts. The reporting districts were created and are maintained after analyzing: geographical location, risk factors, automatic aid areas, response recommendations and historical incident data. Once the data is analyzed reporting districts are modified as needed with each being assessed so that it receives the appropriate response level to accommodate the potential hazard risk. Response levels have been modified over the years due to the increased staffing levels and relocation of fire stations; this is also to accommodate the addition of another ambulance in the western portion of the response area. The response area of the Carmel community highly accounts for mostly residential, this being single family and multifamily units. On the western portion of the community many of the residences average above the 4,000 sq. ft. range, with a few in the 20,000 sq. ft. range. Along the Meridian corridor, there is a higher 24 Carmel Fire Department Standards of Cover - 2013 Edition concentration of medical facilities, which include four major hospitals and numerous specialty physicians and surgery centers. The response area really has no industrial type of manufacturing or high level of hazardous materials present. With the overall community being of modern construction, the agency relies on fire alarms and sprinklers that are monitored by private agencies for early detection to lower the consequence of the incident. The matrix below is divided into four quadrants; it is used to analyze the probable risk and the probable consequences if an incident should occur. This creates four possible relationships between risk level and the distribution and concentration of resources: • Low Probability, Low Consequence • Low Probability, High Consequence O High Probability, Low Consequence • High Probability, High Consequence 1' n 3 ! H4gh ProbatuGiya Low Consequence ; €rte a Moderate Rssyk " { i ., � W. A 43`1.1. wj.�. -�y u� Onstribution ..5,, :�ti, low P ubatxldy Low Consequence Low Risky t a x + , t High Probalty H g i Consequence ty s bL Max,mum R • 't A' )�4 ..' A t k. i1 ;a- ra fl + t $ _s a Low Probathb y s z • t gh Consequence }itgh Risk o' Consequence._ Distribution of resources is an equity issue: concentration is a risk /cost issue, thus: Increased Risk = Increased Concentration Fire station locations and staffing patterns must be prepared to respond to worst -case scenarios. Many factors make up risk: • occupant mobility, • construction features, • fire protection, o fire flow, 25 Callet i ¢-, ED Carmel Fire Department Standards of Cover - 2013 Edition • nature of the occupancy or its contents, o —age of t e ui ing, o severity of the medical emergency, While risk factors all have some common thread, the rationale of placing occupancy within any risk assessment category is to assume the worst case based on historical incidents. The level of service provided should be based on the factors of a worst case scenario. The objective of the risk assessment is to reduce the probability of a truly serious Toss occurring in a very unusual event._.. This involves keeping routine .emergencies_ from becoming. serious _loss situations. Resources must arrive quickly with sufficient strength to stop the escalation of the emergency. The following chart provides a model relating various elements of the risk to the community as a whole, including the probable frequency of events, the severity of potential losses, and the distribution of risks. This matrix demonstrates that the community overall may have a wide range of potential risks. The daily event is usually in the routine or low -risk category. As we move up the chart towards the highest risk levels, events occur less frequently, are more serious, and consume more resources. Maximum /Worst High Special Moderate Low Remote /Isolated 26 E't' N M(Cj °E'^ 2 t t7k�r�'- AyJ.�� �F#'Y1+ �� tp 6 }t ,r 4 N h.w,o le 3 n`unety as a °� The Cornr e � >,v� .,_ .g w'`� � _.. �F � N .. ._%__ _�,e: mx ,_c w ri ?'— ". �, y� .t Cj _yY� 3p ^? 9!n i'S °,y+�i `d "'�,y•t��� �r 'AN y�L� t,V'3 X4'4 r4ss t�3 e ft \ Severity of,,Loss'� ' .r Yes. "fir - L.OW ¢36 ����+ � 1otal,De strcut¢on . yzr�d�Yp i�¢ Mayor Destructs n }Stignificant Loss, 4 h° . , ��\ s1 � � ,� n A � ExaordinaryEvent� tr tRare Event °�}y� nnual Even Monthly Event ����'� , Weekly . ,, 0` ; t Frequency of •. - .. 4 ii�p 'F✓''.�d+.�'S".M4 .9.dt.�4"`£i7lrT «ily.nrCA..\w Maximum /Worst High Special Moderate Low Remote /Isolated 26 Carmel Fire Department Standards of Cover - 2013 Edition Given that risk is related to how a fire department responds, fire agencies over the years have always tried to match the expected risk to response levels. Prior to the accreditation process, there was no standardized method for identifying risk and appropriate response schedules. The historic methods of assigning a response level to risk were based on firefighter's intuition and knowledge gained from past fires in the community. Therefore, occupancies representing a "normal" or "typical" fire received enough personnel and equipment to stop and extinguish the fire. From this typical response expectation, lower levels of personnel were sent to buildings with low risk and higher equipment levels were sent to buildings known as "target hazards ". Target hazards were known to the fire service and insurance industry to confront firefighters with extreme challenges, such as those found in lumberyards, woodworking shops, and businesses using combustible fuels or solvents. Additionally, the Insurance Service Office (ISO) used a "fire flow" calculation to determine how much firefighting water such a target hazard would need and from that calculated how many firefighters would be required, the size of the fire pumps, and the capabilities of the water main systems. The Carmel Fire Department fire marshal's office had developed a Building Hazard Risk Analysis Evaluation (BHRAE) form to assist in putting commercial structures into an identified risk category. If needed personnel and equipment arrive too late, the fire will grow beyond the ability of the initial assignment to stop the fire spread. The incident then grows to multiple alarms, draining down the community's resources. Therefore, the balancing act is to have a deployment plan that does not require frequent greater alarm fires. For the BHRAE analysis, all personnel were introduced to the methodology and building information was collected. The information from the evaluation forms was entered into a spreadsheet that performed building fire risk scoring calculations automatically. The risk score produced for each commercial structure was placed into reporting districts, which were determined utilizing the Carmel fire reporting districts map with the help from city of Carmel GIS department. The BHRAE process calculates the following areas: o building area, o height, 27 Carmel Fire Department Standards of Cover - 2013 Edition • construction type, • _fire flow, o access, • exposure separation, o hazards, o fire load, o fire protection systems, O occupancy type, O occupant load, O occupant mobility • economic impact The hazard score is utilized to determine the values exposed to loss, the probability of an event occurring, and the consequence of such an event on the community. The desired outcome of the BHRAE process is an accurate and current description of the values -at -risk (VAR) in the community. VAR is the inventory of a community's potential fire problems arrayed from the most valuable and vulnerable risk to the least valuable and vulnerable risk, which the fire department is deployed to protect. If used as proposed, BHRAE will enable users to identify and evaluate important factors of individual buildings, reporting districts and an overall community profile with respect to the need for fire and emergency service deployment. The model begins with demographics, an assessment of the overall threat potential to the community. This includes, but is not limited to most catastrophic events that could occur to a community. This determination is based on historical, climatic, geographic, or other conditions. For an area to be classified as high risk it should be of substantial size and should contain a predominating concentration of properties presenting a high risk of life loss, Toss of economic value to the community, or large loss damage to property in the event of fire, and a high fire flow area. Normally these structures lack built -in fire protection features and /or contain occupants not capable of self- preservation. The BHRAE 28 Carmel Fire Department Standards of Cover - 2013 Edition score from such buildings is 46 or greater. The objective in these structures is to stop the escalation of a major fire7This would Involve conducting search and rescue and confining the fire to the floor of origin with the rapid deployment of resources. Currently, there are no "high risk" commercial occupancies within the Carmel Fire Department districts. A moderate risk area contains average build -up and the risk of life Toss or damage to property in the event of a fire (in a single occupancy) is usually limited to the occupants, although in certain areas, such as small apartment complexes the risk of death or injury may be relatively high. Concentrations of property may vary, but generally will be of limited extent. (This risk classification is often the greatest factor in the distribution of fire stations for assuring fair and equitable access to initial attack capability.) The BHRAE score for such a building is from 30 -45. The objective is to stop the escalation of a minor fire. Typically, this means conducting search and rescue and confining the fire to the room of origin, plus limiting heat and smoke damage to near room of origin. Currently, the Carmel Fire Department response area contains 156 occupancies determined to be a "moderate risk ". In an area classified as low risk, the likelihood of life loss is remote and property damage limited, with little or no possibility of the fire spreading beyond the area of origin. Buildings of this type have BHRAE scores of 13 -29. There are 841 "low risk" occupancies within Carmel Fire Department response area. Building Hazard Risk Analysis Scores BHRAE scoring was completed on all commercial occupancies in each of the department's 46 reporting districts. The BHRAE scores are pertinent to assessing the community risk. For a complete listing of BHRAE scores for all reporting districts refer to the appendix referencing the BHRAE information. 29 Carmel Fire Department Standards of Cover - 2013 Edition District 41 Z District 42 District 43 17,1 District, 44, m District 45 1:;15 DIX 500172.500 . �. 001 40000 s 30 Carmel Fire Department Standards of Cover - 2013 Edition Buildings ._by- Occupancy Classification S = Storage, U = Misc. B = Business, M = Mercantile; R = Residential M A = Assembly, E'= Educational, F = Factory, H = Hazardous, l = Institutional 500 450 400 350_. 300 250 200 150 100 50 Buildings by Fire Proctection System Fire Alarm and Sprinkler Sprinkler (Full) Sprinkler (Partial) Fire Alarm None 31 Fire Alarm and Sprinkler _ " Sprinkler, (Full). Sprinkler (Partial) Fire Alarm ':hone In'Seriesl 274 68 . 23 142 490 31 Carmel Fire Department Standards of Cover - 2013 Edition IeavyTimber V - Combustible or osed inside Limited Outside & Combustible,Inside Community Non -Fire Risk Assessment The Carmel Fire Department conducted and analyzed the non -fire risk assessment of the community. This has encompassed a wide variety of potential incidents that have occurred and may have a potential of occurring within the response area. The city of Carmel is divided into reporting districts with each being assessed so that it receives the appropriate response level to accommodate the potential hazard risk. Response levels have been modified over the years due to the increased staffing levels and relocation of fire stations; this is also to accommodate the addition of another ambulance in the western partition of the response area. 32 Carmel Fire Department Standards of Cover - 2013 Edition MCC MAYS 7000 6000 5000 4000 3000 2000 1000 Total Incidents 2001 - 2012 . 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Incidents' by Stations 1, 4 ,ud'.RP:.: Jn2P" i4, v` 1i,{ 7?` n7ilfils` 1dd' t,+ M{, 1i?�..?�',u}'f.'1Ctii!.e?'`�+iF. iG?z' f" f. 4ni. i�." nAt' 4dD.`4 t= Fffr5l7 ?s,?'e1!':n.-�k'G:.Au"4fi. a'tr+f:'.�"vk•`;'. "i!''h.'�U' .... +Yti,!u.1∎ wr~""4.`.Y AI T`i ,+'w, Fx !? `-S, %J.�:t4+Ci*' ''� .,'+ $6b?Ti� °St$''`dR:,.!+`�L�+°" 47,,Sck+�:..?'S. "•Y4?,S,cY� €i.'kF�.'a5:e�'. !4?tl�.v5'i: 1 rFkf+dii''1 w 63 A sit AKI+ V}(fl Pi' YirriiAY�4: 4:' w�,.::.* Siil lti: .lt.K:}"l.Stw'�''K$2A`'Ll'A?i`L ''S}.�t5'^''•Siys, �3##%ii' .`•i�''fti{"1�+�n iidl7 }lMd .. 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' .....,..4 laii' It ' ihl' 4' Wig , _ -,..; ',it M. 4 Number of Incidents 1 2007 2008 2009 2010 2011 2012 DA Shift III B Shift 23 C Shift All EMS Calls 1400 ,1 .i.4-,tf,*-iteoemromteevstssoovsr,Airewvsaorgtqrrm000wai1mAvvr-ri 1300 44.4.'s.• • Wr:4■#;Z• • • •' ••••• • " - — 12-.fv7-40r4Sle.vavoiriCarew 1200 445%itir' , 44, 1 M4.6*4' ISKAriaSttekrOVIOS*OgrOrreVAVVV, .9, "41610,-- 4 .:if4 iin-Lnuun ,Gft.,..;„-\,i44,10M10M,,ILI:LaVV*twomatoktavaQiii:11tommsipmx "" I4sAseclk*I'-tkliflaPiTnnt 'wow V4AWMWAWW"etr%Of4M31.1r0M00;04VP.V.4;* 900 51411. ,v,m.,rtmre AA., „.4,445.va 800 4..,i'ararx'!.NsorfttitesmutinwourattjefivzifteamAimetw~m ttsferwpw vfxcrawatormavwow° 116-worforimegmvseiemti 700 .)0,%ai .44 as, vaidfir ri•w4:40.X.,1 c<<4.' .•, • , r 600 '1610,41i: ),64o4„;,4lm1 11 .1 .-44.404.w.migo1, ,V,Iiaverivrlso~401Wett wrtliPer giffi 500 lakt, fe...owa tttoo .V.Atotrp;", FAI,ZA ",ck : t•Aol• kz. t&g.,,ftwara aAr Iwo e t,kar,,,,pmaprr:* P`",-Zadgfigolint 200 100 :11. 171.2iMazix_x lorogintonvefm: 0 Aikkire1 dilig004AingiiidAA4444541014ivilpiro Station 41 Station 42 Station 43 ,Station 44 Station 45 Station 46 OOD • =9=2010 1169 367 291 500 564 263 s2011 1098 373 319 . 463 539 340 . , -1112411111Sibla1"11111111=iiiiillinEIBIEMAINEMBEINIMMINEMI"BIESEESISIMIREMENNEMEN 35 Carmel Fire Department Standards of Cover - 2013 Edition *010:k:;a203 vLetfitttlW Vaictja WON 41041401A1 00A. cdittairk -rie- 047 WRPSIWIRA7 :NO 36 Carmel Fire Department Standards of Cover - 2013 Edition g4,1 addrIPM 350 300 250 200 150 100 50 Mutual AiiFteceive_d and Given 2010 2011 a Given al Received 2012 Component E - Historical Perspective and Performance Fire Detection and Building Construction Impact on Deployment The Carmel Fire Department uses the 2006 International Fire and Building Code, with Indiana Fire and Building Code Amendments. The Carmel Fire Department also has several local fire and life safety ordinances incorporated into the existing ordinances. The fire prevention division is very aggressive in reviewing plans of new construction and inspections of existing businesses within the response area to ensure life safety and property conservation. Insurance Industry Impact on Deployment Prior to the self - assessment and the accreditation process, there was only one method of rating a fire department's level of readiness and deployment capabilities. The Insurance Service Office (ISO) designed a rating system known as the fire suppression rating schedule or more commonly called the ISO Grading 37 Carmel Fire Department Standards of Cover - 2013 Edition Cllft$ F ID Mire IME Schedule. For over a century, the insurance industry has been evaluating -the- fire- defenses of °cities °through `out -the Uriited "States. -- This evaluation process was an important element in establishing fire insurance rates for individual properties. The basic objective of the Insurance Service Office was to provide a tool for the insurance industry to measure quantitatively the major elements of an entity's fire suppression system. Three basic elements are considered in the grading schedule: receiving and handling fire alarms (10 %), fire department (40 %), and, water supply (50 %). These elements placed a fire department /city in a Public Protection Class on a relative scale from 1 to 10, with 10 representing less than the minimum recognized protection. Following the ISO Public Protection Classification (PPC) survey of the department in 2007, the city Carmel, and Clay Township received a public protection class "3" rating, upgraded from a 4, which was performed in 2005. of The Carmel Fire Departments current deployment standards were created using all of the above information. This standard of cover /risk hazard plan has utilized additional methods of exacting deployment standards that will evaluate and enhance current practices, some of which are internal criteria, National Fire Protection Association, and budget performance measures. The CFAI has defined response time elements as a cascade of events. This cascade is similar to that used by the medical community to describe the events leading up to the initiation, mitigation, and ultimate outcome of a cardiac arrest. It is imperative to keep in mind that certain intervals described can be directly influenced by the fire service (turnout time and travel time). Others can be influenced indirectly such as the discovery and notification interval through public education and engineering initiatives. The fire service can also influence the call - processing interval through its ability to define standards and compel performance by dispatch centers. 38 Carmel Fire Department Standards of Cover - 2013 Edition Careful definition of terminology is essential to any conversation about response performance standards. It becomes even more critical -when an organization attempts to benchmark its performance against other providers. The following definitions are standardized for discussion of response performance parameters. The response performance continuum is composed of the following time points and time intervals: Event Initiation Point is where factors occur that may ultimately result in an activation of the emergency response system. Precipitating factors can occur seconds, minutes, hours, or even days before a point of awareness is reached. An example is the patient who ignores chest discomfort for days until it reaches a critical point at which he /she makes the decision to seek assistance (point of awareness). It is rarely possible to quantify the point at which event initiation occurs. Emergency Event Awareness is the point at which a human being or technologic "sentinel" (i.e., smoke detector, infrared heat detector, etc.) becomes aware that conditions exist requiring activation of the emergency response system. This is considered the point of awareness Alarm is when awareness triggers an effort to notify the emergency response system. An example of this time point is the transmittal of a local or central alarm to a public safety answering point (PSAP). Again, it is difficult to determine the time interval during which this process occurs with any degree of reliability. An interval exists between the awareness point and the alarm point. This interval can be significant, as the alarm may be transmitted to a distant commercial alarm monitoring organization, which then re- transmits the alarm to the local 9 -1 -1 dispatch facility. Notification occurs when the Public Safety Answering Point (PSAP) receives an alarm. This transmittal may take the form of electronic or mechanical notification received and answered by the PSAP. 39 Carmel Fire Department Standards of Cover - 2013 Edition Call Processing Interval describes the difference-between` the first -ring of- the-`" 9 -1 -1 telephone and /or the first alert of the alarm panel at the dispatch center and the time the dispatch operator activates station and /or company alerting devices. Dispatch Time is when the dispatcher, having selected appropriate units for- response, initiates the notification of response units. The Carmel Fire Department has a goal of having all calls dispatched within 90 seconds or Tess 90% of the time. Turnout Time is the interval between the activation of station and /or company alerting devices and the time when the responding crew notifies the dispatcher by voice or mobile data computer that the company is responding. During turnout time, crews cease other activities, don appropriate protective clothing, determine the location of the call, board, and start the fire apparatus. It is expected that the "responding" signal will be given when personnel are on -board the apparatus and the apparatus is beginning to roll toward the call. The expected performance standard for the Carmel Fire Department and National Fire Protection Association (NFPA) 1710 is Tess than 90 seconds. Travel Time begins at the termination of the turnout time and ends when the responding unit notifies the dispatcher that it has arrived on the scene. The expected standard for the Carmel Fire Department is six minutes thirty seconds (6:30) or Tess. Arrival Time is the point at which a responding unit arrives on scene. Initiation of Action occurs when operations to mitigate the event begin. This sometimes varies greatly with arrival on scene and what arriving companies are faced with. An example would be treating a patient on the fifth floor of an office building. 40 Carmel Fire Department Standards of Cover - 2013 Edition CEXCINVIS Termination of Incident is where response resources have completed the assignment and are available to respond to another request for-service: Emergency Operations Cascade of Events Stale of Normalcy Event Initiation (Soft balm �,. Emergency Event (Solt Data( Alarm [Soft Data( Notificat ion - A'arm ReportedjRecieved (Soft Data) nYi 1'f.1;e j ;-1 -d :iald; & 1,,M0at T Il i-'d !s7lq; `--' e ilarri Datal ['rt.—Response Elements Response 'lime State of Normalcy Post•Respnnse Elements Fire Suppression Performance Goal The primary goal of fire operations is to provide enough firefighters and equipment in a strategic location so that an acceptable response force can respond to and reach fire scenes to mitigate the problem before flashover occurs. Fire Suppression Response Time Objective The Carmel Fire Department will strive to maintain a minimum force of firefighters and equipment. These are strategically located so that the initial fire department unit arrives within four minutes and sixty (60) seconds from the time of dispatch and the balance of the first alarm assignment arriving within eight (8:00) minutes from dispatch time to arrival time. 41 Carmel Fire Department Standards of Cover - 2013 Edition it Stages of Fire: All fires;-regardless of the-speed of- growth -or length-of burn time, go through-similar-dynamic-growth stages. The most critical is the flashover stage. Smoldering Stage: First phase of a fire when heat is applied to a combustible material, the heat oxidizes the material surface into combustible gases. The heat from oxidization raises the temperature of the surrounding materials. A fire progresses from the smoldering phase either immediately or slowly, determined by type of fuel, nearby combustibles and /or surrounding air. Incipient Stage: When temperatures get high enough, visible flames can be seen, and the stage is changed from smoldering to "incipient" or "open burning ". Usually the burning is contained in the immediate area of origin. Flashover Phase: Not all of the combustible gases are consumed in the incipient stage. They rise and form a superheated gas layer on the ceiling. As the volume of gasses increase, they begin to spread across the ceiling and bank down heating other combustibles until they reach ignition temperatures. When the temperatures are hot enough to ignite all combustibles in the room of origin, a "flashover occurs ". The fire room is untenable for human occupation at 212° degrees and when flashover occurs, it instantaneously increases the temperatures to approximately 1500 °degrees. Flashover is the direct result of time and temperature. Significance of Flashover '+ �x c i.e Flashover ,< \`� e $�i �`'* �'�* � C 44 r.�dd t � x �a - .sue'". `,.�'..b.e �. (� Post Flashover L� 'Fireiimted tolroom or'origin requiressmall attack lines. , y - { X, search and rescue efforts easier " � � flt��yvfq ,� i >• -.x � JYd - 'r 3 4 Fm.H - :� t• 5 x t.�'. -. fir A, 5y '� Requires few tresources+ and can b6 handled Tby' initial �,S,�.P/��t..(' f •`i' .f...i�.ri initial, effectiveresponse�force �' `+ � � rr f � ys 1 . • Fire spreads beyond room of origin , 1 UsX4a` 4� eu '1',. , m^�+�Fa �Requiresmor eror largerr a, ttack Tines x - '%^i }Isis i� �r n ' 5 Compounds searchsand rescue efforts N,R' ; Requires' dd ti,onal resources i ,} :- -ir,''��, �a �j ryY 3 3 42 Carmel Fire Department Standards of Cover - 2013 Edition CffairirgRa IRE DEPARTMENT The "time /temperature curve" standard is based on data from the National Fire Protection Association (NFPA) and the Insurance Services Organization (150), which has established that a typical point source of ignition in a residential house will "flashover" at some time between 5 and 30 minutes after ignition, turning a typical "room and contents" fire into a structural fire of some magnitude. Emergency Medical Service (EMS) Performance Goal Time requirements for emergency medical service calls are comparable to fire incidents. Brain damage is normally irreversible after 10 minutes. interventions include early cardiopulmonary resuscitation (CPR) and electrical defibrillation. Equally important, is expedient intervention in cases of acute myocardial infarction (AMI), stroke, and traumatic injury. The Carmel Fire Department has Life Pak® 15's in all frontline apparatus and 3 administrative paramedic staff cars, the remaining staff cars carry automatic external defibrillators, (AED's). The department is promoting "public access defibrillation" by assisting businesses, schools, and organizations in the education and procurement of AED's. In addition, the department has worked closely with the Carmel police department to promote the inclusion of an AED on each police vehicle assigned to road patrol. 43 Carmel Fire Department Standards of Cover - 2013 Edition cantezz MC' Me The Carmel Fire Department also maintains its own Community Training Center (CTC) for the American Heart AssociationlAHAY_ The` training- center - provides ` the`Carmel -and° Clay °township -residents; along -with° doctors, nurses, paramedics, EMT's, and first responders courses in Advanced Cardiac Life Support (ACLS), Pediatric Advanced Life Support (PALS), Cardiopulmonary Resuscitation (CPR), Automatic External Defibrillation (AED), first responder, and basic first aid in schools. The training is provided by Carmel firefighters who have been trained as instructors for the American Heart Association. Early recognition and treatment of acute myocardial infarction (heart attack) has been enhanced by utilizing sophisticated heart monitors (12 lead), on each ALS unit that allows the paramedic to begin early treatment "of heart attack victims to help minimize the damage heart muscle. Criterion for Survival of Cardiac .Arrest i Cd1r4- ann:fthrz rnei-n I ,.r 1 f Syst:aP. 1 �1 , teC.iill Recnpt $ :4p, fig; I .) 'Vn_'ti-c hawing !--..MS Ihn. Patient I:tAR CPR CPR Terminated of Do Not Retg nx:ratr. Order IDNR) Prc .mind 10eath) iti rn cf CIr-uta ias g,t Ir,:utatir� trhic.•:cd Ftn;t:rr pt RoF,ntraWWCn Acc.,S Aa rio:i mvor, :auCn nr.innrrrt I)nparnre tnInt ihn ScAno F.neal Ernorgenny t,gr;er 44 Carmel Fire Department Standards of Cover - 2013 Edition EMS Response Time Objective The Carmel Fire Department will strive to maintain a minimum force of firefighters and equipment, which are strategically located so that initial fire department unit arrives within four (4:00) minutes and sixty (60) seconds from dispatch to arrival time and balance of the first alarm assignment arriving within eight (8:00) minutes. The first due unit shall be capable of starting rescue or providing "emergency" and /or basic life support for medical incidents. Special Operations Performance Goals Hazardous Materials (Haz- Mat) /Weapons of Mass Destruction (WMD) All Carmel Fire Department personnel are trained to the Haz- Mat /WMD operations level per OSHA 1910.120 at a minimum. Additionally, several firefighters are trained to the hazmat technician level and participate as members of the Hamilton County Hazardous Materials Task Force (HCHMTF). In the event a hazardous materials incident requires a technician response, the Carmel Fire Department will utilize the HCHMTF and will provide on -duty personnel to assist as technicians. Hazardous Materials (Haz- Mat) /Weapons of Mass Destruction (WMD) Response Time Objective The Carmel Fire Department will strive to maintain a minimum force of firefighters and equipment, which are strategically located so the initial fire department unit, with operations level trained personnel will arrive within four (4:00) minutes and sixty (60) seconds from dispatch time to arrival with the balance of the first alarm assignment arriving within eight (8:00) minutes. Technical Rescue The Carmel Fire Department is currently working towards participation in the Hamilton County Rescue Task Force, which consists of units via mutual aid, from Westfield, Fishers, Noblesville, and members from Cicero fire department who are trained to the technical level to deliver a coordinated response. 45 animas Carmel Fire Department Standards of Cover - 2013 Edition mamma Technical Rescue Response Time Objective The Carmel Fire Department will strive to maintain a minimum force of firefighters and equipment, which are strategically located so the initial fire department unit, with operations level trained personnel will arrive within four (4:00) minutes and sixty (60) seconds from dispatch time to arrival with the balance of the first alarm assignment arriving within eight (8:00) minutes. On Scene Operations, Critical Tasking and Effective Response Force On scene operations, critical tasking, and effective response force are the elements of a standard of cover study that determine staffing levels, number of units needed, and duties to be performed on the .......... .... emergency scene. A fire department must be able to determine what tasks need to be accomplished in order to have a positive influence on the outcome of the situation. The number of personnel and apparatus required to complete those tasks is based on this knowledge. The Carmel Fire Department has undertaken the task to have all personnel participate in the Blue Card Incident Command Certification program. This is an all hands, in -depth incident command training programs as developed and taught Brunacini, one of the masters of the theory of command as it relates to emergency services. by Alan v. The Carmel Fire Department performs aggressive offensive interior fire attacks whenever possible. Through a structured risk management plan, the department has established the following guidelines to provide direction to on -scene personnel in evaluating conditions: O We may risk our lives a lot to protect savable lives. ® We may risk our lives a little to protect savable property. ® We will not risk our lives at all to save what is already lost. 46 Carmel Fire Department Standards of Cover - 2013 Edition On Scene Operations The - variables -of-- fire- growth - dynamics, life-safety-hazards-of -the-building's-occupants-as-well-as-to-the firefighters, and the potential loss of property combine to determine the fireground tasks that must be accomplished to prevent harm and mitigate loss. These tasks are interrelated, but can be separated into two basic types: fire flow and life safety. Fire flow tasks are those related to getting water on the fire. Life safety tasks are those related to locating and removing any trapped victims from the fire structure and the establishment of a team to perform rapid intervention team (RIT) tasks. Fire flow tasks can be accomplished with either hand held hoses or master streams. Master streams take relatively fewer firefighters to operate because they are most often fixed to the apparatus or are operated outside of the hazard zone. The decision to use interior hand lines or exterior master streams is dependent upon several factors, such as: The building and its inherent characteristics such as size, construction type, and degree of interior compartmentalization; the fire and its size, location, extent, and the length of time it has been burning; the type of occupancy and its contents; the life hazard associated with the occupancy including the number and location of occupants and their physical condition; the arrangement of exterior exposures and the proximity to the involved structure; the number of resources that can be committed to operations as well as the supporting infrastructure such as water supply and fire protection systems; the Carmel Fire Departments actions and the effectiveness or ineffectiveness of those actions; and any special circumstances associated with the incident such as inclement weather. If the fire has extended beyond the capability of hand held hoses to confine it, or if structural damage is a threat to firefighters' safety, the priority shifts to prevent the fire from advancing to surrounding exposures. First arriving firefighters may use a transitional "defensive to offensive" strategy (discussed below) to limit or remove an Immediate Danger to Life or Health (IDLH) threat while awaiting the arrival of additional resources. Life safety tasks are based upon the number of occupants, their location, their status (e.g. awake versus sleeping), and their ability to take self - preserving action. For example, ambulatory adults require Tess assistance than non - ambulatory adults. The elderly and small children also require more assistance. The key to a fire department's success at a fire is adequate staffing and coordinated teamwork. Before on- 47 Qua Carmel Fire Department Standards of Cover - 2013 Edition scene procedures can be established, the initial Incident Commander (IC) must select an appropriate initial strategy -- offensive; defensive,— orinvestigative. An offensive strategy is an aggressive interior fire attack and is used whenever possible. The top priority is rescue of trapped victims (life safety). The Carmel Fire Department's goal is to eliminate any and all fire related deaths or injuries and to contain fires to their room of origin. The first objective is to put a hose line between the victims and the fire and to rescue those victims by removing them from the hazard area. The second is to extinguish the fire as quickly as possible. A defensive strategy is one that does not allow interior fire attack except as needed to rescue trapped firefighters. When in the defensive strategy, the structure is considered devoid of all savable human life. There are no tenable spaces within the structure and no attempts are made to retrieve bodies because fire and structural conditions do not warrant the risk to firefighters. An investigative strategy is where first arriving unit see nothing out of the ordinary. All other arriving units will remain in staging to await an assignment from the Incident Commander. tasks in a prompt and proficient manner. Structure Fire Critical Tasking Single- family dwelling fires are considered the moderate average fire type; therefore, critical tasks are outlined for this type of response. These tasks must be conducted in a timely manner by firefighters in order to control the fire and to give any trapped occupants the greatest chances for survival. The fire department is responsible for assuring that responding companies are capable of performing all of the described Attack Line: A 13/4-inch hose that produces a minimum of 120 gallon per minute (GPM) or a 21/2-inch hose that produces a minimum of 250 GPM. Each engine carries a set of attack lines that are pre- connected to the apparatus, folded on the hose bed, or in packed for carrying into standpipe equipped high -rise buildings. 48 Carmel Fire Department Standards of Cover - 2013 Edition The selection of which attack line to use depends upon the speed with which the line must be placed in service, the type of structure, the potentiarfuel- loading it contains and the presence or lack of dividing walls or partitions within the structure, and the volume of water that is needed to ensure complete extinguishment. Search and Rescue: A minimum of two firefighters along with a line officer assigned to search for living victims and remove them from danger while the attack crew moves between the victims and the fire to stop the fire from advancing. A three - person crew is normally sufficient for most moderate risk structures, but more crews are required in multi -story buildings or structures with people who are not capable of self- preservation. crews to see and work closer to the seat of the Ventilation Crew: A minimum of two firefighters are required to open a horizontal or vertical ventilation channel when the attack crew is ready to enter the building. Vertical ventilation or ventilation of a multi- story building can require more than two firefighters. Ventilation removes superheated gases, noxious and obscuring smoke, and prevents flashover. This increases firefighter safety by allowing interior fire. It also gives the toxic products of combustion an exit route away from endangered occupants or unburned property. Ventilation must be closely coordinated with the fire attack. If it is performed too soon, the fire will get additional oxygen and grow. If performed too late, the attack crew will be operating in an extremely hostile environment where superheated gases and smoke obscure firefighter's vision and slows down the attack. Backup Line: A 1% -inch or 21/2-inch line is deployed behind the attack crew to protect their means of egress in the event the fire overwhelms them or a problem develops with the attack line. A 2% -inch line may be used for back up instead of a 1% -inch line when the type of fire is one that could grow rapidly if not stopped by the initial attack line. 49 Carmel Fire Department Standards of Cover - 2013 Edition alitbiZz ff� CUT If Re Rapid Intervention Team: A minimum of four firefighters equipped with flashlights, radios, RIT self - contained breathing apparatus (SCBA), flat head °axe,— ilalligan tool; °RIT search rope, and `Thermal Imagining Camera (TIC) are available near the entry point to enter the structure tasked with performing search and rescue of injured or lost firefighters. This particular requirement is an Occupational Safety and Health Administration (OSHA) rule. Exposure Line: A minimum of a 13/ -inch attack line may be taken above the fire in multi -story buildings to prevent fire extension, or used externally to protect nearby structures from igniting from exposure to radiant heat. In situations where the heat release is great, such as fires involving large quantities of flammable liquids, a 21/2 inch line or apparatus mounted deck gun could - be.used. If 21/2 inch lines are used, it doubles the staffing requirement. Pump Operator: A firefighter /engineer must be assigned to operate the fire apparatus and supply the correct pressure to the attack, back up and exposure lines, and to monitor the pressure changes caused by changing flows on each line. This firefighter /engineer also completes the hose hookups to the correct discharges, and completes the water supply hookup to the correct intake. The pump operator can sometimes make the hydrant hookup alone if the engine is near a hydrant, but the hydrant spacing for moderate risk fires normally precludes this. Water Supply: A crew must establish a reliable water supply by either connecting to a fire hydrant or initiating a tanker shuttle operation. Regardless of which method, timing is a critical factor. An engine has about four minutes of water if one 1% -inch line is flowing. Incident Commander: An officer is assigned to remain outside the structure to coordinate the attack, evaluate results, manage the operating strategy, arrange for more resources, and monitor conditions that might jeopardize crew safety. 50 Carmel Fire Department Standards of Cover - 2013 Edition Emergency Medical Services Critical Tasking Requests-for-Emergency-Medical-Services-(EMS)-comprise-approximately 66% of-all-service demands for the agency. These calls include, but are not limited to: car accidents, childbirth, heart attack, stroke, difficulty breathing, and cardiac arrest (i.e. not breathing, no pulse). The wide assortment of EMS calls makes it difficult to outline the critical tasks for each call type; however local protocol is followed for all situations. For most responses, an advanced life support (ALS) engine and an advanced life support /basic life support (BLS) ambulance respond which allows for a minimum of six personnel certified as EMT -B and one being a certified paramedic to provide medical care. Based on the call type, a response can be upgraded, or subsequently downgraded, either automatically via dispatch, or by individual personnel based on information provided. All EMS alarms are processed and dispatched by the Hamilton County Communications Center utilizing the Medical Priority Emergency Medical Dispatching (EMD) protocols. Special Operations Critical Tasking Hazardous Materials Response Critical Tasking All Carmel Fire Department personnel are trained to the HazMat operations level as a minimum, per OSHA 1910.120. Additionally, several firefighters are trained to the HazMat technician level and participate as members of the Hamilton County Hazardous Materials Task Force (HCHMTF). In the 51 Carmel Fire Department Standards of Cover - 2013 Edition dZ IF .10 adirrIENS event a hazardous materials incident requires a technician response, the Carmel Fire Department will utilize the HCHMTF and provide on -duty personnel to assist as technicians. The tasking for hazmat incidents is followed through guidelines established internally and supplemented by the District 5 Hazardous Materials Training and Advisory Council. Technical Rescue Critical Tasking The Carmel Fire Department does not have a tactical rescue but relies on the Hamilton County Rescue Task Force (HCRTF) for its needs. The HCRTF members are trained to the trench rescue operations level, rope rescue operations level, confined space operations level, water rescue operations level, and building collapse awareness level. In addition, the HCRTF has a technical rescue team with personnel trained to the technician level in all areas, which is simultaneously dispatched to incidents. The team follows county developed response protocols to handle all situations. Establishment of an Effective Response Force Once critical tasks have been identified and defined, an effective response force can be established. This force is defined as the amount of equipment and personnel that must reach a specific location within the specified response time. Fire risk cannot be held to zero. Thus, the objective of this standard of response coverage study is to identify a balance among distribution, concentration, and reliability that will keep fire risk at a reasonable level, while yielding the maximum savings of life and property. The fire scene is unpredictable in many ways. While it is possible to state what critical tasks must be accomplished in order to extinguish a fire, it is not always possible to predict how many firefighters it will take to accomplish those tasks. The number of personnel and the amount of equipment necessary to accomplish the critical tasks listed will vary due to the following factors: 52 Carmel Fire Department Standards of Cover - 2013 Edition • Delayed response; • Building construction; • Number of occupants; • Physical and emotional condition of occupants; • Extent of fire upon arrival (flashover); • Built -in fire protection; a Area of fire involvement; • Firefighter or civilian injuries; • Water supply • Equipment failure. The need for more personnel may arise on any fire scene at any time. Fire conditions must dictate the minimum response needed for any given fire, even if that response exceeds the requirements listed in this document. The experience and professional judgment of our officers to request additional resources early in an incident is highly valued. Officers are encouraged to call for help whenever they feel it may be useful. The Carmel Fire Department utilizes risk assessment, staffing considerations, equipment standards, and task analysis of the necessary elements needed to mitigate common fire emergencies. These elements are outlined in the tables listed below. Critical Task Resources by Fire Risk Type Task High Risk Moderate Risk Low Risk Attack Line 7 4 4 Search and Rescue 6 -8 3 -5 3 -4 Ventilation 5 3 2 Back -up Line 3 -4 4 3 Water Supply 1 1 1 Command 1 1 1 53 Carmel Fire Department Standards of Cover - 2013 Edition Accountability 1 1 1 Safety Y 1 __ _ -1 __ —. 1 Logistics 1 Senior Advisor 1 Planning 1 Staging 1 Rehabilitation 2 2 Sector Officers 1 -4 Rapid Intervention Team 4 4 4 Totals 36 -42 24 -26 20 -21 Distribution The term "distribution" describes the station and resource locations needed to minimize and terminate emergencies by assuring a sufficiently rapid first due response deployment. Distribution is measured by the percent of the jurisdiction covered by first due units within the jurisdiction. The Carmel Fire Department has established a nine minute and thirty seconds (9:30) response time 90% of the time from alarm time to arrival. The officers of the Carmel Fire Department have established an effective response force that places three engines, one ladder, one ambulance and the on -duty battalion chief on the initial dispatch to a reported residential or commercial fire. In addition, in areas of automatic aid a 4th engine will be started for assistance with RIT or any duty assigned by the battalion chief. This is standard response for reported residential and commercial fires. Concentration Concentration is the spacing of multiple resources arranged within close enough proximity that an initial effective response force can be assembled on -scene within sufficient time frames. An initial effective response force is one that will most likely stop the escalation of an emergency of a specific risk type. In determining concentration, the Carmel Fire Department again looked at risk assessment, call volume, population, and critical tasking. When considering concentration of units, it should be noted that the 54 Carmel Fire Department Standards of Cover - 2013 Edition c IG ir6. CLAW 1f5M Department has entered into automatic and /or mutual aid agreements with all surrounding communities. These agreements benefit the Carmel Fire Department by allowing the use of neighboring fire stations within close enough proximity to bolster initial effective response forces for the Carmel Fire Department. Additional resources may be obtained by utilizing mutual aid through the established running orders in the Computer Aided Dispatch (CAD) Center. The running orders have been established to go up to at least 100 stations deep for any call type in the CAD system. With the current running orders, there has not been a need to write special running orders for a specific structure in the Carmel Fire_ Department response area. However, the department will continue . to review new and existing structures to see if there is a need to establish a special running order. 55 Carmel Fire Department Standards of Cover - 2013 Edition sae CITAYMPIR [17 --Tech-Rescue; HazMat EMS -2010 Runs per Location District Tech Rescue EMS 41 A i 0 1.5 3 42 HazMat 0 6 - 10 43 u 1 0 11- 20 44 0 2 0 21.30 45 46 Q-' 31 -50 0 51 -90 0 91.120 121.150 t, MATT 56 Carmel Fire Department Standards of Cover - 2013 Edition 2010 Fire Runs Fires f fires District 41 aia 42 43 44 45 46 + 1F*1 Pct a. AZ t7' 57 Carmel Fire Department Standards of Cover - 2013 Edition CAIDAIZZ r ID afacirma _Tech . Rescue, - HazMat, - EMS -20.I T -Runs -per Location 4I 1 -5 k442 O 6- 10 43 O 11.20 44 Q 21 - 30 •45 ® 31.50 46 51 - 90 091.120 58 CAIMak IF ED Carmel Fire Department Standards of Cover - 2013 Edition - -201 t `Fire °Runsper-Location Fires t al 2 District 41 42 43 44 45 cLaiiiTsiza 59 Carmel Fire Department Standards of Cover - 2013 Edition Tech Rescue, HazMat, EMS 2012 Runs per Location District EMS 41 0 1.5 '',.'"42 0 6 -10 ^?s =43 0 1I -20 0 21 -30 45 46 Q 31. SO 0SI -90 91 - 120 121 - ISO Tech Rescue A I A 2 HazMat • I O 2 t, r D CHASTODF? 60 Carmel Fire Department Standards of Cover - 2013 Edition —20 I-2-Fire-Runs Fire District 41 t:u 42 s:=ri' 43 44 45 46 Reliability Response reliability is defined as the probability that the required amount of staffing and apparatus will be available when a fire or emergency call is received. If every piece of fire department's apparatus were available in its desired location every time a fire /EMS call was received, then the department's response reliability would be 100 percent. If however, a call is received for a particular company and that company is busy at another call, a substitute company must be assigned from another station. If the substituting station is too far away, that company cannot respond within the maximum prescribed travel time. 61 Carmel Fire Department Standards of Cover - 2013 Edition The department has implemented a video conferencing system that allows apparatus to stay in district and participate in classroom - training, which will help with reliability keeping those units -in their primary district while still participating in training activities. Also, the department has implemented a modified response during severe storms when there is the probability of several back -to -back alarm calls, meaning a single unit will respond on the alarm call for an investigation. The department is continually looking for ways to make sure response reliability is considered in all aspects of the department. As the number of emergency calls per day increases, so does the probability that a needed piece of apparatus will already be busy when a call is received. Consequently, the department's response reliability decreases. Component F - Performance Objectives and Measures This section reviews the types of emergencies the fire department has historically responded to, as well as the pattern of incidents, the community risk, and the overall impact this has on the department's effectiveness. The following is a three -year history of all incidents occurring within the Carmel Fire Department response area. The incidents shown are in two categories: fire and EMS. Emergency Incidents in the Carmel Fire Department Response area: Year Incidents Fire EMS Haz -Mat Tech. Rescue Other 2010 5243 8.89% 63.23% 2.37% .34% 25.18% 2011 5235 8.71% 63.15% 2.37% .27% 25.50% 2012 5882 9.03% 65.91% 2.30% .34% 22.42% 62 Carmel Fire Department Standards of Cover - 2013 Edition IF ED aditillafie 90th percentile baseline data is expressed below in mm:ss. ,.a th -r s fir°— Fire # °9� Percentile Times fBasel�ne� x z yy 'k+� t�cait f'.,�F ,� 4i.. p f (.w'r'.: fi"' Performance F ; f � Y �; .2010 2012y,. A �+?lh �•� �„e , , x e+. �( ti`�y y , ?"'°f 2010, *gt r `'Ub•Y. §r�'`• �� i�'' It ' } r'Nt k2011sv ]F rr•'�;.t z _ d, s'y n ,5 X2012: irt;$F'` { }L.fiy :r Y ;C o unt fi � � 4 S � e, p ;k rti� to Y•! R,y a epunt f 6'r'. °` .t .f -f�,.n '?'v5: •,yA q'"f 41...' � ..oK°'i, 453 7 ty,'ary`.. v ", e>•"�`�` - -M�yy Al arm tProcessmg "' `y �, .,'� 5 a Fy h of �, � ., 02 30 02 • 32 i� :','��'' k'"ih > `" *� � r' , 02 09 i.,jl,�R'� 3 `Yf T Jn9 � r X02 20 C fY xfi'i Tunout Time 1l k 0 S Y . ' 01 30;. �, k , ia�. 1'±1 f'�•j 4 ? ,G . 0 7w. + 1 ^�x yb'M1l. ..r, �e 'Rn 1 . 7•� ) Y 'tin ' Travel °Time* Cx.#'i` � .A St Unit�r� k �Y . iA 3 L 06 45 X n, 06 48 �.a ,I�,, }`Y+4 Rf4 06 35, x r> A t06 24 r ,' SERF t`S r''v r08 • 1�2 ,, 08 • ° =3. �fu� a}.' :,. " "••, d:. 'e F•E^i"�. Nn't.kSx �08 07 ,�6�e si yw .�-°i °�R � �07o -26 ate' ,�a, s�. ,, .`!tix^ir.^ � z ''2.• i' }c � tl ., t ... fh nt t 1 x-- 9 Y M1 09 58 ~~- T,., !�4 N� -10 045 x509 i 34 '', °. O8 58 .'� -r aTotal Response Time 07 28 .,.V A�Ri,�. � ° 0 03 7, �. :'. ;r R'" F _ o p 12 36 €s t < 13: 0 { Y .Y' '} ? X08 46, EMS g� �J. ' r ` � � 6 �.', x f' fi C fi`#' P �fx*r 4 �� y�?h. '� 20102012 4 t 54} iA'v y L S •F f 7 F 1�N"'e �s� v�" = �r y�,m .et -f n: `vTA� �E��, 4 S � e, p ;k rti� to Y•! R,y a epunt f 6'r'. °` .t .f -f�,.n '?'v5: •,yA q'"f 41...' � ..oK°'i, _v� C 'G X9702 dA"Y', r 9•r. f ' 3019 *� "r'F -Sr K.r .' �-1A.Telarm, Processin yY+,'''ok 3052 µ�c 4it s r 3631. X "—V. F4' 7 .fit /^ Alarm��Processmg wrr� � 3 a3j. t ,�.n._f �._, ra€ixi,. .�r� a�c;:'N.$., y��i.�,_«'t_xt�'�.�t � ,02 1�9 ��. s� 02 • 08 >.,5:'.`.�, . ° .s ✓`.�•. i a 0 *� NE wa k _ ` -e.$1� �tt .M6+r u A, 01 30;. �, k , ia�. .tx, 'R - Tjurnout�T►me . TiNA' • S>, ` ' .i$ ,. xt5`"•M 2y . 1`M'�, 3'h(•� .Akl .£ £, .. M.. �, , p ^' .i ^..) i `•. :• h° an* .y ..._.. :.j� 3` 4 Ebn `. «x.:s�tt°S{0.°'p f 'n. hn �.` -" et �< ` }�. X01 59 �'� i eV{ t't,c .Yt. .. Y f 5 j••... r 01 i, ,yY..R . .... �tt"�>5� 3 Y tfi ,�' p,`'`,y.".r x^'i . �$• rave Time StS ni s r v xr • 5 ; �, 5', � z ''2.• i' }c � tl ., Y ERF�`� �a 5 t. o 37kk� § tax : Min .�a�y`.7. �'".e, ,a- I:F'�1,:i i9:i r<d,J, dl. ., 'ERFmk �•:S 2 �A. .1'6.^ ' 07 23 v� 1r .t!N.W 07 28 .,.V A�Ri,�. � ° 0 03 7, �. *` {W.. 06 40 .,�it F •'te y $ $`55`yr( b w fr Total Response�Tlme � m y St { ,�4Unit -8 d'r "3 'Y} �� { Y .Y' '} ? X08 46, 1'"? yy E 08 53y 6 08 07 ERF _ �. ^e�i "L .JY 32 �. .. ,L .n. 3'. X11 36 11 07 , M1'1" • 157 %..t u�. , r_m �Z� uF?'• rc y, fij � k eFlazardous Materials �� �,� g � ��,N� �'�� � x -f. . ,3 ,v '7 ' - 4, rzr J „T� s °, - -_ rs-l. ` Pis+ kv � .'�+e $ab..YiJ, „2v .;;, �iixMa „t, � 2010 2012 � ^.,, et'� t .4,1Z1.4: �� ��2010;� � °' t �,31} �_�, �' �'" 2011 X2012 -E �FC*b, na. � Count a� �� x� : sasti d'{,�^•sr F =a.d-' .y +E � 29.6 w sa , tom^ +• ° 3 ,q 100g95F . # ;..eu, .h. 3. f X101:; i ,8 ,: `� � �-1A.Telarm, Processin yY+,'''ok '� '� �? F4 �•d4 u ,' ' ' � a w urnout Time - ,4 '4- fib .fl+,.. ?,yx - >'_hM1+ ,.J•i -x6 r(,.. 2 . ° .s ✓`.�•. i a 0 *� NE wa k _ ` -e.$1� �tt .M6+r u A, 01 30;. �, k , ia�. ¢' {� ki •�%'YC • raveiTime�”, ��� ¢' i nIt �'`a 1 'JA'.c� x` v � � � � ,th, p 07-06 � - ��.. `x �' � _ ' y �' *� 07 • 07r� L.. T 'Y, u`• $.'t +9�' 0 ��,06 25t�r i!H- t9'r`t� b .. '�z t i „+y.SA�.st.i,�J} a2 . ; .iz,�. .2. ?G�(,:`d,.�.%�7.I 5, ,.:3': �Y '� t��t�y'7dNv r e. �`it+�:.Ct. F � x1 E x .c � .dv'�^. } t 4 3', a^, x t 01J • +� ^6 D� 52"$ a 7:":21:- , 4 i Y,„. ' i � o a ponp3's e, y ' aTtl RessTIme `r' F bJ 3 �' ! " U(i ' ,,' nqA r•.t A SRt„y, S°" -�r `t Rik:"''p k °3s` 08 1,k4.. 4 • t i+�'. ,iT �rT .F, s4 � z ''2.• i' }c ♦`2"�'L �` Y ERF�`� �a , "1t5 • 35 az ^u tt .t ti.•' 15:54 2" ;*t> ° 3t14 181 t �%^ "i.. !F. X12 20 y 63 Carmel Fire Department Standards of Cover - 2013 Edition cur ME. Technical Rescue " sY� �y!'' 4 2010 2012 r c e,„J, e 4 SuPv �... ` '�2010r ITr i�`ti '' »y '' .. 2011 ' �2011� ��� 5h� ti3 =- ti } .E' Y U ,y 1 r✓ s^LGr i t ,Fire 11 Wit” , W13 .i+e �° a2012 a 3County k. ] w,. ii.�F �Je. �'i -4 2�'4•. ift. }�R%. ! t , � b}. 4Elb to 8 �+ 08U�F. ��`Fw:''P^y. A }larm Processing ° j * s z i rc,,.0t a,. .� g ', .' 's v er i 03 00 P s�3^•c r , it uO3 03 ;: ,Y r 1, N x02 44 sti':s4i.'� �+, ".€ d 02 43 , G' v fu!S' mou liiime „� CS k [ '+ 3 �- ��� 3 00 � w.;1 a'S .fir.. zt�� .. � ' 01 =.59 02 10 01 X09 � � 01 1�6 >k 'X Travel�Tim w1s Uni 31q & ' 08 ,o 07 O3r58 „ X05 04 IEd� Ra rgFi5�k{i+�S "'� S T �u 09 z aF 7,0 : 51 ,s,f� 'v� Total `.Res. onse Time ' f ,1 Unit [ r =11 54 x`12 16 �� *_. { X10 27� +i5 ��07 • 57 "� IERF a 5' G'J X2410 26 43 $, x,14 00" �' � ' 13 • 5�7 �y y In addition to the described response time objective, the Carmel Fire Department has established the following additional Standards of Coverage statements and goals: Dispatch The Carmel Fire Department tracks dispatch times from the time the call is received until the call is dispatched. The agency had its own communications center who were nationally accredited, however in August of 2012, the Hamilton County Communications Center began dispatching all calls for the Carmel Clay area. , yak Yi . ph T 90 rcentile ispatc imes Pe [ + 2010 2012 ; rsx,/A„l : :i ? 2010 G 2011 ' t. .E' Y U ,y 1 r✓ s^LGr i t ,Fire 11 Wit” , W13 .i+e U l4 h n q: At �2 30� a o't,.. -�.dai W 4 ,p P `ie' yx`4 } ' a .5. ` T4 K b4 ��. H �S' �. +k' S:;` .AA G [ Jvn pgqnWi's'._ yI:IY1J z' L T. v �t S ; d3 T�� "R 4 '�" ��`T q, 4.9k P'� �����P� � v�"�y ! t , � �. 3 lti! ,"'2 eP^ ]T a ''£ ,:y�4F 'Y'3i f�. to 8 �+ 08U�F. ��`Fw:''P^y. �t�i. m4i, ' 2x S iV�* V ". 2 $ v' I'iazMat �� a c r i' v a 4 k -Y .� att'� k.:. �2 54' �, 2 Jt,. l l' L xi, Technical Rescue �� "� � \�� �, �.. v_ ..�°�'k 3` :�....,..� ., .. � ..._.. ...�o �' :.�, —. H; Mr, k, 'H 3 .... k [ '+ 3 �- ��� 3 00 � w.;1 a'S .fir.. zt�� .. SFS ?+, ,��� 3 • _ '4_4.'S.«a' n5e_ ;:� 'y2 fyt�, g'. �1,� The Carmel Fire Department is working with the Hamilton County Communications Center to improve the call processing times and changes have already been made to decrease the times. 64 Carmel Fire Department Standards of Cover - 2013 Edition ram) MAT MS Turnout Response Times EMS Turnout Response The Carmel Fire Department has adopted a turnout response time benchmark of sixty seconds (60) for all EMS incidents. The Carmel Fire Department has a turnout response time baseline of 1:26 for all EMS incidents. Fire Turnout Response The Carmel Fire Department has adopted a turnout response time benchmark of sixty seconds (60) for all Fire Incidents. The Carmel Fire Department has a turnout response time baseline of 1:26 for all Fire Incidents. Hazmat Turnout Response The Carmel Fire Department has adopted a turnout response time benchmark of sixty seconds (60) for all Hazmat Incidents. The Carmel Fire Department has a turnout response time baseline of 1:30 for all Hazmat Incidents. Technical Rescue Turnout Response The Carmel Fire Department has adopted a turnout response time benchmark of sixty seconds (60) for all Technical Rescue Incidents. The Carmel Fire Department has a turnout response time baseline of 1:16 for all Technical Rescue Incidents. Travel Time Response Fire Travel Time Response The Carmel Fire Department has adopted a travel time response benchmark of four minutes (4:00) for all Fire Incidents. The Carmel Fire Department has a travel time response baseline of 6:24 for all Fire Incidents. The Carmel Fire Department will strive to maintain the travel time response benchmark with a minimum force of firefighters and equipment, which are strategically located so that the initial fire department unit arrives within four (4 :00) from en -route time to on -scene time, with the balance of the first alarm 65 Carmel Fire Department Standards of Cover - 2013 Edition ClfactrInia assignment arriving within eight (8:00) minutes from en -route time to on -scene time. The Carmel Fire Department has an effective response force travel time baseline of 10:07 for all Fire Incidents. Emergency Medical Services Travel Time Response The Carmel Fire Department has adopted a travel time response benchmark of four minutes (4:00) for all EMS Incidents. The Carmel Fire Department has a travel time response baseline of 5:37 for all EMS Incidents. The Carmel Fire Department will strive to maintain the travel time response benchmark with a minimum force of firefighters and equipment, which are strategically located so that the initial fire department unit arrives within four (4:00) from en -route time to on -scene time, with the balance of the first alarm assignment arriving within eight (8:00) minutes from en -route time to on -scene time. The Carmel Fire Department has an effective response force travel time baseline of 8:54 for all EMS Incidents. Hazmat and Weapons of Mass Destruction (WMD) Travel Time Response The Carmel Fire Department has adopted a travel time response benchmark of four minutes (4:00) for all Hazmat Incidents. The Carmel Fire Department has a travel time response baseline of 7:04 for all Hazmat Incidents. The Carmel Fire Department will strive to maintain the travel time response benchmark with a minimum force of firefighters and equipment, which are strategically located so that the initial fire department unit arrives within four (4:00) from en -route time to on -scene time, with the balance of the first alarm assignment arriving within eight (8:00) minutes from en -route time to on -scene time. The Carmel Fire Department has an effective response force travel time baseline of 10:03 for all Hazmat Incidents. Technical Rescue Travel Time Response The Carmel Fire Department has adopted a travel time response benchmark of four minutes (4:00) for all Technical Rescue Incidents. The Carmel Fire Department has a travel time response baseline of 5:04 for all Technical Rescue Incidents. The Carmel Fire Department will strive to maintain the travel time response benchmark with a minimum force of firefighters and equipment, which are strategically located so that the initial fire department unit 66 Carmel Fire Department Standards of Cover - 2013 Edition arrives within four (4:00) from en -route time to on -scene time, with the balance of the first alarm assignment arriving within eight (8 :00) minutes from en -route time to on-scene time. The Carmel Fire Department has an effective response force travel time baseline of 12:03 for all Tech Rescue Incidents. Component G - Compliance Methodology Overview of Compliance Methodology The preceding sections of this report provide a detailed analysis of the historical performance of the Carmel Fire Department. In order for this to prove beneficial to department and city policy makers, continued analysis will be performed on a routine basis. The data provided to the project team for analysis initially proved to be difficult to analyze from the standpoint of being consistent and complete. The creation and implementation of a continuous quality assurance program on all Carmel Fire Department incident records helped to ensure accurate data for this report. The Carmel Fire Department is committed to a continual process of analyzing and evaluating actual performance against the adopted standards of cover and will enhance the data collection procedures of field operations personnel. Periodic review of the department's records management system reports will be necessary to ensure compliance and reliability of data. Compliance Model Compliance is best achieved through a systematic approach. Carmel Fire Department has identified the following six -step compliance model. Maintenance of Effort Compliance Model Compliance: Saiate.gre s 67 Carmel Fire Department Standards of Cover - 2013 Edition Complete the initial standards of cover process. Conduct a full review of the performance measures every annually: This process is risk' based and evaluates whether: o Services provided are identified • Levels of service are defined o Levels of risk are categorized Performance objectives and measures developed: o Distribution measures • Concentration measures Step 2: Evaluate Performance Performance measures are applied to actual services provided: o System level o First Due Area level o Unit level Step 3: Develop Compliance Strategies o Determine issues and opportunities: • Determine what needs to be done to close identified gaps o Determine if resources can or should be reallocated o Seek alternative methods to provide service at desired levels • Develop budget estimates as necessary o Seek additional funding commitment as necessary Step 4: Communicate Expectations to Organization and Stakeholders Communicate expectations: ® Explain method of measuring compliance to personnel who are expected to perform the services 68 Carmel Fire Department Standards of Cover - 2013 Edition CARIKEIL g� cur ints ® Provide feedback mechanisms ® Define consequences of noncompliance Train Personnel: o Provide appropriate levels of training /direction for all affected personnel • Communicate consequences of noncompliance ® Modify (remediate) internal processes, application systems, and technical infrastructure as necessary to comply Step 5: Validate Compliance Develop and deploy verification tools and /or techniques that can be used by divisions of the organization on an ongoing basis to verify that they are meeting the requirements: Monthly evaluation: m Performance by Unit o Overall Performance o Review of performance by Division Quarterly evaluation: a Performance by Unit o Performance by First Due o Overall Performance ® Review of performance by Executive Management Determine whether independent validation and verification techniques will be used to measure the performance, and solicit external assistance as necessary Step 6: Make Adjustments /Repeat Process 69 Carmel Fire Department Standards of Cover - 2013 Edition Review changes to ensure that service levels have been maintained or improved. Develop and implement a review program to ensure ongoing compliance:" Annual Review and Evaluation o Performance by Unit o Performance by First Due • Overall Performance © Review of performance by Governing Body ® Adjustment of performance standards by Governing Body as necessary Five -Year Update of Standards o Performance by Unit o Performance by First Due ® Overall Performance O Adoption of performance measures by Governing Body Establish management processes to deal with future changes in the RFD service area Component H - Overall Evaluation In 1999, the City of Carmel hired a consultant that reported an eventual need for a seventh fire station to cover the northwest section. Recent data has shown that while the population density has increased in the northwest area, only a small area routinely falls outside the six minute, thirty second response goal. Options to mitigate this shortfall will be evaluated and employed over the next several years before seeking solutions that may intensely impact city resources. The below maps detail the incidents exceeding the effective response force objective of sixteen minutes in Station 42 and Station 46 quadrants. 70 Carmel Fire Department Standards of Cover - 2013 Edition — Shift * runs over 16 minutes - 2012 Legend 111 Building fire ® 412 Gas leak (natural gas or LPG) Q 321 EMS call. excluding vehicle accident with injury D 445 Arcing, shorted electrical equipment 8 322 Motor vehicle accident with injuries 0 651 Smoke scare, odor of smoke Q 324 Motor vehicle accident with no injuries. 0 733 Smoke detector activation due to malfunction O 735 Alarm system sounded due to malfunction • 745 Alarm system activation, no fire - unintentional * 814 Lightning strike (no fire) CAMICEb titrx, Z9 71 Carmel Fire Department Standards of Cover - 2013 Edition CILAZILM — Shift -B -runs- over 1 6-minutes 2012 Legend m 111 Building fire 0 113 Cooking fire. confined to container 0 651 Smoke scare, odor of smoke G 321 EMS call, excluding vehicle accident with injury O 735 Alarm system sounded due to malfunction ® 322 Motor vehicle accident with injuries 353 Removal of victim(s) from stalled elevator 1 tC$ orartrlecom 72 Carmel Fire Department Standards of Cover - 2013 Edition CAIMEZ CLAIMERS Shift C- runs-over-16- minutes---201-2 — Legend 111 Building fire • 154 Dumpster or other outside trash receptacle fire Q 321 EMS call, excluding vehicle accident with injury Q 322 Motor vehicle accident with injuries A 324 Motor vehicle accident with no injuries. IN 411 Gasoline or other flammable liquid spill 0 D 412 Gas leak (natural gas or LPG) 440 Electrical wiring /equipment problem, other 651 Smoke scare, odor of smoke 733 Smoke detector activation due to malfunction 734 Heat detector activation due to malfunction 73 Carmel Fire Department Standards of Cover - 2013 Edition comet r 111) aditarMla ShiftA runs over 16 minutes - 201 1 Legend 8 111 Building fire 9 113 Cooking fire. confined to container ® 114 Chimney or flue fire, confined to chimney or flue ;J 321 EMS call, excluding vehicle accident with injury A 322 Motor vehicle accident with injuries A 323 Motor vehicle/pedestrian accident (MV Ped) , 324 Motor vehicle accident with no injuries. ® 745 Alarm system activation. no fire - unintentional 0 651 Smoke scare, odor of smoke yj 814 Lightning strike (no fire) Q 735 Alarm system sounded due to malfunction 9 ® 741 Sprinkler activation, no fire - unintentional 0 O 744 Detector activation. no fire - unintentional >3 Gas leak Gasoline or other Ice Rescue cjiabitet iPtr*D 74 Carmel Fire Department Standards of Cover - 2013 Edition alumtEls r memos Shift B runs over 16 minutes - 201 1 Legend 111 Building lire A. 324 Motor vehicle accident with no injuries. 0 745 Alarm system activation, no fire - unintentional O 113 Cooking tire, confined to container Q 651 Smoke scare. odor of smoke t' 814 Lightning strike (no fire) Si 114 Chimney or flue fire, confined to chimney or flue 0 735 Alarm system sounded due to malfunction E( Gas leak L\ 321 EMS call. excluding vehicle accident with injury 0 74i Sprinkler activation, no fire - unintentional fl Gasoline or otherb , 322 Motor vehicle accident with injuries 0 744 Detector activation, no fire - unintentional ( Ice Rescue --<›-i .E tr .lm Q 323 Motor vehicle/pedestrian accident (MV Ped) CLAW SWIM 75 Carmel Fire Department Standards of Cover - 2013 Edition Shift C runs over 16 minutes - 2011 Legend n 111 Building fire A 324 Motor vehicle accident with no injuries. el 745 Alarm system activation, no fire - unintentional • 113 Cooking fire. confined to container Q 651 Smoke scare. odor of smoke 814 Lightning strike (no fire) IB 114 Chimney or flue fire, confined to chimney or flue [gr 735 Alarm system sounded due to malfunction 0 Gas leak Z.:\ 321 EMS call. excluding vehicle accident with injury 0 741 Sprinkler activation, no fire - unintentional 0 Gasoline or other , 322 Motor vehicle accident with injuries 0 744 Detector activation, no fire - unintentional 0 Ice Rescue , 323 Motor vehicle /pedestrian accident (MV Ped) CILASVGIIIM 76 Carmel Fire Department Standards of Cover - 2013 Edition CFAM'INAM Shift A runs over 16 minutes - 2010 Legend is 111 Building fire 114 Chimney or flue fire. confined to chimney or flue 131 Passenger vehicle fire fA 321 EMS call, excluding vehicle accident with injury A 322 Motor vehicle accident with injuries A 323 Motor vehicle /pedestrian accident (MV Ped) A 324 Motor vehicle accident with no injuries. 4J 442 Overheated motor 0 444 Power line down 0 651 Smoke scare. odor of smoke O 731 Sprinkler activation due to malfunction t 735 Alarm system sounded due to malfunction O 743 Smoke detector activation. no fire - unintentional O 745 Alarm system activation. no fire - unintentional 814 Lightning strike (no fire) Q F - Assist O HazMat Level 2 ® HazMat Level 3 O inv. Smoke Removal ® Invest O Water Rescue tCsziozb .r 414.1rD CEd X757riR 77 magd Carmel Fire Department Standards of Cover - 2013 Edition Shift B runs over 16 minutes - 2010 ■•-r Legend fa 111 Building fire 114 Chimney or flue Ere, confined to chimney or flue ® 131 Passenger vehicle fire 321 EMS call, excluding vehicle accident with injury , 322 Motor vehicle accident with injuries , 323 Motor vehicle /pedestrian accident (MV Ped) Q 324 Motor vehicle accident with no injuries. O 442 Overheated motor • 444 Power line down G 651 Smoke scare, odor of smoke O 731 Sprinkler activation due to malfunction Q 735 Alarm system sounded due to malfunction O 743 Smoke detector activation, no fire - unintentional Q 745 Alarm system activation, no fire - unintentional j".{ 814 Lightning strike (no fire) O F - Assist Q HazMat Level 2 El HazMat Level 3 9 Inv. Smoke Removal El Invest 8 Water Rescue cASMILejja Jr 415. 89 Mar %Una 78 Carmel Fire Department Standards of Cover - 2013 Edition Shift C runs over 16 minutes - 20I 0 Legend nr�, 8 111 Building fire tr 114 Chimney or flue fire. confined to chimney or flue r 131 Passenger vehicle fire /\ 321 EMS call. excluding vehicle accident with injury , 322 Motor vehicle accident with injuries 8 323 Motor vehicle/pedestrian accident (MV Ped) ® 324 Motor vehicle accident with no injuries. Q 0 0 442 Overheated motor 444 Power line down 814 Lightning strike (no fire) F -Assist 651 Smoke scare, odor of smoke 0 HazMat Level 2 731 Sprinkler activation due to malfunction • HazMat Level 3 735 Alarm system sounded due to malfunction • Inv. Smoke Removal 743 Smoke detector activation, no fire - unintentional El Invest 74 Alarm system activation. no fire - unintentional 0 water Rescue 5 79 Carmel Fire Department Standards of Cover - 2013 Edition its JF a Shift C runs over 16 minutes - 2010 Legend j® 111 Building fire • 114 Chimney or flue fire. confined to chimney or flue el 131 Passenger vehicle fire i \ 321 EMS call. excluding vehicle accident with injury Q 322 Motor vehicle accident with injuries , 323 Motor vehicle /pedestrian accident (MV Ped) Q 324 Motor vehicle accident with no injuries. 0 442 Overheated motor rC3 444 Power line down 651 Smoke scare, odor of smoke Q 731 Sprinkler activation due to malfunction Q 735 Alarm system sounded due to malfunction O 743 Smoke detector activation. no fire - unintentional O 745 Alarm system activation. no fire - unintentional {;{ 614 lightning strike (no fire) • F - Assist • HazMat Level 2 ® HazMal Level 3 Cf Inv. Smoke Removal C3 Invest p Water Rescue cAIIIIKEL CLAW IESCAM 80 Carmel Fire Department Standards of Cover - 2013 Edition The below maps detail the incidents exceeding the travel time objective of the first piece of apparatus arriving on the scene within six minutes, thirty -s-econds in Station 42 and Station 46-q0-di-ants7— Station 42 2012 Runs over 6:30 Alarm to Arrive 81 Carmel Fire Department Standards of Cover - 2013 Edition 0 EMS 0 FIRE HazMat Station 46 2012 Runs over 6:30 Alarm to Arrive 82 Carmel Fire Department Standards of Cover - 2013 Edition Station 42 20I 1 Runs over 6:3OAlarm to Arrive Run Type Q EMS 0 FIRE HazM t 83 Carmel Fire Department Standards of Cover - 2013 Edition Distric 4 c Al; , j Station 46 2011 Runs over 6:30 Alarm to Arrive 84 Carmel Fire Department Standards of Cover - 2013 Edition Station 42 2010 Runs over 6:30 Alarm to Arrive 85 Carmel Fire Department Standards of Cover - 2013 Edition Station 46 2010 Runs over 6:30 Alarm to Arrive District 41 42 45 86 Carmel Fire Department Standards of Cover - 2013 Edition amok CIACTIITAS The other area of concern to the agency is the call processing times exceed the national standards. The agency has been and is actively working with the Hamilton County Communications Center to reduce this time. On February 3, 2013, the agencies revised the existing dispatch policy. The new policy allows the dispatcher to determine the call type, rather than the Pro QA. The dispatcher now dispatches the run and then utilizes the Pro QA for pre - arrival instructions and additional information gathering, thus reducing the alarm processing time. The Standard of Cover document is the basis for policy and procedure changes that will have a positive impact on the achievenent of performance measures. The Standard of Cover document will be integrated into the agency budgeting process and the Strategic Plan, The Standard of Cover document will be reviewed every six months at a mininmum to ensure performance objectives are being met and to identify areas that may need to be addressed. 87 Welcome Letter from Chief 2 Introduction 3 Organizational Background 4 Vision Statement. 4 Community-Driven Strategic PIan 5 External Stakeholders 7 Feedback Responses 7 [ommerciaNnstitutiona|Grnup 7 Overall Perception ' --' 10 Citizens ofthe Carmel Community 11 Internal Stakeholders 13 The Mission 14 Values 15 Programs and Services 15 S.W.O.T. Analysis 16 Strengths 16 Weaknesses 17 Opportunities 17 Threats 18 Criticat Issues and Service Gaps 19 Goals and Objectives 20 Performance Measurement 28 The Success of the Strategic PIan 30 1 2013-2017 CA FINE Dt PART1VICINT TRATEGI IINx Welcome- Letter_.fr-om_Chief Department have It is my privilege to present the 2013 -2017 Strategic Plan for the Carmel Fire Department. This document clearly articulates the goals and objectives of the personnel that protect the City of Carmel. As the world around us continues to change, we are faced with demands for service that the traditional fire service --has never - before - - seen. It is important for everyone to understand that the fire service of today is not the fire service of yesterday. The reality is that the fire service of tomorrow will change as well. The men and women of the Carmel Fire risen to the occasion and continually deliver the highest quality of service. It is through planning and implementation that the department improves and continues to deliver the highest quality services to those we protect. I am proud of our personnel and the service they deliver. Our agency recognizes the need to build upon tradition, but not to become so entangled with tradition that it inhibits our growth. We are not afraid to challenge industry norms, shift paradigms and look for better ways to improve our service. It is an honor to lead this group of professionals. Respectfully submitted, Matthew F. Hoffman, Fire Chief Carmel Fire Department 2 Introduction The Carmel Fire Department provides fire suppression, rescue, emergency medical services, hazardous material response, fire inspection, code enforcement, fire investigation, and public education to the City of Carmel, Indiana. The Carmel Fire Department provides these core services with the highest professional standards and efficiency to the citizens it serves. The Carmel Fire Department is currently seeking accreditation through the Center for Public Safety Excellence (CPSE). This plan is written in accordance with the guidelines set forth in the CFAI Fire and Emergency Service Self- Assessment Manual, 8th edition. The process of developing the Carmel Fire Department Strategic Plan went beyond merely developing a document. Input from Internal Stakeholders was sought so that members could look at how the Carmel Fire Department conducts its business by critically assessing and challenging the Carmel Fire Department's processes, paradigms, values, and belief systems. And they were given the opportunity to provide input on the department's Tong -term direction. Furthermore, External Stakeholders were given the opportunity to provide feedback on their fire department and to provide insight from the "customer's" perspective. Both groups' involvement was invaluable to the process of building this plan. This plan is the embodiment of the Carmel Fire Department's future. It contains the department's mission statement and its vision statement that provides for a clear path to the future. This strategic plan also contains the department's core values, which will act as a guide toward the fulfillment of the mission. Lastly, contained in this document are the goals and objectives, which will facilitate the realization of the vision. 3 201,3-201 FIRE DB PARTM1NT STRAT' i GIBP, AN Organizational Background The Carmel Fire Department serves the City of Carmel, Indiana and covers approximately 51 squar e— miles_ of_ terr_ itor _y.__With._a_population_of appr_ox mate ).y_80,0.00_p_eop.Ie,Carmel is_ a suburban community on the northern edge of the City of Indianapolis and has a mix of residential, commercial, and light industrial occupancies. Carmel was founded as an unincorporated town in 1837 and was originally named Bethlehem. In 1846, the residents of Bethlehem wanted a post office, but the name Bethlehem was already in use by another community in the Southern part of the state, therefore the name "Carmel" was adopted. The city is currently a third class city and has been incorporated as such since 1976. Carmel operates on a Council -Mayor form of local government. first fire department was organized in 1900 and was an all - volunteer fire company. In 1958, the first paid fire chief thus, the first paid firefighter was hired. By the 1990's, the number of paid professional firefighters had grown to more than 60 members. Today, there are over 160 professional firefighters that staff 6 -- stations throughout the city; with 6 engines, a hazardous materials vehicle. The firefighting ladder company, 4 paramedic ambulances, and a force is divided into 3 crews that work 24 -hour shifts and respond to more than 5,500 incidents annually. A ten person administrative staff that forms the command structure for any large -scale event supports these firefighters. Vision Statement: It is the vision of the Carmel Fire Department that within the next five years, the Department will provide the highest quality customer service of any Fire Department in the State of Indiana. 4 Community- Driven Strategic Plan The Carmel Fire Department must ensure that its core services are in line with the demands and expectations of the community. Private citizens and businesses alike must have a chance to make their voices heard. Therefore, the Carmel Fire Department has used an approach that involves the community in its planning process. This allows the planning process to be specifically targeted to the wants and needs of the customer by focusing precious resources while reducing risk and wasted effort. In 2011, the Carmel Fire Department in conjunction with Roth Consulting hosted Focus Group Meetings with members of the residential community. There were also meetings held with members from the business and institutional community. Each group received a questionnaire 5 from which we would obtain the information needed to assist in our Strategic Plan. The questionnaire was mailed to external stakeholders for their review prior to the meetings. Below are the questions asked of the stakeholders. 1. As a taxpayer in the City of Carmel, what services are you aware of that the Carmel Fire Department provides? 2. What services do you expect from the Carmel Fire Department? 3. What concerns might you have as a business located in the City of Carmel about the Carmel Fire Department? 4. As a member of the community, please identify any positive aspects of the Carmel Fire Department that you might see. 5. What might some general expectations be that you might have of the Carmel Fire Department, (education level of the members, work conditions, customer service, etc.)? 6. Right now, our goal is to arrive at the address of the call within 9 minutes 30 seconds starting when the dispatch center answers the phone and ending upon our arrival at the address of the incident. Is this an acceptable time frame for emergency services? 7. Please provide any extra feedback that you might like to include in the process. All answers are anonymous unless you choose to make your name known to us. 8. Have you ever experienced an emergency that required the response of the Carmel Fire Department? If so, what was your experience in dealing with the department? 6 External Stakeholders The Carmel Fire Department formed three focus groups for feedback: one resident group from the_westside. subdivisions ,. and_ _one_from_the_eastside of_Carmel.The_.last_group was_comprised.. of representatives from commercial and institutional organizations. Approximately six people were present at each residence group and eight people from the commercial /institutional group. Three organizations responded by completing the questionnaire that was sent to them before the meeting. The focus groups were prepared and facilitated by Bud Roth, President of Roth Consulting Group, LLC. Feedback Responses Overall Perception, Continue, Suggested Changes, Start or Initiate and Questions categorize the responses from the resident stakeholders only. The overwhelming responses and comments were very positive as to the performance and professionalism of the Carmel Fire Department. Commercial/Institutional Group The following businesses contributed information to this plan. The Monon Center, Jeff Kramer Resort Condominium Incorporated (RCI) Carrabbas Italian Grill Meijer, Inc., Brian Kramer Marathon Gas Station Cherry Tree Elementary School, Steve Dillon Kroger, John Elliott St. Vincent Hospital The Renaissance Hotel, Bryan Miller Old National Bank Michigan Road Self Storage . Northview Christian Church, Doug Kizer Midwest ISO Mitchell's Fish Market, Dave 7 Commercial and Institutional Organizations Below is verbatim what the external stakeholders within the business /institutional community -- - -- stated - regarding- the- Carmel-Fire- Department. CHANGE � �,� �. � ,g �'. � CHAN h� �,. t r„ �� '�n._ L MISTING PERCEPTION ° m 4. m 4 3n <,7 t &i Fast Response Times. Helping to evaluate and improve our safety programs. Good planning with the Carmel Marathon running event. Help with combative patients at the hospital emergency room. Ensure that firefighters are well trained and competent. Continue education opportunities for facility staff, hazmat responses, evacuation designs/procedures, fire - system maintenance, fire extinguisher. training, etc... Safety._ of customers and employees is the priority and then the assets. Let us know how prepared we are. The accreditation process should reveal items that are needed, but not funded. We will find funding for you if we can. Jim Brainard should promote the CFD throughout the state when accreditation is completed. Provide support assistance with code interpretations, design, and building emergency procedures. Keep us up to date on fire prevention measures. At times, we want to request voluntary inspections to help identify areas for improvement or clarification. Continue to hire and train great people as firefighters. CHANGE � �,� �. � ,g �'. � CHAN h� �,. t r„ �� '�n._ L Have more involvement on how to build better and safer buildings /schools while we are in the design stage. This will save time, money and maybe lives. We'd like to see more help and involvement with local and national disaster planning to include better coordination with other state agencies, Indiana Association of Cities and Towns, Red Cross, etc. Improve the coordination of public statements given, i.e., fire, police, county, mayor, etc. during emergency situations. As many firefighters retire, bring the newer firefighters into our large buildings to acquaint them with our facilities. During a fire alarm at the hospital, place a fire truck /crew to the main entrance and another at the Emergency Room entrance. Check out the Simplex panel and the floor plan of the hospital located next to the fire alarm panel. As a business or institution, we would like to know if we have fulfilled all of the CFD safety 8 requirements. Join the District 5 efforts that hold tabletop drills for pandemics, bomb threats, terrorist threats, etc. This effort is huge and CFD can be very helpful. Use other-media- channels -to- communicate- and -educate the -public- Try-using YouTube. jM Ir.y } n L �g START INITIATE .,.�., k a {.. ,''E 8 �x Organize more effective local area disaster coordination with commercial entities, county and state agencies. We only get corporate guidelines to deal with disasters. We can use more pre- planning and education by CFD. We all need to be quickly informed about the location of emergency shelters to bring other resources to the shelters. If "super centers" may be asked to help out in a disaster, we need to know the priorities for providing food, water and other needs for basic survival. Find other venues to educate businesses and citizens in fire and safety. Hold a community day with a CPR Day, etc. Familiarize all firefighters with our large facilities by having a building walk through. Training works better for employees and us managers if we can see it rather than hear or read about it. Simulations make it very clear. Videos also work well. Many of the participants thought that a "catalogue" educating us about the CFD Services, communication channels, available training, disaster procedures, education venues, relationships with other agencies /departments where questions are answered, the big picture, the small picture, and other proactive orientations would be very helpful. Proactive training and a catalogue would give us information and fill us in on what we need to know and what is available. A participant cited that the proactive training in Joplin, MO saved lives when the fire department inspector said the freezer in our store was your safest place during a tornado. Nothing was standing around the freezer after the tornado moved on. Document the quarterly fire drills and interactions with the hospital /businesses /institutions. Attend tabletop fire drills at the hospital. This will help educate our staff. Use radios rather than phones to communicate with a battalion chief during a drill or emergency. Assign a specific CFD contact person for my facility that I can call with questions, i.e. codes, preparedness etc. Maybe start a classification /recognition level for businesses to identify and promote businesses to take the initiative to implement and maintain fire prevention measures. Periodically hold an open house for facilities managers to visit, learn, and ask questions. After inspecting a facility, leave a list of what to watch out for in the future within the facility. We may find that we are vulnerable and exposed to dangerous conditions. Consider charging for services to commercial organizations that are now paid for by taxpayers. Have businesses contact you when contemplating a move or physical change to their 9 businesses. Organize businesses to share their best safety practices with other businesses. Overall Perception The Carmel Fire Department and personnel are very professional and knowledgeable; they know their individual jobs; they are compassionate; they appear to have state of the art equipment; they are well trained. Within the last two years, they have been proactive in inspections, school education, presence throughout the community and overall improvements. Many are encouraged by being included in their long -term planning process. The Carmel Fire Department has very good response time to fire and medical emergencies for employees and customers. Response times continue to be a priority, however, the feedback shows that current response targets are appropriate. Their biggest concerns are life and safety in the entire community. Two years ago, the schools had a great relationship with the police department. Now we have a great relationship with the Carmel Fire Department. They call us to talk and make suggestions along with the police department. There is more "hands on" involvement with business facilities, more partnering. They are great compared to other communities in the area. The last two years has seen a marked improvement and engagement of the Carmel Fire Department as expressed by the commercial stakeholders. There are many examples of proactive activities between the Carmel Fire Department and commercial /institutional organization. They are also encouraged by the accreditation effort and long -term strategic planning. 10 Citizens of the Carmel Community The following members of the Carmel Clay community contributed information to this plan. uS b- Divisions W st S b©ivkionss Ea as. t S�; , i rti.a 'x .t. n . sY � t te Chuck Shaffer, Avian Glen Marilyn Anderson, Brandywine Sue Wolf, Cherry Creek Bentley Oaks Grandin Hall Cheryl Gettelfinger, Concord Village Cheryl Wessel, Kingswood Fredrick Melenchuk, Longbranch Estates Roger Kellams, Eden Village Tanya Larson, Saddle Creek Foster Estates Roxanne Strobel, Springmill Crossing Pat Robinson, Smokey Ridge Village of West Clay Woodgate Ed Wiseman, Woodacre West Bayhill Carter Jerman, Williams Run Below is verbatim what the external stakeholders within the residential community stated regarding the Carmel Fire Department. ... PF YV ��"`��'�Y t.5 �$B3"l �'#i"Tff ' �., �� }µ� �b4 � =.�11 SG+l .� 4 4 "�"r �'Tt4�3�? -.�'' '# (,y SUGGESTIONS °7� �� a� �, Hold courses to highlight things happening within the community, e.g. firefighter's academy, similar to the police academy. Use the television station to hold fire prevention education. Inform the public about new additions to the fire prevention programs. Distribute a brochure that explains "How to make your home safe from fire hazards." It is important for the CFD to educate the community about hazardous materials traveling through the city or public projects using hazmat. Fire Department Representative could join the "National Night Out" to help educate the community about what they do. There are emergency communications dead areas in the city. This needs to be corrected. Keep us better informed about training for disaster recovery for terrorist attacks and tornados. Prompt responses are important for pond emergencies in subdivisions. 11 20e13F, 2017 CARMIEL FIRE DEPART ;,E4NT TRA PLAN is FART o. ° FINITIA .P: a ' _... .... ... s � y " r Distribute stickers /posters to be displayed in windows that indicate wheelchairs, oxygen in use, and others besides children and pets inside. "Current ": Place--the- results -of -the- Strategic- Planning -summarized- in-the Become a member of the Carmel Neighborhood Association Network (CNAN). Police representatives are already members. Place a "Safe Place" sign by each fire station. Have a fire crew linger for a while after a call to ensure that the fire is out or the facility is safe, re: the donut shop fire. QUElSTIO S " 6ar u� h "Ar '� .. � � �� When there are a lot of lightning strikes, can the CFD respond to other more minor medical emergencies and communicate with other CFD members? Is there a major disaster plan? Can the CFD test for carbon dioxide? Can you choose the hospital for the EMS to take you? Are there extra charges when helping out with community activities such as the Marathon Run Stations? Riverview EMS Personnel are very qualified to handle many medical issues on site, are the CFD qualified as well? Are the firefighters qualified to handle medical emergencies besides CPR? Why does the fire truck follow the EMS to an emergency call? What is the budget for the CFD? How do we compare to other surrounding communities for fire department standards and performance? Overall Perception The EMS Services and personnel are excellent. All the services are premier. The positive services that were mentioned include the current image of Carmel Fire Department, good neighbor policy, timely response times, well- equipped fire stations and they are caring, orderly, and well prepared for putting out fires. The Carmel Fire Department is taken for granted and the community does not know how good they are. 12 We are very impressed with the Carmel Fire Department personnel. The fire stations are well organized and always ready to execute. They use good judgment when using sirens. Keep up the good work, especially with most of the growth in the western part of Carmel. It continues to be important to be timely with fire and medical services. Summary of Stakeholder Focus Groups Residential stakeholders focused more of their comments on personal, educational and community needs. They all are impressed with the compassion, care, knowledge, and professionalism of Carmel Fire Department members. The EMS Services we viewed as responsive and well trained as well as the firefighters. The Carmel Fire Department is viewed as a fast responding organization to any emergency. The resident stakeholders had more questions than suggested changes. The number of questions indicates a need for additional education to residents. The commercial and institution focus group provided many positive suggestions for helping the community in the future as well as the safety for customers, employees, and assets of their organizations. Internal Stakeholders The Carmel Fire Department held a Strategic Planning Retreat over a two - day period in 2012 to discuss the approach to a community driven strategic plan. During this retreat, the members focused on the mission, values, core programs and supporting services as well as the departments' strengths, 13 2013-2C9-7 CA °IMPEL-FIRE AR STRA PL N Captain Orbie Bowles EMS Director Mark Hulett EMS Lieutenant Tom Small Executive Division Manager Jean Junker weaknesses, opportunities and threats. The members listed-below and participation -and - insight- were essential in developing -this- Strategic-Plan.- INTERNAL4AKEHOLD,ER�S Y �` Assistant Chief Matthew Hoffman Assistant Chief David Haboush Budget and Accreditation Manager Denise Snyder Captain Adam Harrington Captain Orbie Bowles EMS Director Mark Hulett EMS Lieutenant Tom Small Executive Division Manager Jean Junker Fire Chief Keith Smith Fire Marshal Bruce Knott Fire Marshal Chris Ellison Maintenance Chief Bob VanVoorst Maintenance Technician Jason Force Payroll Administrator Dawn Pattyn Public Education Officer Keith Freer Retired Battalion Chief Gary Dufek Quartermaster Gary Carter Support Staff Doug Dolen Firefighter Kevin Stindle Captain James Buttler Firefighter Trent Watts Firefighter Scott Woodburn Firefighter Dean Paddock Firefighter Jeremy Maners Firefighter Chris Ryan Firefighter Joshua Haus Firefighter Erik Thordarson Firefighter Tony Mowery Firefighter Greg Giles Firefighter Cory Anderson Administrative Assistant Sally LaFollette Administrative Assistant Becky Pace Billing Administrator Michelle Harrington Battalion Chief Frank Valione Battalion Chief Bob Hensley Battalion Chief Jeff Steele The Mission Be Courteous, Be Courageous, Be Safe. 14 Values The following words describe the values that guide the members of the Carmel Fire Department -as - they- complete- the.departments'_mission a Honor ® Integrity ® Service • Excellence A Tradition Programs and Services ¢,.., * .,6 RO ..4 GRAMS '4 CORE ,$P�K�.,.,�...,�;�.�. Fire Suppression Emergency Medical Services Fire Prevention Rescue Fire Investigations Hazardous Materials Mitigation Public Fire /EMS Safety Education Building Code Enforcement Ambulance Billing Administrative Support ,vr,i . ;SUPPOER T GAG1E�NCIESr ' W jrstr2 '.._ Dispatch Public Works Human Resources Police Department Street Department City Legal City Mayor's Office Clerk /Treasurer Office Community Relations (City P10) Board of Public Works Carmel City Council Information Technology (GIS) Department of Community Services Hamilton County Emergency Management City Engineering Community Service Organizations Indiana State Fire Marshal's Office Mutual Aid Organizations Indiana Department of Homeland Security 15 S.W.O.T. Analysis The Strengths, Weaknesses, Opportunities and Threats (S.W.O.T.) analysis is designed to have .an— agency candidly_.,, identif_y_-its_positive_ and_IessAhan_des rable__attributes _T.heTageney_ participated in this analysis and recognized its strengths and weaknesses as well as the possible opportunities and potential threats. Strengths It is important for any organization to identify its strengths in order to assure that it is capable of providing the services requested by the community and to ensure that those strengths are consistent with the issues facing the organization. Often identifying organizational strengths lead to channeling efforts toward primary community needs to match those strengths. The internal stakeholders identified the following strengths for the Carmel Fire Department: 16 ° S'TREAGTHS g 's �L_ 4r fx�t- ���v .. >: � � r+�. � �.k.k.•,� � �� ��� �.,*h Large budget. Public support. Solid training program. Good human resources. Good capital resources. Strong administration. Strong labor organization. 16 Strong drive among membership. Affluent community. Good inter - departmental relationships. Minimal control over messaging to the media. Strong reputation at local state, and national level. High quality of service. Strong support from the mayor. Strong city infrastructure. High Security in pay and benefits. Not micromanaged by city leaders. Weaknesses Performance or lack of performance within an organization depends greatly on the identification of weakness and how they are confronted. For any organization either to begin or to continue to move progressively forward, it must not only be able to identify its strengths, but also those areas where it functions poorly or not at all. These areas of needed enhancements are not the same as threats, but rather those day -to -day issues and concerns that may slow or inhibit progress. ,� AT Fi si"a $` `i % tl WEJAME�SSES`'�� * $_ �q ° 1° {.�...rk n....�s, Young department. Some negative media coverage in the past. Minimal control over messaging to the media. General stereotypical perception of Carmel by others. Respect for one another as coworkers. Communication of rationale behind decisions. Continuity of chain of command. Strength of leadership. Professional jealousy. Succession planning. Shrinking budgetary resources. Lack of clear role for HR in the chain of command. Opportunities The opportunities for an organization depend upon the identification of strengths and weaknesses and how they can be enhanced. The focus of opportunities is not solely on existing 17 service, but on expanding and developing new possibilities both inside and beyond the traditional service area. The internal stakeholders identified the following potential opportunities: :4 a ^F . � r y?�,,�k�rr ' cif �`'✓}.. ..'Y�,�, �,qr. OPPORTUNITIES; S . '8'._... vY 'hN 'F. . • � Make a good and secure living. Good career advancement. Procurement of modernized equipment. Improvement of education (intra /extra - departmental). Improvement for input by membership. Camaraderie. Fostering of citizen respect. Historical longevity of department. Increased community partnerships. Advancement into improved technology. Improved networking among other fire departments. Leadership development. Marketing of the department to media, public leadership, citizens. Building of a values driven organization. Improvements through accreditation. Threats To draw strength and gain full benefit of any opportunity, the threats to the organization, with the risks and challenges must also be identified in the strategic planning process. By recognizing possible threats, an organization can greatly reduce the potential for Toss. The success of any strategic plan is the understanding that threats are not completely or directly controlled by the organization. The internal stakeholders identified the items below as threats: THREATS f Overtime use /funding. Reduced staffing. Regressive budget. Uncertain economy. Changes in State /Federal laws. 18 Ever - changing Federal /National standards. Attack on pension plans from private industry. Waning support thanks to historical events. _ _ � n ; ; h - �N.LrN �4.'A ,d `°.� •tK„�t., e . F6f,. +&.e. ` 'it+.. . .m+.. Negative media bias. Failure to enforce /follow policies. Privatization of services. Effects of current economy. Ever - changing political climate. Critical Issues and Service Gaps After review of the department's core services, organizational strengths and weaknesses, opportunities and threats, the internal stakeholders identified the critical issues and service gaps that face the Carmel Fire Department. By identifying these issues and gaps, they define the basis for the goals and objectives. 19 ie° e} k �4�'" ....� _ _ � n ; ; h - �N.LrN �4.'A ,d `°.� •tK„�t., e . F6f,. +&.e. ` 'it+.. . .m+.. EMPLOYEE DEVELOPMENT ." uNxP4'h .. .,.�a s.«{ .fir �.. ,.0 ,....,}'�iSH.s. Officer Development Mentoring Updating GOG's Permanent training facility Succession planning Employee development . _ e.. (b COMMU�NiCATIONS �(5� ,, ,�{, -�,� SL s L .�h +�,%' {.M b * �A 0...,.:v.' ui �� ;� �� � x P25 Compliance Multi- agency dispatch center Pre -fire planning Intra- department communication ..t -. -.r .' .$tm'hSa m'.,..+ 5 il' p WsOR 4FORCE:PL'AN � r ?� - a;,�, fi'".. �4 Division of Labor I Public Information Officer (P10) FINANCE .,..2 F % �« ' •,,.. m � a X - -. .. d. ... - its c Overtime use /funding Tightening budget Changing taxation formulas k a 3 _ ar SERVICE GAPS ��,�� ' a. , d Ak '?S^.1r S{a° .�} _.. St Ry=. s° ✓bo �':.:,; � a ��ti �� agg3 .4f ., N� y� , 3 <1na�' . - r T'.Ma t, ...r�.dP_ "'r S. 2.x x'µ e Facilities and equipment Dispatch Mentoring Employee /officer development 19 Goals and Objectives In order to achieve the mission of the Carmel Fire Department, realistic goals and objectives _.._must_be_ established._ Goals_ and _objectivesare imperative to enhance strengths, address identified weaknesses, and provide individual members with clear direction and to address the concerns of the public. The Carmel Fire Department held a "Retreat" with its internal stakeholders to complete this critical phase of the planning process. The internal stakeholders set timelines for completion of the objectives supporting the goals. Leadership of the department has established work groups to meet periodically to review the progress towards these goals and objectives and adjust timelines as needed. Goal 1 Promote competence and excellence within the department by building a quality training program within the Carmel Fire Department rr*e� '� Ys Objective The Carmel Department Training Division shall create a Fire Officer figs ` 1 �.` .✓° J 1 t + tl3t 'fF'f y'�'i+a j 3% lg Certification Program to better o �U specific qualification at all levels the command [ structure`by 2012Vice) Total Projected Costs: $446;200,.,00 � K � � ` a . , Task 1.1.1 Conduct Apparatus Driver /Operator Pumper and Apparatus Driver /Operator Aerial certification for all engineers not already certified. (2013). Task 1.1.2 Conduct Incident Command, strategy, and tactics, Instructor 1, Fire Officer 1, and National Incident Management Systems (NIMS) 300 training for all merit officers not already certified. (2013) Task 1.1.3 Conduct Instructor II /III and Fire Officer 11 training for all merit captains not already certified. (2014) Task 1.1.4 Conduct Fire Officer 111, NIMS 400 training for all battalion chiefs not already certified. (2015) Task 1.1.5 Conduct Fire Officer IV training for all staff chief officers not already certified. (2016) Task 1.1.6 Complete any follow -up classes for the above listed positional requirements (2016- 2017) 20 201k3 -20►17 CARMEL FIRE DEEP ARTMENT • STRA PLAN {on eA ... y '.. ... Objective earmel Department Safety Division facilitate certification FDSOA) • officers through Department Safety Officers AssociationY ( •' • Indiana State (i3 Safety Officer courses 2014 (Safety) Projected costs $600.00 ;: �° y4� ".,, Task 1.2.1 Contact the Fire Department Safety Officers Association office and the Carmel Fire Department Training division about class syllabus by the end of the first quarter of 2013. Task 1.2.2 Set up a schedule of dates and times for the classes to be completed by the beginning of the second quarter of 2013. Task 1.2.3 Contact FDSOA offices to obtain materials for the classes to be completed by the end of the second quarter of 2013. Task 1.2.4 Conduct the training during third and fourth quarter of 2013. • � `m3 a+ N' � T "4 the .. E... Objective 1 The Carme! F►re Department Safety, D►v►s►on facilitate the completion of 'officers Everyone Goes Home Program • allrf►refighters • • the end of 2013 (ASafety) _'. 3 .g Projected costs $1,000.00 g < A ry t 1 u 4�4 . .i+� �y p . �a� e '.J „,5 �& 'd' d v5'� d }� n ..�u _ Y/ r. 4". �re *v "1f. �' � � r.. ... 1. .. .... Task 1.3.1 Build curriculum by end of the first quarter of 2013. Task 1.3.2 Acquire materials and set the dates by end of the second quarter of 2013. Task 1.3.3 Conduct the training during the third and fourth quarter of 2013. Task 1.4.1 Educate non - prevention personnel on the common practices of the prevention division in order to ensure uniform practices when department personnel educate, answer questions, make decisions at incidents, and while dealing with the public by the end of the second quarter of 2014. Task 1.4.2 Produce a plan by which uniform training can be initially provided to department members and then make it accessible for review easily by the end of 2014. 21 'cross-train Objective earmel Department Prevention Division theafour , .positioni Ma* division more Ggittpe.603, hiimcin resources 2016 (Preventionk -- Task 1.5.1 Define the at hbutesofthespecificsNUsetsneededorcurrentk/inp|aceforeach discipline in the prevention division by the end of the second quarter of 2013. Task 1.5.2 Decide what level of training are realistic as a responsibility for the whole division by end of third quarter of 2013. Task 1.5.3 Incorporate 1.5.2 into a training module(s) and consider applying to job description by end of fourth quarter of 2016. Goal 2 Build upon and imr,rove the relationships between the Carmel Fire Department and the citizens of Carmel bv forming Communitv Outreach and Awareness programs Task 2.1.1 — Develop a resource list of companies and organizations that can assist in an outreach program by the end of the third quarter of 2013. 22 pbjective,1.6 The earmel Department Prevention Division develop and trainito - PreventiomDivision,succession model by 2015 (Prevention). Projected costs,: $0100 " ' Task 1.6.1 Define the functions of the prevention division that should be promoted to non-staif sworn members in hopes of finding interests in the division by the end of the first quarter of 2014. Task 1.6.2 Once interests are identified; incorporate those interests into future staff positions by the end of the second quarter of 2014. Task 1.6.3 Facilitate interest in prevention division by creating company-level functions for prevention oriented members to engage by the end of the fourth quarter 2014. Goal 2 Build upon and imr,rove the relationships between the Carmel Fire Department and the citizens of Carmel bv forming Communitv Outreach and Awareness programs Task 2.1.1 — Develop a resource list of companies and organizations that can assist in an outreach program by the end of the third quarter of 2013. 22 Task 2.1.2 —Train the companies on how to utilize the list by the end of the fourth quarter of 2013. Task 2.13-- Implement- program -by- brochures;- and - special- events -by.. the-- four-th.quarter -of_ 2014. � 7 •" d.. � .;. � s �' =k � ��, Objectivex2 2 Inc eased promotrons to tthe =public #of the American`Heart Associati r to '}.. E -„ CommunityuTrainmg Center (EMS') Prd�ected costs $15 000 :00 ,.may + T ni��yr �? �?1' �"�,h ?:� "i� . '�6 �,+�_�3 7 t7 % '�e Task 2.2.1— Promote the American Heart Association at all special events that the Carmel Fire Department has a presence (Safety Day, Carmel Fest, Mayor's State of the City Address, etc.) by the end of the second quarter of 2013. Task 2.2.2 — Integrate the "No Hands CPR" training into the high school curriculum by the end of the second quarter of 2014. Task 2.2.3 — Improve public awareness of available training with flyers, mailers, and public service announcements on Carmel television channel 16 by the end of 2014. Task 2.3.1 Develop a method to account for the number of people in attendance for target groups, lectures, or presentations and for any quantifiable results for programs conducted by the division by the end of the second quarter of 2013. Task 2.3.2 Develop a database of attendance for easy access to information for reporting purposes by 2014. Task 2.3.3 Begin tracking results of the data to be used for evaluating programs by start of the second quarter of 2014. 23 CA R)IVIIF■L Goal 3 Provide better customer service bv expansion into new services and improvement of existing services. Task 3.1.1 — Begin ongoing feasibility assessment by tracking and graphing response totals while monitoring distribution of incident loads for existing four ambulances starting at the first quarter of 2013 to the end of the fourth quarter of 2016. Task 3.1.2 — Budget appropriate funding for a fifth ambulance and subsequent staffing as needed by the end of the first quarter of 2017. .Objective .3.2 Improvements ncident -Rk = Task 3.2.1 Review current NFIRS QA process by the end of the first quarter of 2013. Task 3.2.2 Institute any proposed changes and evaluate their effectiveness by the end of the third quarter of 2013. 24 Task 3.3.1 Complete the Company Core CompetencyTask Selection by the third quarter of 2013. Task 3.3.2 Beginning phase is Time-On-Task Data Collection and Analysis. This will be done between the beginning of the first quarter of 2014 to the end of the fourth quarter of 2015. Task 3.3.3 Complete all data validation by the end of the fourth quarter of 2016. Task 3.3.4 Begin the Annual Company Level Performance Testing by the beginning of the first quarter of 2017. 24 2013 -%201 CAR =M EL HOE ARTM4 NT STRA T AEG :PLAN Objec=tive $90;000.00 Additional Maintenance Technician (Maintenance Division). Projected costs: Task 3:4:1 - Hire =an= additional- per -son -for the - maintenance, division -by- the- end..of- fourth- quarter of 2015. This person would also be responsible for the buildings and grounds of the department. Replacement: ).�Projected costs:^: Task 3.5.1 Budget appropriate funding for a replacement ambulance by the end of the first quarter of 2014 and take delivery of new ambulance by the end of the fourth quarter of 2014. Task 3.5.2 Budget appropriate funding and specifications completed for two replacement fire engines by the end of the second quarter of 2013, enabling delivery of the new engines by the end of the fourth quarter of 2014. Objective (EVT?) 36 Maintenance personnel, (Maintenance). Projected costs: beconie4certified $11,60600 Emergency Vehicle Technicians, Task 3.6.1 Research the Emergency Vehicle Technician classes that would better serve the maintenance personnel of the department by the end of the second of quarter of 2013. Task 3.6.2 Obtain Emergency Vehicle Technician Certifications by the end of the fourth quarter of 2014. 25 (Prev entionc ) Pro:, Projected ca o�' s ts: $130ye , 8 ,65y 0 00 Objective, 24 hour Investigators 9 f o Task 3.7.1 Create plan that uses 24 -hour shift personnel for fire investigations and include them into the succession plan by the end of the fourth quarter of 2013. Task 3.7.2 Decide on standardized training requirements for these members and continue education requirements by the end of the first quarter of 2014. Task 3.7.3 Train and educate shift investigators to become self - sufficient by the end of the fourth quarter of 2014. 25 Objective Projected Detailed costs: $0.00 performance expectations prevention division (Prevention). Task_3.8.1_ Identify _alhnecessar_yrkno.w.ledge, skills,and_abilities_ for - each -of- the- job_functions_of___ the prevention division by the end of the first quarter of 2014. Task 3.8.2 Communicate the performance expectations and integrate into department training by the end of the third quarter of 2014. Occupational Task 3.9.1 Develop an in house risk assessment program for reporting, addressing and communicating unhealthy /unsafe conditions and work practices to be completed by the end of the second quarter of 2013. Task 3.9.2 Train workforce personnel to the new program by the end of the third quarter 2013. Goal 4 Create a modern 21St century fire department through advanced communications and technology. 26 Objective Build j'='permanent training location (replacement. Woods NAR Projected 'costs : $4,540,200.00 a x Task 4.1.1 Begin a needs assessment for a fire department training site by the beginning of the first quarter of 2013. Task 4.1.2 Secure a method or source of funding by the end of the second quarter of 2013. Task 4.1.3 Begin the construction phase of the project by the end of the second quarter of 2014. Task 4.1.4 Establish long term funding for consumables, maintenance, and planned growth by the end of the fourth quarter of 2014. 26 .wg,N C� k ^tfS ,. r f Objective 4.2 PaperlesOrispectia n/Preplan program (Prevention) Projected costs `�' 'v :Sr �` 'Yt� t i+ ?i 3 YJ1� Y ' y¢ 1'.41a _ i ��3L• # b i 3 i t� � � cNj `Mt i p4 .?. � M � $54,000 00 a �,� �,K t b,� f b W a ai a��ii i .' i w».= fps• `a •.. r , ^s J a. Aided Task 4.4.3 Begin the construction phase of the project by the end of third quarter of 2015. -Task-4.2.-1-Research-inspection Dispatching System by the end of the second quarter of 2013. Task 4.2.2 Secure funding for paperless program by the end of the third quarter of 2013. Task 4.2.3 Complete the training and integration of paperless program into daily operations by the end of the second quarter of 2014. Objective 413 Promote with the community C armel Department [ 1 . increasing mernbershrpa( rpmunic ions,, S) $2,500.00 per year Fire communications Task 4.3.1 Utilize a committee to research other city's smart phone applications and website features by the end of the second quarter of 2013. Task 4.3.2 Obtain quotes and seek funding for the development of a Carmel Fire Department smart phone application by the end of the third quarter of 2013. Task 4.3.3 Redesign the fire department's web page and its features by the end of the second quarter of 2014. . •tta Objective 4.4 Build ci fleet maintenance facility for thevrepair} • department apparatus, vehicles and oR, ther equip meennt Projected costs $2,500.000:00 Task 4.4.1 Utilize a committee to research fire department maintenance facilities by the end of the first quarter of 2014. Task 4.4.2 Secure a method or source of funding by the end of second quarter of 2015. Task 4.4.3 Begin the construction phase of the project by the end of third quarter of 2015. Task 4.4.4 Establish long term funding for consumables, maintenance and planned growth by the first quarter of 2016. 27 2013-20V1 CAR; NAL FIR`. DE vP AR 1 Mi N STjRA PLAN Goal 5 Update the strategic plan and future goals and objectives of -the department. Task 5.1.1 Organize a retreat to update the strategic plan, goals, and objectives to be completed in the first quarter of 2017. Performance Measurement "Managing for Results" As output measurement can be challenging, the organization must focus on the assessment of progress toward achieving improved output. Collins states, "What matters is not finding the perfect indicator, but settling upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor. "1 They must further be prepared to revisit and revise their goals, objectives, and performance measures to keep up with accomplishments and environmental changes. It has been stated that: ...successful strategic planning requires continuing review of actual accomplishments in comparison with the plan...periodic or continuous environmental scanning to assure that unforeseen developments do not sabotage the adopted plan or that emerging opportunities are not overlooked.2 1 Collins Good to Great and the Social Sectors, Boulder, 2009 2 Sorkin, Ferris and Hudak, Strategies for Cities and Counties. Public Technology, 1984 28 Objective4 5 implement? apparatus and vehicle maintenance software program i j (Maintenance,) Projected costs $5,000.00 . Task 4.5.1 Research an apparatus and vehicle maintenance computer software that would - meet - the - needs -of the°maintenance- division-by- the - end -of third-quarter-of- 2013: Task 4.5.2 Secure funding for program by the end of the first quarter of 2014. Task 4.5.3 Complete the training and integration of the maintenance software program into operation by the end of the fourth quarter of 2014. Goal 5 Update the strategic plan and future goals and objectives of -the department. Task 5.1.1 Organize a retreat to update the strategic plan, goals, and objectives to be completed in the first quarter of 2017. Performance Measurement "Managing for Results" As output measurement can be challenging, the organization must focus on the assessment of progress toward achieving improved output. Collins states, "What matters is not finding the perfect indicator, but settling upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor. "1 They must further be prepared to revisit and revise their goals, objectives, and performance measures to keep up with accomplishments and environmental changes. It has been stated that: ...successful strategic planning requires continuing review of actual accomplishments in comparison with the plan...periodic or continuous environmental scanning to assure that unforeseen developments do not sabotage the adopted plan or that emerging opportunities are not overlooked.2 1 Collins Good to Great and the Social Sectors, Boulder, 2009 2 Sorkin, Ferris and Hudak, Strategies for Cities and Counties. Public Technology, 1984 28 Why Measure Performance? It has been said that: Reinventing Government David Osborn and Ted Gaebler In order to establish that the Carmel Fire Department's Strategic Plan is achieving results, performance measurement data will be implemented and integrated as part of the plan. An integrated process, known as "Managing for Results," will be utilized, which is based upon the following: ® The identification of strategic goals and objectives; m The determination of resources necessary to achieve them; ® The analyzing and evaluation of performance data; and O The use of that data to drive continuous improvement in the organization. A "family of measures" that is typically utilized to indicate and measure performance includes the following: customers are satisfie,d with .a 29 2013-200 CAWCL FIRIE `RTMENT STRIA rEEG WrPLAN consequences associated a program /servrce ;` The Carmel Fire Department will measure performance and demonstrate continuous improvement by implementing the following specific actions using the above - mentioned principles: Specific goals and objectives that are the center of focus throughout the year will be formally incorporated into the budgeting process. Performance indicators will be created and tracked quarterly to ensure continual improvement. An internal SWOT analysis will be conducted annually and the strategic plan will be periodically updated to ensure that all goals, objectives, and critical tasks remain relevant to the department's current strengths, weaknesses, opportunities, and threats. The Carmel Fire Department will be committed to communicating progress and improvements to its internal and external stakeholders through a variety of processes including: ➢ Community group meetings ➢ Posting information on website ➢ Public speaking engagements ➢ Internal staff and work group meetings The Success of the Strategic Plan The Carmel Fire Department has approached its desire to develop and implement a strategic plan by asking for and receiving input from the community and members of the agency during the development stage of the planning process. The agency utilized professional guidance and a community- driven strategic planning process to compile this document. The success of The Carmel Fire Departments Strategic Plan will not depend upon the implementation of the goals 30 and their related objectives, but from the support received from the authority having jurisdiction, the membership of the agency, and the community at- large. The Carmel Fire Departments Strategic Plan creates a platform for a wide range of beginnings. This plan will come to life by being shared, debated, and implemented in the context of organizational realities. The final step in the community- driven strategic planning process is to develop organizational and community commitment to the plan. Everyone who has a stake in the present and the future of the Carmel Fire Department also has a role and responsibility in this Strategic Plan. Provided the Carmel Fire Departments community- driven strategic planning process is kept dynamic and supported by effective leadership and active participation, it will be a considerable opportunity to unify internal and external stakeholders, through a jointly developed understanding of organizational direction; how all vested parties will work to achieve the mission, goals, and vision; and how the organization will measure and be accountable for its progress and successes. 31