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HomeMy WebLinkAbout2025-05-08 City Council Work Session Packet1.Call to Order/Roll Call 2.Scheduled Items a.Fire Service Planning 3.Adjournment Corcoran City Council - Work Session Agenda May 8, 2025 5:00 PM City Council Work Session will be held in the Large Conference Room at City Hall located at 8200 County Rd. 116 Video stream will be available via a Microsoft Teams link (see information below). Microsoft Teams Join the meeting now Meeting ID: 240 018 159 420 Passcode: Uc92Xd9t *Includes Materials - Materials relating to these agenda items can be found in the Council Chambers Agenda Packet book located by the entrance. The complete Council Agenda Packet is available electronically on the City website at www.corcoranmn.gov. 1 STAFF REPORT Agenda Item: 2.a Council Meeting: May 8, 2025 Prepared By: Matt Gottschalk Topic: Fire Service Planning Action Required: Council Action Attachments 1. #1___8b. ISO Rating Staff Report.pdf 2. #2___11a. Fire Service Study Staff Report.pdf 3. #3___11d. Fire Service Comprehensive Growth Plan RFP.pdf 4. #4___11b-b1. RFP Review- Fire Service Comprehensive Growth Plan.pdf 5. #5___11e-e2. Fire Study Grant Funds.pdf 6. #6___11a. Fire Service Comprehensive Growth Plan Final Draft Delivery.pdf 7. #7___Corcoran, MN Final Presentation.pptx 8. #8___10a. Fire Study - Subcommittee Appointments Staff Report.pdf 9. #9___10b-b1. Fire Subcommittee Recommendations.pdf 10. #10___9a. Fire Sub-Committee Report Update - .pdf 11. #11___2021-09-23 Council Work Session Agenda Packet.pdf 12. #12___Fire Costs & CFS.pdf 13. #7___Corcoran, MN Final Presentation.pdf 14. #13___2023 State Fire Marshal's Report.pdf 15. #14___2023 State Fire Reporting Data.xlsx 16. #15___Hanover 2019-2024.pdf 17. #16___Rogers 2019-2024.pdf 18. #17___Loretto & West Suburban 2019-2024.pdf 19. #18___Totals 2019-2024.pdf 2 STAFF REPORT Agenda Item 8b. Council Meeting: May 11, 2015 Prepared By: Director Matt Gottschalk Topic: ISO Rating Action Required: Discussion Summary: After presentations by our contracted fire departments at the April 9th meeting, the City Council raised questions about the Insurance Services Office (ISO) ratings in the City of Corcoran. The purpose of this item is to provide basic information on ISO ratings. ISO grades communities through its Public Protection Classification (PPC) program. The PPC rating is determined by the Fire Suppression Rating Schedule (FSRS) and utilizes National Fire Protection Association (NFPA) standards. The PPC rating, determined by ISO, is what is frequently referred to as a community’s ISO rating. Research conducted while preparing this report concluded the following about ISO ratings in Corcoran: • ISO ratings are 1 – 10; the lower the number the lower the insurance implications • Each Fire District has a rating for areas within five miles of its fire station. Areas outside of 5 miles automatically receive a rating of 10 o Loretto Fire Department  Within five miles and within 1000 feet of a hydrant: 5  Within five miles: 8B o Hanover Fire Department  Within five miles: 9 o Rogers Fire Department  Within five miles: 9 • Approximately 50 percent of Corcoran is within five miles from a fire station held by the service district it is in I have attached a memo from the League of Minnesota Cities explaining ISO reports and what the PPC rating means to communities. I will e-mail a copy of the FSRS so that you can review the community specific criteria that ISO considers when establishing its community rating. The idea is not to exercise the full formula with every action we take but to understand what is being considered when our ratings are being formulated. Understanding these criteria will be important moving forward as we evaluate services. While reviewing the FSRS please focus more on the factors and not the math. The actual calculations and specific grading should be done by ISO PPC evaluators. 3 Staff Report—May 11, 2015 Council Meeting Prepared by Director Gottschalk Page 2 Financial/Budget: There are no costs associated with this item at this time. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. Options: 1. Review ISO staff report, League of Minnesota Cities Memo, and the Fire Suppression Rating Schedule. Recommendation: Review the attached information and the Fire Suppression Rating Schedule. Council Action: Review the presented ISO information Attachments: 1. League of Minnesota Cities Information Memo: The ISO Fire Protection Rating System. 4 INFORMATION M EMO The ISO Fire Protection Rating System Learn about the Insurance Services Office (ISO) fire protection rating system, an evaluation factor used in rating a community’s fire protection. RELEVANT LINKS: I. ISO Fire Protection Rating System LMC information memo, LMCIT Property Appraisal Program. The premium that cities pay for LMCIT property coverage is largely based on the estimated replacement cost figures of cities’ property. In most cases, these figures are established by LMCIT’s professional appraisal program. LMCIT also uses the ISO fire suppression rating schedule as a factor in determining premiums. This schedule is used to rate a community’s fire protection. Insurance Services Office. The ISO has for many years done evaluations and ratings of the fire protection provided in communities. This system is called the ISO Public Protection Classification (PPC) program. The PPC grades a community’s fire protection on a scale of 1-10, based on ISO’s Fire Suppression Rating Schedule (FSRS). The better the community’s PPC grade, the lower the premium is for property coverage. ISO’s data on fire losses indicates that communities with better fire protection as evaluated by the PPC do in fact tend to have lower losses from fire damage than other communities. A. PPC rating factors Fire Suppression Rating Schedule. ISO’s PPC system has been in use since the early 1900’s, and has been continuously modified and refined over that time. The Fire Suppression Rating Schedule (FSRS) looks at a great deal of specific information about the fire department, the water supply, and the types of property in the community, and uses a fairly complex process to evaluate that information. Following are three of the major factors the PPC system looks at. 1. Water supply Water supply is the most important single factor. ISO will look at whether the community has sufficient water supply for fire suppression beyond daily maximum consumption. It also reviews fire hydrant inspections and frequency of flow testing, as well as the number of fire hydrants that are no more than 1,000 feet from the representative locations. In addition, there are some specific minimum requirements for specific classes; to be Class 8 or higher, for example, the city must have the water supply and equipment to deliver at least 250 gallons per minute for at least two hours. This material is provided as general information and is not a substitute for legal advice. Consult your attorney for advice concerning specific situations. 145 University Ave. West www.lmc.org 3/24/2015 Saint Paul, MN 55103-2044 (651) 281-1200 or (800) 925-1122 © 2015 All Rights Reserved 5 RELEVANT LINKS: 2. Fire department ISO reviews the distribution of fire companies throughout the area and checks that the fire department tests its pumps regularly and inventories each engine and ladder company’s equipment. ISO also reviews the fire company records to determine factors such as type and extent of training provided to fire company personnel, number of people who participate in training, and firefighter response to emergencies. 3. Emergency communications ISO reviews how well the fire department receives and dispatches fire alarms. It will evaluate the emergency reporting system; the communications center, including the number of telecommunicators; and the computer-aided dispatch facilities. B. ISO reports To obtain a copy of ISO reports, contact: ISO Customer Support 545 Washington Boulevard, 18-3 Jersey City, NJ 07310-1686. When ISO rates a community’s fire protection, it will prepare a “Classification Detail Report.” This report shows in detail how much credit the city received in the rating process for each item reviewed, compared to the maximum credit possible for that item. ISO will also prepare an “Improvement Statement” which identifies what changes a city would need to make in order to move up to a particular grade. To get a copy of these reports, the fire chief needs to request them from ISO in writing on official letterhead. Moving forward, the ISO will periodically send the city a “Community Outreach Questionnaire” asking for information about the city’s fire protection system. If the city completes and returns the questionnaire, ISO will check for significant changes in the city’s fire protection system that might merit a review of the city’s current classification. Changes in the area served, improvements in the city’s water system, additional fire stations constructed, new equipment added, and improvements in the city’s emergency communications are some of the items most likely to trigger a review. If the city has made improvements in any of these areas, it may be worthwhile to contact ISO to request a survey. II. Further assistance Insurance Services Office. 800.444.4554 For additional information contact the ISO office for Minnesota. League of Minnesota Cities Information Memo: 3/24/2015 The ISO Fire Protection Rating System Page 2 6 STAFF REPORT Agenda Item 11a. Council Meeting: November 21, 2016 Prepared By: Director Matt Gottschalk Topic: Fire Service Study Action Required: Direction Summary: The City of Corcoran currently contracts with three fire departments to serve the community. The existing arrangement provides the City with excellent service and value. Unfortunately, based on the location and capabilities of the fire departments, nearly every location in the City currently receives a relatively high ISO Fire Suppression Rating System (FSRS) rating. This rating directly correlates to higher insurance costs. This is very common in rural areas since one of the key components for any rating below the highest tier is a fire station within 5 miles specifically contracted to serve that address. Planning discussions have taken place with the current fire departments and they are taking the necessary steps within their power to facilitate continued service for the immediate future. The existing FSRS ratings do not have an immediate solution. Staff presented on the City’s ISO ratings at the May 11, 2015 meeting. With the changes in our community service expectations and requirements will inevitably change. The concern is that once a municipality determines that a ch ange in fire service is necessary any change that needs to occur generally takes several years to implement, at which point the cities remain behind due to continually changing conditions. With the current growth projections for the City, strong consideration needs to be given to the continuity of service and fire service capabilities. In the future, high FSRS ratings could inhibit growth, especially in commercial and industrial areas. Changes in fire services also become extremely political in nature and many cities have a history of making poor fire service decisions based on political and social pressures rather than seeking out empirical and statistical data. Benchmarks for action need to be established so that the City remains properly positioned to app ropriately manage fire services without waiting until problems surface that could take years of planning and unnecessary debt to resolve. Staff is recommending that the Council direct staff to publish a Request for Proposals (RFP) to conduct a Fire Service Study for the City of Corcoran. The goal of this study would be to provide a growth plan for fire services in the City by establishing benchmarks indicating when the City should take action on: 1. Continuation of contracted services, 2. Consideration of necessary infrastructure, building, and equipment improvements or purchases, 3. Locations of any infrastructure, building, and/or equipment; and 7 Staff Report—November 21, 2016 Council Meeting Prepared by Director Gottschalk Page 2 4. Consideration of City volunteer or professional staffing changes. This study would provide the Council with empirical and statistical data used to establish benchmarks generated by an independent source in order to make fire service decisions in the best interest of the community. This study will help determine the most fiscally responsible way to proceed without sacrificing community safety, inhibiting growth, or making unnecessary improvements. This study is not intended to direct the City away from any current contracts or service providers. Staff has contacted the League of Minnesota Cities and the Minnesota State Fire Marshal’s Office. Both indicated that this type of study would be beneficial for the City and shared the names of several companies that had conducted similar studies in the past. Staff researched the availability of grant funds for this study and unfortunately none exist at this time. Financial/Budget: The cost of publishing the RFP will be marginal and would involve a small amount of staff time. The cost of the study is anticipated to be in the $15,000 -$25,000 range. Staff recommends the Council consider using the Long-Range Planning Fund or earmarking a portion of the 2016 surplus for the study. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. TREATING THE CITIZEN AS OUR CUSTOMER We believe that citizens are our customers and should be treated with courtesy, respect, and deserve the best services we can provide. PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. Options: 1. Direct staff to publish a Request for Proposal for a Fire Service Study in Corcoran. 2. Direct staff to wait to see if grant funding becomes available for the study. 8 Staff Report—November 21, 2016 Council Meeting Prepared by Director Gottschalk Page 3 3. Provide staff with other direction for future fire service planning in the City. Recommendation: 1. Direct staff to publish a Request for Proposal for a Fire Service Study in Corcoran. Council Action: Direct staff to publish a Request for Proposal for a Comprehensive Fire Service Study in Corcoran or provide staff with other direction for fire service planning in the City. Attachments: None 9 STAFF REPORT Agenda Item 11d. Council Meeting: February 23, 2017 Prepared By: Director Matt Gottschalk Topic: Fire Service Comprehensive Growth Plan RFP Action Required: Approval and direction Summary: On November 21, 2016 staff presented the Council with information recommending a Fire Service Study for the City of Corcoran. As a result of that presentation, staff was asked to bring back a request for proposal for the Council to review prior to publication. Staff incorporated feedback provided by the Council on the November 21, 2016 meeting and drafted the attached request for proposals for a Fire Service Comprehensive Growth Plan to serve the City moving forward. If there is additional information that the Council would like to see incorporated into the plan, staff can make those changes prior to publication. City staff, the League of Minnesota Cities, and the Minnesota State Fire Marshal’s Office all believe that this type of professional direction for fire service planning would be very beneficial for the City. Those contacted about the study estimated that the cost would be in the $15,000-$25,000 range. The more items added to the study, the higher the cost will be. Publication of the RFP is not a commitment to enter into an agreement on any of the proposals. Financial/Budget: There will be some minimal costs associated with the publication of the Request for Proposals. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. ETHICS AND INTEGRITY 10 Staff Report—February 23, 2017 Council Meeting Prepared by Director Gottschalk Page 2 We believe that ethics and integrity are the foundation blocks of public trust and confidence and that all meaningful relationships are built on these values. TREATING THE CITIZEN AS OUR CUSTOMER We believe that citizens are our customers and should be treated with courtesy, respect, and deserve the best services we can provide. PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. Options: 1. Approve the RFP as presented and direct staff to publish the RFP. 2. Provide specific recommendations for changes and direct staff to publish the modified RFP. 3. Direct staff not to publish the RFP. Recommendation: 1. Approve the RFP as presented and direct staff to publish the RFP. Council Action: Approval and direction. Attachments: Request for Proposals (RFP)- Fire Service Comprehensive Growth Plan 11     CITY OF CORCORAN Request for Proposals (RFP) Fire Service Comprehensive Growth Plan Proposals Due: March 30, 2017 at 4:00 pm 8200 County Road 116 · Corcoran, MN 55340   Website: www.ci.corcoran.mn.us 12 Request for Proposals Corcoran Fire Service Comprehensive Growth Plan 2    Overview The City of Corcoran, Minnesota is seeking qualified consultants to provide proposals for a Fire Service Comprehensive Growth Plan in order to ensure the efficient delivery of fire services in the community as it grows. Corcoran is located in northwestern Hennepin County on the edge of the Minneapolis/St. Paul metropolitan area and is currently home to approximately 5,500 residents residing in varying degrees of density over 36 square miles. Current growth forecasts anticipate the municipal population doubling in size over the next 20 years. The purpose of this plan is to review existing fire service delivery and provide the City with recommendations for future fire department contract considerations, facilities (including locations), infrastructure, equipment, and staffing; each with corresponding growth trigger points. The plan will also incorporate operating and capital financial planning recommendations. The City Structure The City of Corcoran is a Minnesota home rule charter city governed by a five-person Mayor- Council. The City Administrator serves at the will of the Council and oversees all department heads. The Director of Public Safety oversees the delivery of all Police and Fire services in the community and reports to the City Administrator. Fire services in the City of Corcoran are currently delivered by three contracted agencies. The City does not currently employ any fire department staff directly. Current Contractual Partners The Hanover Fire Department is contracted to serve the northwestern portion of Corcoran. The Hanover Fire Department is a volunteer municipal fire department located in the City of Hanover, Minnesota. The department currently provides firefighting, specialized rescue, fire prevention education, and emergency medical response services. The Rogers Fire Department is contracted to serve the northeastern portion of Corcoran. The Rogers Fire Department is a combination professional/volunteer municipal fire department located in the City of Rogers, Minnesota. The department currently provides firefighting, emergency medical response, hazardous materials response, vehicle extrication, confined space operations, fire prevention education, and ice/water emergency response services. The Loretto Fire Department is contracted to serve the southern portion of Corcoran. The Loretto Fire Department is an independent entity that contracts for municipal fire service coverage and is located in the City of Loretto, Minnesota. The department currently provides firefighting, emergency medical response, hazardous materials response, vehicle extrication, confined space operations, fire prevention education, and ice/water emergency response services. The fire department contract amounts are calculated annually using formulas incorporating property valuations and calls for service. The Future The City is already experiencing some of the projected growth and is committed to providing the most efficient delivery of fire services while making appropriate and timely investments in the City’s future. The City is seeking a plan that articulates developmental impact and 13 Request for Proposals Corcoran Fire Service Comprehensive Growth Plan 3    corresponding ISO rating information supporting the recommended investments. This plan is intended to guide the City in these decisions. The plan must provide sufficient autonomy and foresight to allow the City to act independently while capitalizing on available partnerships and collaborations to reduce expenses wherever possible. Scope of Work The City of Corcoran is seeking a qualified and innovative fire service expert with experience in strategic planning to help build a Fire Service Comprehensive Growth Plan for the City of Corcoran from the ground up. The plan should include at least the following; 1. Gather all pertinent data and information including existing conditions. The consultant will be responsible for all costs associated with obtaining any third-party data. 2. Conduct in-depth analysis of the City as it relates to fire service including but not limited to: a. Population b. Density c. Land Use d. Future Commercial, Industrial, and Residential Development e. City Infrastructure f. Transportation Infrastructure g. Available Apparatus and Equipment h. Current and Potential Partners i. Available Mutual Aid Response 3. Evaluate and summarize existing fire service coverage and contracts. 4. Compose a Fire Service Comprehensive Growth Plan focused on efficiency including an appropriate level of autonomy and including at least: a. Recommendations for the utilization of contracted services b. Public infrastructure recommendations c. Recommendations for any facility improvements or additional facilities including appropriate location(s), capacity, equipment, and staffing. d. Timing triggers and financial planning recommendations for any recommended facility or infrastructure improvements as they relate to development, population, or other factors. e. A cost/benefit/consequence analysis of proposed improvements 5. A plan for integration into existing conditions. 6. The proposed plan should consider opportunities for: a. Increased Efficiency b. Improved Effectiveness c. Enhanced or Expanded Services d. Opportunities to Reduce Costs e. The Coordination of Regional Planning f. The Standardization of Services and Programs g. Potential to Reduce ISO Ratings h. Consideration of International Accreditation i. Impact on State and Local Grant Funding 7. Prepare a draft report for review and comment by city staff and Council representatives prior to completion of the final report. 14 Request for Proposals Corcoran Fire Service Comprehensive Growth Plan 4    8. Provide the City with 12 hard copies and one digital copy (.pdf) of the final report. 9. Conduct a formal public presentation of the final report to the Council and staff with time for questions. Required Meetings Consultants shall provide regular project updates and arrange at least the following meetings: 1. Project initiation meeting with city staff and Council representatives. 2. Onsite community visit and evaluation of existing facilities and equipment. 3. Draft report meeting with city staff and Council representatives. 4. Formal public presentation of the final report to the Council and staff with time for questions. Proposal Submitted proposals must include: 1. A letter outlining the firm and its background with five professional references. 2. A letter outlining the consultants that will be assigned to the project and their professional backgrounds, including who will be designated as the lead on the project. 3. A list of 5 similar studies conducted by the firm, including contact information, conducted within the past 5 years. 4. A project outline with estimated timelines including a work plan and methodology. 5. A detailed meeting list indicating when meetings will be conducted, the purpose of the meetings, and whose attendance will be necessary. 6. A list of additional recommendations or considerations for the Fire Service Comprehensive Growth Plan (if applicable). 7. The cost for unanticipated additional meetings or added time. 8. The total anticipated project cost including a “not to exceed cost.” 9. The submission shall be signed by the person(s) in the responder’s firm or corporation who is authorized to ultimately sign a Contract with the City of Corcoran and who is authorized to respond to questions or provide clarity to the submission. 10. The same person who signs for the firm as required in #9 above shall also certify and warrant, in writing, that the information provided in the proposal is true, correct and reliable for purposes of evaluation for the potential award of a contract and that the firm has complied with the Bidders’ Ethics and Collusion requirements laid out within this RFP. Costs of Proposal All costs of preparing a proposal in response to this RFP shall be borne by the proposing firm. Cancellation The City of Corcoran reserves the right to cancel any contract/agreement, at any time, for any reason, with thirty (30) days prior written notice to the consultant. 15 Request for Proposals Corcoran Fire Service Comprehensive Growth Plan 5    Bidders’ Ethics and Collusion Collusive Bidding: Any firm that submits a proposal in response to this RFP must certify that the firm’s proposal was arrived at independently and was submitted without collusion with and without any agreement, understanding or planned common course of action with any other entity which submits a proposal in response to the RFP. Any firm that is found to have engaged in collusive bidding shall be disqualified from further consideration of award of this contract and shall be subject to any applicable penalties under the law. Bribery: Any firm that attempts to influence a City official to award this contract to such proposer’s firm by offering or promising to provide or by providing to such City official any gratuity, entertainment, commission or any other gift, in exchange for a promise to award the contract to such firm shall be disqualified from further consideration of award of this contract and shall be subject to any applicable penalties under the law. Conflict of Interest: Any firm that submits a proposal in response to this RFP shall disclose a list of all entities with which it has a relationship that create, or appear to create, a conflict of interest with the work that is contemplated in this Request for Proposals. The disclosure should include the name of the entity, the firm’s relationship with that entity, and an explanation of the conflict or potential conflict. Any firm that knows or reasonably should know of any City official having a material direct or indirect financial interest in such proposer’s firm shall be required to submit a written statement, along with the Form of Proposal, detailing such interest. Failure to disclose a known or reasonably discoverable financial interest shall result in the firm’s disqualification from further consideration of award of this contract. Minnesota Government Data Practices Act Compliance Any firm that submits a proposal in response to this RFP must agree that all data created, collected, received, stored, used, maintained, or disseminated in performing a governmental function is subject to the requirements of the Minnesota Government Data Practices Act. Identification of Trade Secret Data All materials submitted by a firm in response to this RFP shall become the property of the City and shall become public in accordance with Minnesota Statute 13.591, Subd. 3, after the evaluation process is completed. If a firm submits data in response to this RFP which it believes to be “trade secret data” as defined by Minnesota Statute 13.37, the firm must: 1) clearly mark all “trade secret data” in its proposal, at the time of submission; and 2) include a statement with each “trade secret data” designation justifying the designation; and 3) agree to defend the City in any action seeking release of the designated data and indemnify and hold harmless the City from any judgments, awards, liabilities, and costs, including reasonable attorneys’ fees, awarded against the City to the party requesting the data and any and all costs of the defense of such claim. Pursuant to Minnesota Statute 13.591, the City maintains discretion to make a final decision as to the designation of data as “trade secret data”, even if it is asserted to be “trade secret data” by the proposing firm. 16 Request for Proposals Corcoran Fire Service Comprehensive Growth Plan 6    Award Criteria The project shall be awarded to the firm and/or consultant(s) whose qualifications are deemed to best provide the services desired, taking into account the requirements, terms, and conditions contained in the request for proposals. The City will consider conformity with the scope of work requested, the performance period, the delivery terms, and the estimated project cost in making its award decision. The City has the absolute and sole discretion in making an award under this RFP. The City may, at its sole and absolute discretion, decide to not issue an award if the City deems it to be in the best interest of the City. Questions and Contact Information Proposal submissions and questions relating to this request for proposals must be submitted in writing to: City of Corcoran Attn: Matt Gottschalk, Director of Public Safety 8200 County Road 116 Corcoran, MN 55357 Email: mgottschalk@ci.corcoran.mn.us To ensure consistent interpretation of certain items, answers to questions the City deems to be in the interest of all will be made available to all other respondents. Proposals Must Be Received by the City No Later Than: March 30, 2017 at 4:00 pm Late Proposals Will Not Be Accepted 17 STAFF REPORT Agenda Item 11b. Council Meeting: May 11, 2017 Prepared By: Director Matt Gottschalk Topic: RFP Review- Fire Service Comprehensive Growth Plan Action Required: Proposal Selection and Authorization for Staff to Execute the Selected Proposal Summary: On November 21, 2016 staff presented the Council with information recommending a Fire Service Study for the City of Corcoran. As a result of that presentation, staff was asked to bring back a request for proposal for the Council to review prior to publication. On February 23, 2017 staff brought forward a draft request for proposals for a Fire Service Comprehensive Growth Plan. The Council directed staff to publish the RFP as presented. Based on guidance from consultants and th e State Fire Marshal’s Office, the cost for the proposals was anticipated at $15,000-$25,000. On February 24, 2017, the request for proposals was published with the League of Minnesota Cities and sent to several consultants that had recently done work in the area. The deadline for proposals was March 30, 2017. The City requested that the proposal provide information on five similar studies conducted by the firm within the past five years. The City received four proposals for the Fire Service Comprehensive Growth Plan ranging in price from $22,300-$44,500. Here is a brief summary of the staff evaluations of the proposals: 1. Huber Consulting $35,500-$40,000- The firm consists of one consultant and just began operating full-time. The individual consultant appears well qualified but does not outline any supporting staff or resources. The proposal indicated only two studies related to fire departments in which the firm had been the principal project manager. Neither of the two fire studies outlined resemble Corcoran’s project and the other three studies listed were completely unrelated to municipal public safety. A large portion of the proposal was cut and pasted from our request for proposals and did not contain any significant information about methodology or what the final project would look like. The proposal contained a couple of errors, including a spelling error on the cover page. Staff does not feel that this proposal substantially meets the City’s criteria and did not contact any references. 2. EAPC $44,500- EAPC’s proposal includes a partnership with Matrix Consulting Group. It is proposed that EAPC, acting as the principal project manager, would handle the Architectural and Engineering portion of the study while Matrix Consulting Group would manage the data collection and analytics. Both EAPC and Matrix consulting indicate an extensive corporate 18 Staff Report—May 11, 2017 Council Meeting Prepared by Director Gottschalk Page 2 support network and resources. The proposal had a very professional and engaging appearance with a detailed methodology outlined but a couple of minor clerical errors. The study outlines numerous fire studies including strategic and fire department master plans. When searching for references of studies conducted jointly by the two groups staff was unable to locate any. Upon conversations with EAPC, staff learned that EAPC and Matrix had not conducted any joint public safety related studies in the past, only marketing related projects. Since Matrix Consulting would be handling the data and analytics portion of the study staff did speak to a reference for Matrix consulting. The reference indicated that Matrix Consulting has a well established reputation in the industry but described their final product as somewhat underwhelming. The reference felt that the project started with strong knowledgeable representation from the group but that by the end of the project it seemed as though it had been transitioned to lesser qualified individuals. The reference indicated that some members were happy with the product and that others were not. The reference indicated that Matrix Consulting asked for an extension of time and additional funding. 3. Beacon GIS $22,300- Beacon GIS’s proposal was well written and clearly outlined the methodology and standards used. The proposal outlines a two- person team that appear highly qualified. The proposal seemed to focus heavily on assessment and analysis of current conditions but tailed off in detail when it came to putting together a strong future action plan. The proposal also did not discuss any financial planning. Staff closely examined the references to find a strategic or fire service master plan customer but did not find any listed. They appear to have done numerous fire station location studies and analysis projects but the proposal did not outline significant experience with strategic or fire service master plans. If the City were to move forward exploring this option it would need to seek some additions to the proposal focusing on a future action plan and seek some additional references that can provide feedback on their work beyond a fire sta tion location study or plan. 4. Emergency Services Consulting International (ESCI) $38,974- ESCI’s proposal was well written and very organized. The proposal outlined four highly qualified consultants assigned to the project with an extensive corporate support network and numerous resources backing the project. The scope of work and methodologies were clearly defined. The proposal clearly outlined the evaluation of existing services with a strong emphasis on future planning including cost projections, thresholds, and triggers along with short, mid, and long-term strategies. Multiple fire service master plans were listed in the references. Staff contacted two references for ESCI and both references indicated that ESCI did a very good job for them and that they provided specific actionable recommendations. 19 Staff Report—May 11, 2017 Council Meeting Prepared by Director Gottschalk Page 3 Staff believes that the proposal by Emergency Services Consulting International (ESCI) most closely aligns with the City’s goals for the Fire Service Comprehensive Growth Plan. Only the proposal from Beacon GIS came in with a lower “Not to Exceed” cost but it appears to be lacking a large portion of the future planning elements that the City is looking for. Financial/Budget: If the Council moves forward with staff’s recommendation of accepting ESCI’s proposal the project cost is listed as “Not to Exceed” $38,974 with 10% payment due upon contract signing and monthly invoicing thereafter as work progresses. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. ETHICS AND INTEGRITY We believe that ethics and integrity are the foundation blocks of public trust and confidence and that all meaningful relationships are built on the se values. TREATING THE CITIZEN AS OUR CUSTOMER We believe that citizens are our customers and should be treated with courtesy, respect, and deserve the best services we can provide. PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. Options: 1. Direct staff to accept Emergency Services Consulting International’s (ESCI) proposal and enter into an agreement with ESCI for its execution. 2. Provide staff with specific direction for follow-up. 3. Direct staff to enter into an agreement for one of the other proposals. 4. Elect not to complete a Fire Service Comprehensive Growth Plan. Recommendation: 1. Direct staff to accept Emergency Services Consulting International’s (ESCI) proposal and enter into an agreement with ESCI for its execution. 20 Staff Report—May 11, 2017 Council Meeting Prepared by Director Gottschalk Page 4 Council Action: Motion to accept the proposal from Emergency Services Consulting International (ESCI) and enter into an agreement to execute the proposal. Attachments: The recommended proposal from ESCI is attached. The other proposals are available for review at City Hall. 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 STAFF REPORT Agenda Item 11e. Council Meeting: March 8, 2018 Prepared By: Director Matt Gottschalk Topic: Fire Study Grant Funds Action Required: Approval of grant contract and resolution directing grant funding. Summary: At the May 11, 2017 Council meeting the City Council directed staff to move forward in commissioning a Fire Service Comprehensive Growth Plan study with Emergency Services Consulting International (ESCI). The original proposal received from ESCI was for $38,974. During discussion for that item staff was also directed to continue searching for grant funding as it became available to assist in financing the study. Since the May 11th meeting, staff was able to negotiate ESCI’s final cost for the study down to $33,166. Staff also met with the State Fire Marshal’s Office in mid-2017 about grant funding for the study. Staff from the State Fire Marshal’s Office indicated that the existing grant programs were only for exploring shared service agreements. Corcoran staff explained that the City had been successfully utilizing a shared service model for decades and that the Fire Service Comprehensive Growth Plan was the next logical progression in a successful shared service model. The state agreed and indicated that they planned to look at the requirements for their grant funding for the upcoming cycle. In the fall of 2017 the City received notification from the State Fire Marshal’s Office that they had restructured their grant program and that the grants were no longer called “Shared Service” grants. The State Fire Marshal Office’s new grants would be called “Service Planning” grants and their focus would remain on promoting shared service structures. Corcoran staff met with staff from the State Fire Marshal’s Office in October of 2017 to discuss the new grant requirements and application. Staff assembled the supporting documentation, completed the grant application, and submitted it to the State Fire Marshal’s Office in January of 2018. The grant was selected for consideration by the state grant committee. On February 15, 2018 Director Gottschalk traveled to Pine City, MN and presented the City’s proposal for a Fire Service Comprehensive Growth Plan to the state grant committee. On the evening of February 15 staff was notified that the grant committee chose to fully fund the City’s study with grant funding. The funding tier of this grant requires the City to contribute 10% of the funds ($3,316.60) On February 28, 2018 the City received formal notification that it would be receiving $29,849.40 in Service Planning grant funds. In order to execute the grant, the City must 46 Staff Report—March 8, 2018 Council Meeting Prepared by Director Gottschalk Page 2 complete the contract and pass a resolution stating that the City will be using the funds awarded for the purposes stated in the grant application and RFP. Staff recommends that the Council continue to plan for future fire planning expenses in executing the recommendations of the Fire Service Comprehensive Growth Plan. Financial/Budget: Upon execution of the grant contract and resolution designating the grant funds, the City will receive $29,849.40 in grant funding when proof of payment for the Fire Service Comprehensive Growth Plan to ESCI is demonstrated to the state. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. TREATING THE CITIZEN AS OUR CUSTOMER We believe that citizens are our customers and should be treated with courtesy, respect, and deserve the best services we can provide. PROFESSIONALISM We believe that continuous improvement is the mark of professionalism and are committed to applying this principle to the services we offer and the development of our employees. Options: 1. Direct staff to execute the grant contract and pass a resolution designating the grant funds to the Fire Service Comprehensive Growth Plan. 2. Decline the grant funds. Recommendation: 1. Direct staff to execute the grant contract and pass a resolution designating the grant funds to the Fire Service Comprehensive Growth Plan. Council Action: 1. Direct staff to execute the grant contract and pass a resolution designating the grant funds to the Fire Service Comprehensive Growth Plan. 47 Staff Report—March 8, 2018 Council Meeting Prepared by Director Gottschalk Page 3 Attachments: 1. State of Minnesota Grant Contract 2. Resolution 2018-21 48 FY 17 Grant Agreement for Municipality STATE OF MINNESOTA GRANT CONTRACT This grant contract is between the State of Minnesota, acting through its Commissioner of Public Safety, State Fire Marshal, 445 Minnesota Street, Suite 145, St. Paul, MN 55101-5145 ("STATE") and City of Corcoran, 8200 County Road 116, Corcoran, MN 55340 ("GRANTEE"). Recitals 1. Under Minn. Stat. § 299A.01, Subd. 2 (4) the State is empowered to enter into this grant. 2. State funds for this grant are provided under Laws of Minnesota 2015, Chapter 65, Article 1, Section 11 Subd. 4D. 3. The State is in need of a feasibility study that addresses the study requirements for service planning, including (but not limited to) those provided in listed in in “A Blueprint for Shared Services.” 4. The Grantee represents that it is duly qualified and agrees to perform all services described in this grant contract to the satisfaction of the State. Pursuant to Minn. Stat. § 16B.98, Subd.1, the Grantee agrees to minimize administrative costs as a condition of this grant. Grant Contract 1 Term of Grant Contract 1.1 Effective date: March 1, 2018, or the date the State obtains all required signatures under Minn. Stat. §16B.98, Subd. 5, whichever is later. Per, Minn. Stat. §16B.98 Subd. 7, no payments will be made to the Grantee until this grant contract is fully executed. The Grantee must not begin work under this grant contract until this contract is fully executed and the Grantee has been notified by the State’s Authorized Representative to begin the work. 1.2 Expiration date: June 30, 2019, or until all obligations have been satisfactorily fulfilled, whichever occurs first. 1.3 Survival of Terms. The following clauses survive the expiration or cancellation of this grant contract: 8. Liability; 9. State Audits; 10. Government Data Practices and Intellectual Property; 12. Publicity and Endorsement; 13. Governing Law, Jurisdiction, and Venue; and 15 Data Disclosure. 2 Grantee’s Duties The Grantee, who is not a state employee, will: Comply with required grants management policies and procedures set forth through Minn. Stat. §16B.97, Subd. 4 (a) (1). 2.1 To contract for a service planning study by an outside consultant to determine the efficiencies of the cities of Corcoran, Rogers, Loretto and Hanover fire departments working together. The service planning grant should be used as a means to create long-term sustainability, improve response capacity and service delivery, and eliminate duplicative processes in the organizations. The study will include:  A clear set of goals that identifies how the participating fire departments/cities/townships will more efficiently plan for future service improvements in the areas of (but not limited to) training, department administration, personnel, equipment or department consolidation.  An analysis of the efficiency and effectiveness of emergency response and benefit to the population served. 49 FY 17 Grant Agreement for Municipality The study should also take into account:  Geographic area, population density and other factors that encourage communities’ and fire service providers’ voluntary participation.  Funding sources for the project if implemented.  Cooperative training among departments and equipment procurement between departments.  Employment issues associated with combining existing agencies and entities into a regional or multi- jurisdictional entity for consolidation projects.  An analysis of best practices in the creation and functioning of public-safety-related service planning delivery models.  A preliminary set of operating procedures for cooperative shared fire and rescue service systems. 2.2 The purpose of the feasibility study performed by the consultant must include ways to increase efficiency, effectiveness and/or cost saving methods through voluntary and cooperative shared services. The report must include possible alternatives for the entities to share fire and rescue services. 2.3 Manage this project, oversee contract with the consultant and deliver the written report to the State by the Expiration date of this grant contract. 2.4 No travel reimbursement is allowed or will be made to the Grantee for Grantee’s travel and subsistence expenses related to this project. 3 Time The Grantee must comply with all the time requirements described in this grant contract. In the performance of this grant contract, time is of the essence. 4 Consideration and Payment 4.1 Consideration. The State will pay for all services performed by the Grantee under this grant contract as follows: (a) Compensation (1) The Grantee will be paid an amount not to exceed $33,166.00 in accordance with the breakdown of costs contained in the Service Planning Grant Program Narrative Sheet, which is attached and incorporated into this grant. (2) Matching Requirements. (If Applicable.) Grantee certifies that the following matching requirement, for the grant contract, will be met by the Grantee: $3,316.60. (b) Travel Expenses Reimbursement for travel and subsistence expenses actually and necessarily incurred by the Grantee as a result of this grant contract will not exceed $0.00; provided that the Grantee will be reimbursed for travel and subsistence expenses in the same manner and in no greater amount than provided in the current "Commissioner’s Plan” promulgated by the Commissioner of Minnesota Management and Budget (MMB). The Grantee will not be reimbursed for travel and subsistence expenses incurred outside Minnesota unless it has received the State’s prior written approval for out of state travel. Minnesota will be considered the home state for determining whether travel is out of state. 50 FY 17 Grant Agreement for Municipality (c) Total Obligation. The total obligation of the State for all compensation and reimbursements to the Grantee under this grant contract will not exceed $33,166.00. 4.2 Payment (a) Invoices The State will promptly pay the Grantee after the Grantee presents an itemized invoice for the services actually performed and the State's Authorized Representative accepts the invoiced services. Invoices must be submitted timely and according to the following schedule: Itemized invoices will be filed in arrears at least quarterly, but not more often than monthly, and within 30 days of the period covered by the invoice for services satisfactorily performed. Final invoice must be received no later than 30 days after the Expiration date of this grant contract. Expenditures for each state fiscal year of this grant must be for services performed within applicable state fiscal years. Every state fiscal year begins on July 1 and ends on June 30. (b) Unexpended Funds The Grantee must promptly return to the State any unexpended funds that have not been accounted for annually in a financial report to the State due at grant closeout. 4.3 Contracting and Bidding Requirements Per Minn. Stat. § 471.345, grantees that are municipalities as defined in Subd. 1 must do the following if contracting funds from this grant contract agreement for any supplies, materials, equipment or the rental thereof, or the construction, alteration, repair or maintenance of real or personal property (a) If the amount of the contract is estimated to exceed $100,000, a formal notice and bidding process must be conducted in which sealed bids shall be solicited by public notice. Municipalities may, as a best value alternative, award a contract for construction, alteration, repair, or maintenance work to the vendor or contractor offering the best value under a request for proposals as described in Minn. Stat. § 16C.28, Subd. 1, paragraph (a), clause (2) (b) If the amount of the contract is estimated to exceed $25,000 but not $100,000, the contract may be made either upon sealed bids or by direct negotiation, by obtaining two or more quotations for the purchase or sale when possible, and without advertising for bids or otherwise complying with the requirements of competitive bidding. All quotations obtained shall be kept on file for a period of at least one year after receipt thereof. Municipalities may, as a best value alternative, award a contract for construction, alteration, repair, or maintenance work to the vendor or contractor offering the best value under a request for proposals as described in Minn. Stat.§ 16C.28, Subd. 1, paragraph (a), clause (2) and paragraph (c). (c) If the amount of the contract is estimated to be $25,000 or less, the contract may be made either upon quotation or in the open market, in the discretion of the governing body. If the contract is made upon quotation it shall be based, so far as practicable, on at least two quotations which shall be kept on file for a period of at least one year after their receipt. Alternatively, municipalities may award a contract for construction, alteration, repair, or maintenance work to the vendor or contractor offering the best value under a request for proposals as described in Minn. Stat.§ 16C.28, Subd. 1, paragraph (a), clause (2) (d) Support documentation of the bidding process utilized to contract services must be included in the grantee’s financial records, including support documentation justifying a single/sole source bid, if applicable. 51 FY 17 Grant Agreement for Municipality (e) For projects that include construction work of $25,000 or more, prevailing wage rules apply per; Minn. Stat. §§ 177.41 through 177.44 consequently, the bid request must state the project is subject to prevailing wage. These rules require that the wages of laborers and workers should be comparable to wages paid for similar work in the community as a whole. A prevailing wage form should accompany these bid submittals. 5 Conditions of Payment All services provided by the Grantee under this grant contract must be performed to the State’s satisfaction, as determined at the sole discretion of the State’s Authorized Representative and in accordance with all applicable federal, state, and local laws, ordinances, rules, and regulations. The Grantee will not receive payment for work found by the State to be unsatisfactory or performed in violation of federal, state, or local law. 6 Authorized Representative The State's Authorized Representative is Bruce West, State Fire Marshal, 445 Minnesota Street, Suite 145, St. Paul, MN 55101-5145, (651) 215-0541, Bruce.West@state.mn.us , or his/her successor, and has the responsibility to monitor the Grantee’s performance and the authority to accept the services provided under this grant contract. If the services are satisfactory, the State's Authorized Representative will certify acceptance on each invoice submitted for payment. The Grantee’s Authorized Representative is Matthew R. Gottschalk, Director of Public Safety, 8200 County Road 116, Corcoran, MN 55340, (763) 400-7001, mgottschalk@ci.corcoran.mn.us . If the Grantee’s Authorized Representative changes at any time during this grant contract, the Grantee must immediately notify the State. 7 Assignment Amendments, Waiver, and Grant Contract Complete 7.1 Assignment The Grantee shall neither assign nor transfer any rights or obligations under this grant contract without the prior written consent of the State, approved by the same parties who executed and approved this grant contract, or their successors in office. 7.2 Amendments Any amendments to this grant contract must be in writing and will not be effective until it has been executed and approved by the same parties who executed and approved the original grant contract, or their successors in office. 7.3 Waiver If the State fails to enforce any provision of this grant contract, that failure does not waive the provision or the State’s right to enforce it. 7.4 Grant Contract Complete This grant contract contains all negotiations and agreements between the State and the Grantee. No other understanding regarding this grant contract, whether written or oral, may be used to bind either party. 8 Liability The Grantee must indemnify, save, and hold the State, its agents, and employees harmless from any claims or causes of action, including attorney’s fees incurred by the State, arising from the performance of this grant contract by the Grantee or the Grantee’s agents or employees. This clause will not be construed to bar any legal remedies the Grantee may have for the State's failure to fulfill its obligations under this grant contract. 52 FY 17 Grant Agreement for Municipality 9 State Audits Under Minn. Stat. § 16B.98, Subd.8, the Grantee’s books, records, documents, and accounting procedures and practices of the Grantee or other party relevant to this grant agreement or transaction are subject to examination by the State and/or the State Auditor or Legislative Auditor, as appropriate, for a minimum of six years from the end of this grant agreement, receipt and approval of all final reports, or the required period of time to satisfy all state and program retention requirements, whichever is later. 10 Government Date Practices and Intellectual Property Rights 10.1 Government Data Practices The Grantee and State must comply with the Minnesota Government Data Practices Act, Minn. Stat. Ch. 13, as it applies to all data provided by the State under this grant contract, and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Grantee under this grant contract. The civil remedies of Minn. Stat. §13.08 apply to the release of the data referred to in this clause by either the Grantee or the State. If the Grantee receives a request to release the data referred to in this Clause, the Grantee must immediately notify the State. The State will give the Grantee instructions concerning the release of the data to the requesting party before the data is released. The Grantee’s response to the request shall comply with applicable law 11 Workers Compensation The Grantee certifies that it is in compliance with Minn. Stat. §176.181, Subd. 2, pertaining to workers’ compensation insurance coverage. The Grantee’s employees and agents will not be considered State employees. Any claims that may arise under the Minnesota Workers’ Compensation Act on behalf of these employees and any claims made by any third party as a consequence of any act or omission on the part of these employees are in no way the State’s obligation or responsibility. 12 Publicity and Endorsement 12.1 Publicity Any publicity regarding the subject matter of this grant contract must identify the State as the sponsoring agency and must not be released without prior written approval from the State’s Authorized Representative. For purposes of this provision, publicity includes notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the Grantee individually or jointly with others, or any subcontractors, with respect to the program, publications, or services provided resulting from this grant contract. All projects primarily funded by state grant appropriation must publicly credit the State of Minnesota, including on the grantee’s website when practicable. 12.2 Endorsement The Grantee must not claim that the State endorses its products or services. 13 Governing Law, Jurisdiction, and Venue Minnesota law, without regard to its choice-of-law provisions, governs this grant contract. Venue for all legal proceedings out of this grant contract, or its breach, must be in the appropriate state or federal court with competent jurisdiction in Ramsey County, Minnesota. 14 Termination 14.1 Termination by the State The State may immediately terminate this grant contract with or without cause, upon 30 days’ written notice to the Grantee. Upon termination, the Grantee will be entitled to payment, determined on a pro rata basis, for services satisfactorily performed. 14.2 Termination for Cause The State may immediately terminate this grant contract if the State finds that there has been a failure to comply with the provisions of this grant contract, that reasonable progress has not been made or that the 53 FY 17 Grant Agreement for Municipality purposes for which the funds were granted have not been or will not be fulfilled. The State may take action to protect the interests of the State of Minnesota, including the refusal to disburse additional funds and requiring the return of all or part of the funds already disbursed. 14.3 Termination for Insufficient Funding The State may immediately terminate this grant contract if: (a) It does not obtain funding from the Minnesota Legislature; (b) Or, if funding cannot be continued at a level sufficient to allow for the payment of the services covered here. Termination must be by written or fax notice to the Grantee. The State is not obligated to pay for any services that are provided after notice and effective date of termination. However, the Grantee will be entitled to payment, determined on a pro rata basis, for services satisfactorily performed to the extent that funds are available. The State will not be assessed any penalty if the contract is terminated because of the decision of the Minnesota Legislature, or other funding source, not to appropriate funds. The State must provide the Grantee notice of the lack of funding within a reasonable time of the State’s receiving that notice. 15 Data Disclosure Under Minn. Stat. § 270C.65, Subd. 3, and other applicable law, the Grantee consents to disclosure of its social security number, federal employer tax identification number, and/or Minnesota tax identification number, already provided to the State, to federal and state tax agencies and state personnel involved in the payment of state obligations. These identification numbers may be used in the enforcement of federal and state tax laws which could result in action requiring the Grantee to file state tax returns and pay delinquent state tax liabilities, if any. 1. STATE ENCUMBRANCE VERIFICATION Individual certifies that funds have been encumbered as required by Minn. Stat. §§ 16A.15 and 16C.05 Signed: Date: SWIFT Contract: 138406 PO No.3000052751 2. GRANTEE The Grantee certifies that the appropriate person(s) have executed the grant contract on behalf of the Grantee as required by applicable articles, bylaws, resolutions, or ordinances. By: Title: Date: By: Title: Date: 3. STATE AGENCY By: (with delegated authority) Title: Date: Distribution: Agency Grantee State’s Authorized Representative 54 City of Corcoran March 8, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-21 Page 1 of 1 Motion By: Seconded By: A RESOLUTION DESIGNATING GRANT FUNDS TO FIRE SERVICE COMPREHENSIVE GROWTH PLAN WHEREAS, the City of Corcoran understands the importance of fire service planning in a growing community; and WHEREAS, the City of Corcoran applied for grant funds for the purpose of service planning grants for fire service; and WHEREAS, the City has been awarded grant funds in the amount of $29,849.40 for the purpose of fire service planning; and WHEREAS, the City is sincerely appreciative of the grant funds which will greatly assist in fire service planning; and WHEREAS, the City is required to designate the grant funds for this purpose. NOW, THEREFORE, BE IT RESOLVED that the service planning grant funds in the amount of $29,849.40 be designated to the purpose of fire service comprehensive growth planning as presented in the grant application. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 8th day of March, 2018. ________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ City Seal Jessica Beise – City Clerk/Administrative Services Coordinator 55 STAFF REPORT Agenda Item 11a. Council Meeting: June 14, 2018 Prepared By: Director Matt Gottschalk Topic: Fire Service Comprehensive Growth Plan Action Required: Review, Discuss, and Direct Staff Summary: On November 21, 2016 staff presented the Council with information recommending a Fire Service Study for the City of Corcoran. As a result of that presentation, staff was asked to bring back a request for proposal for the Council to review prior to publication. On February 23, 2017 staff brought forward a draft request for proposals for a Fire Service Comprehensive Growth Plan. The Council directed staff to publish the RFP as presented. On February 24, 2017, the request for proposals was published with the League of Minnesota Cities and sent to several consultants that had recently done work in the area. The deadline for proposals was March 30, 2017. At the May 11, 2017 Council meeting the City Council directed staff to move forward in commissioning a Fire Service Comprehensive Growth Plan study with Emergency Services Consulting International (ESCI). In the fall of 2017 staff was notified that the State Fire Marshal’s Office was changing their grant criteria and that Corcoran’s study would now qualify under their newly redesigned “Service Planning” grant. Staff assembled the supporting documentation, completed the grant application, and submitted it to the State Fire Marshal’s Office in January of 2018. On February 28, 2018 the City received formal notification that it would be receiving Service Planning grant funds. Staff worked with ESCI to provide all of the necessary information and documentation that they required. ESCI staff traveled to Minnesota for two days of on-site work. City staff reviewed draft reports and provided feedback to ESCI during the composition the study. ESCI has now completed the report and is scheduled for presentation at the June 14, 2018 council meeting. Staff is requesting that the Councilors study the attached Fire Service Comprehensive Growth Plan and assemble any questions they may have for the ESCI consultants. Questions may be asked during ESCI’s presentation of the study. If you have in-depth questions for ESCI, staff can relay them prior to the meeting so that they can adequately prepare for them. 56 Staff Report—June 14, 2018 Council Meeting Prepared by Director Gottschalk Page 2 Financial/Budget: There are no financial considerations associated with this portion of the Fire Service Comprehensive Growth Plan process. Alignment with Values: This item relates to the following adopted values: Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. Options: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Recommendation: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Council Action: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Attachments: Fire Service Comprehensive Growth Plan. 57 FIRE SERVICE COMPREHENSIVE GROWTH PLAN Minnesota 2018 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 E-Mail: info@esci.us • Corporate Office: 503.570.7778 58 City of Corcoran, MN Fire Service Comprehensive Growth Plan i TABLE OF CONTENTS Acknowledgments ........................................................................................................................ iii Evaluation of Current Conditions ................................................................................................... 1 Organizational Overview ................................................................................................................................. 1 Governance ................................................................................................................................................. 2 Organizational Design ................................................................................................................................. 5 Service Area and Infrastructure .................................................................................................................. 7 Budgets and Finance ................................................................................................................................... 9 Finance and Budget .................................................................................................................................. 11 Emergency Response Type and Frequency............................................................................................... 13 Management Components ........................................................................................................................... 14 Foundational Management Elements ...................................................................................................... 14 Management Documents and Processes.................................................................................................. 15 Record Keeping and Documentation ........................................................................................................ 17 Capital Assets and Capital Improvement Programs ...................................................................................... 20 Facilities .................................................................................................................................................... 21 Apparatus .................................................................................................................................................. 25 Staffing .......................................................................................................................................................... 27 Administrative and Support Staffing ......................................................................................................... 27 Emergency Response Staffing ................................................................................................................... 28 Fire and EMS Training Delivery ..................................................................................................................... 33 General Training Competencies ................................................................................................................ 33 Training Program Management and Administration ................................................................................ 35 Service Delivery and Performance ................................................................................................................ 38 Service Demand ........................................................................................................................................ 38 Future System Demand Projections ............................................................................................. 52 Population Growth and Community Risk ...................................................................................................... 52 Service Demand Projections ......................................................................................................................... 55 59 City of Corcoran, MN Fire Service Comprehensive Growth Plan ii Future Delivery System Models ................................................................................................... 57 Short and Mid-Term Strategies ..................................................................................................................... 57 Establishment of Response Standards and Targets .................................................................................. 57 Short Term Functional Improvements ...................................................................................................... 62 Potential Mid Term Improvements .......................................................................................................... 64 Future Fire Station Strategies and Alternatives ............................................................................................ 66 Potential Long-Term Strategies .................................................................................................................... 68 Potential Addition of a Third Fire Station in Rogers ................................................................................. 68 Potential Addition of a Fire Station in Corcoran ....................................................................................... 70 Hamel Fire Department ............................................................................................................................ 72 Maple Grove Fire Department .................................................................................................................. 73 Plymouth Fire Department ....................................................................................................................... 74 Analysis of Available Options ........................................................................................................................ 74 Option 1: Continue the Current Model ..................................................................................................... 75 Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies .......... 75 Option 3: Construct a New Fire Station and Implement a City Fire Department ..................................... 79 Future Staffing .......................................................................................................................................... 80 Exploration of Regional Cooperation Opportunities ................................................................................ 81 Thresholds and Triggers—Determining When a New Station is Needed ..................................................... 82 Cost Projections ............................................................................................................................................ 84 Continuation of the Current Model—Cost Projections ............................................................................ 84 Multiple-Variable Allocation ..................................................................................................................... 90 Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections .................................................................................................................................................................. 91 Fire Station Costing Examples ....................................................................................................................... 92 Construct an Additional Station and Implement a City Fire Department—Cost Projections ................... 94 Summary of Cost Projections .................................................................................................................... 95 Moving Forward .......................................................................................................................... 96 Findings and Recommendations ................................................................................................................... 96 Implementation Planning .............................................................................................................................. 97 Conclusion ................................................................................................................................. 100 Appendices ................................................................................................................................ 101 Appendix A: Table of Figures ...................................................................................................................... 101 60 City of Corcoran, MN Fire Service Comprehensive Growth Plan iii ACKNOWLEDGMENTS Emergency Services Consulting International (ESCI) would like to acknowledge and thank the assistance and support of the City of Corcoran administrative staff and personnel of the participating fire departments, without which this project could not have been successfully completed. CITY COUNCIL Ron Thomas, Mayor Jonathan Bottema, Councilor Brian Dejewski, Councilor Mike Keefe, Councilor Tonya LaFave, Councilor AGENCY STAFF Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Dave Malewicki, Fire Chief, City of Hanover Jeff Leuer, Fire Chief, Loretto Fire Department Brad Feist, Fire Chief, City of Rogers 61 City of Corcoran, MN Fire Service Comprehensive Growth Plan 1 EVALUATION OF CURRENT CONDITIONS Emergency Services Consulting International (ESCI) was engaged by the City of Corcoran to provide a Fire Service Comprehensive Growth Plan regarding the delivery of fire and emergency services within the city that will assist the agency in future efforts and long-range planning. This report serves as the culmination of the project and is configured in a matter that evaluates current conditions; projects future growth, development, and service demands; and provides recommendations to maintain or enhance current service delivery in the future. Using organizational, operational, staffing, and geographic information system (GIS) models; this phase of the study provides an evaluation of the current services delivered to the city. The evaluation and analysis of data and other information is based on state laws and regulations, National Fire Protection Association (NFPA) standards, Commission on Fire Accreditation International (CFAI)1 self-assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and generally accepted best practices within the emergency services community. Each section in the following report provides the reader with general information about that element, as well as observations and analyses of any significant issues or conditions that are pertinent. Observations are supported by data provided by the fire departments providing services to the City of Corcoran and collected as part of the data review and interview process. The purpose of this section is two-fold. First, it verifies the accuracy of baseline information along with ESCI’s understanding of the agency’s composition. This provides the foundation from which the Fire Service Comprehensive Growth Plan is developed. Secondly, the overview serves as a reference for the reader who may not be fully familiar with the details of the city or the contracted fire department’s operations. Where appropriate, ESCI includes recommended modifications to current observations based on industry standards and best practices. Organizational Overview The Organizational Overview component provides a summary of the agency’s composition, discussing its configuration and the services that it provides. Data provided by the City of Corcoran and the fire departments providing contracted services, as well as both internal and external stakeholders, was combined with information collected during ESCI’s fieldwork to develop the following overview. Fire, emergency medical, and other emergency services in the City of Corcoran are provided via contract with three area fire departments, rather than by the city itself. The City is served by the Rogers Fire Department, the Hanover Fire Department, and the Loretto Fire Department. The following figure displays the study area and the portions of the City of Corcoran that are served by the three fire departments. 1 The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. 62 City of Corcoran, MN Fire Service Comprehensive Growth Plan 2 Figure 1: Corcoran Service Area Map The service area consists of 36 square miles that constitute the city limits of Corcoran. The population served consists of an estimated 5,500 in the city. Governance The very basis of any service provided by governmental or quasi-governmental agencies lies within the policies that give that agency the responsibility and authority upon which to act. In most governmental agencies, including the fire departments serving Corcoran, those policies lie within the charters, ordinances, and other governing documents adopted by the agency. The following figure provides an overview of the fire departments, and City of Corcoran’s governance and lines of authority elements. 63 City of Corcoran, MN Fire Service Comprehensive Growth Plan 3 Figure 2: Governance Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency Agency name City of Corcoran Hanover Fire Department Loretto Volunteer Fire Department Rogers Fire Department Preferred acronym N/A HFD LFD or LVFD RFD Governance and Lines of Authority Governing body City of Corcoran City of Hanover City Council 501(C)(3) nonprofit corporation board of directors City of Rogers Head of governing body Mayor Ron Thomas Mayor Jeff Leuer, President/Fire Chief Loretto Volunteer Fire Department Incorporated Mayor and City Council Key employee of governing body Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Brian Hagen, City Administrator/ Clerk/Treasurer Jeff Leuer, President/Fire Chief Steve Stahmer, City Administrator Meetings Twice Monthly, 2nd & 4th Thursday Second Tuesday of each month (fire department) Monthly Board Meetings 3rd & 4th Tuesday of the month Policy and administrative roles defined Charter City/State Statute – Plan A City Council- Legislative Based on City policy Yes, In the Constitution and By Laws and Lexipol Yes Attributes of Successful Organizations Policy, rules, guiding documents State Statute, City Charter, City Code, Financial Mgmt. Guidelines, Employee Handbook Standard Operating Policies and Standard Operating Guidelines Constitution and By Laws and also Lexipol City Handbook Process for revision provided Yes As needed only. Currently under way. The Constitution and By Laws and Lexipol updated annually Yes Legal counsel maintained Yes- Carson Clelland & Schreder Via the City of Hanover Yes Yes Consultation available For City Staff Contract attorney, as needed Yes Labor counsel As needed, not retained N/A N/A Yes Financial controls Financial control system Financial Mgmt. Guidelines, Annual Audit Invoices approved by the Fire Chief, processed by City Finance Informal Yes 64 City of Corcoran, MN Fire Service Comprehensive Growth Plan 4 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Financial review Annual Audit, Quarterly Performance Reports Annual audit is performed by the city Monthly Report to full department Yes Auditor Abdo, Eick & Meyers Annual Yes, Audit report completed each time the treasurer or Fire Chief changes Yes Frequency of review Annual Audit, Quarterly by staff Upon change of Chief or Treasurer Annual Governing body minutes maintained Yes Yes Yes Yes Availability of minutes Last 2 yrs. Online, others by request Available on line Emailed to all members plus kept in a book in the fire station City webpage Discussion The City of Corcoran is established as a municipality under statutes of the State of Minnesota and organized by way of the Corcoran City Charter and City Code. The City’s governance model is that of a mayor, who serves a term of two years, and four city council members, each of whom serves a term of four years. A city administrator manages the day to day operations of the city, reporting directly to the city council. The City of Corcoran does not operate a municipal fire department, like some cities, but rather receives fire and EMS services via contract with three neighboring fire departments. Each is discussed below: Hanover Fire Department (HFD) Hanover is also a municipality, operating under a similar mayor/council form of governance, with a city administrator and staff. The Hanover Fire Department is a subdivision of the city and provides fire and rescue services not only to the City of Hanover, but also to the City of Greenfield and Rockford Township—in addition to the City of Corcoran. HFD is staffed entirely by POC personnel, under the direction of a POC fire chief. Loretto Fire Department (LFD) Loretto Fire Department (LFD) is organized differently. It is not a city agency like the others but is , instead, configured as a not profit organization, as defined under federal statute 26 U.S.C.§501, specifically as a 501(c)(3), tax exempt, organization. LFD, also titled the Loretto Volunteer Fire Department, is not a component of the municipality of Loretto, but a stand-alone entity. It operates under Articles of Incorporation, not municipal policy and procedure and the organization’s leadership is elected from within and by vote of the membership. LFD is staffed entirely by a POC model, consisting of 32 responders. 65 City of Corcoran, MN Fire Service Comprehensive Growth Plan 5 Rogers Fire Department (RFD) RFD is a municipal subdivision of the City of Rogers. Rogers governance is configured in the same manner as the City of Corcoran, with a mayor/council form of government. However, unlike Corcoran, Rogers operate s an all hazards fire and EMS department. A full-time fire chief manages the department, along with a full-time fire inspector. Emergency response is provided by a combination of the two full-time personnel and 41 “Paid On Call” (POC) first responders, staffing response vehicles from two fire stations. Organizational Design The structural design of an emergency services agency is vitally important to its ability to deliver service in an efficient and timely manner while providing the necessary level of safety and security to the members of the organization, whether career, paid-on-call, or volunteer. During an emergency, an individual’s ability to supervise multiple personnel is diminished thus industry standards recommend a span of control of four to six personnel under stressed situations. This is a recommendation carried forward from military history and has shown to be effective in emergency service situations. In addition, employees tend to be more efficient when they know to whom they report and have a single point of contact for supervision and direction. A recent research project conducted by the Columbia University, Northwestern University, and University of Queensland, Australia, found that, …when there are tasks that require teamwork, people get more done when there are leaders and followers. Without a clear chain of command, members often become sidetracked with grabbing power and lose track of the task at hand.2 The following figure summarizes the organizational design components of each of the study agencies: 2 “Why Hierarchies are Good for Productivity,” Inc. September 2012, p 26. 66 City of Corcoran, MN Fire Service Comprehensive Growth Plan 6 Figure 3: Organizational Design Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Organizational Structure Structure type Mayor/Council- Administrator Traditional top down hierarchy Traditional top down hierarchy Traditional top down hierarchy Descriptions of all jobs maintained Yes Yes Yes, for all positions Yes Job descriptions updated Yes In June, 2017 As needed; all are current Yes Employment agreements Yes N/A N/A Yes Chain of Command Defined Chain of command Council-City Administrator- Director of Public Safety Yes, via organizational chart Yes, via organizational chart Yes, via organizational chart Span of control Public Safety Director oversees fire service contracts The fire chief oversees all operational personnel 3:1 for administration and operations. Appropriate given existing staffing levels Chief oversees one inspector and all 41 POC personnel Hiring/Firing authority Council Fire Chief Final authority is with the board; Chief is a board member Fire Chief Formation and History Organization formed City, 1973 1931 1947 Incorporated in 1949 History maintained Yes Yes Yes No Individual or group responsible City Clerk Fire Chief Fire Chief N/A Discussion The City of Corcoran is configured as a municipality, operating under the direction of a city council and mayor. A city administrator manages daily operations of the city government, assisted by a public safety director that is responsible for law enforcement services as well as managing the contractual services provided by the fire departments serving the city. The fire departments in Rogers and Hanover are organized in a similar manner. A top-down hierarchical organization is in place, as is typical of most fire departments. A fire chief is appointed by the city to manage the fire department. The fire chief subsequently appoints subordinate positions, as needed, to accomplish the mission of the agency. 67 City of Corcoran, MN Fire Service Comprehensive Growth Plan 7 Loretto Fire Department differs from the others as a 501(c)3 nonprofit corporation. Still, a top down organizational chart is in place and causes the organization to operate essentially the same as the other two fire departments. However, in this instance the fire chief does not report to a city administrator or city council, but rather to the nonprofit corporation board of directors, of which the fire chief is also a member. Service Area and Infrastructure The size and composition of a fire department’s service area affects the type and number of personnel, fire stations and vehicles that are needed to provide services efficiently. Sometimes complex decision need to be made regarding the deployment strategies employed to properly position resources based on land area, geography, risk and similar factors. Following is a summary of the agency service areas and service delivery infrastructure resources. Figure 4: Service Area and Infrastructure Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department General Description of Agency Agency type Municipal Municipal fire department. Paid on call staffed. 501c3 Nonprofit Corporation Loretto Volunteer Fire Department Incorporated Full time Chief, Fire Inspector, & 41 POC Firefighters Area, square miles +/- 36 36 33 44 Headquarters 8200 County Rd 116 Corcoran, MN 55340 1 – 369 Labeauxe Ave. 259 Medina Street PO Box 22 Loretto, MN 55357 Station 1 Fire stations None 1 1 2 (1 temporary) Other facilities City Hall Campus, Public Works, Old Public Works None 1 off-site office None Population served 5,500 4,500 5,000 16,500 Service Delivery Infrastructure Emergency vehicles N/A Engines 2 3 3 Engine, reserve 0 0 0 Ladder truck 0 0 1 Ambulance 0 0 0 Ambulance, reserve 0 0 1 Quick response unit 0 2 Water tender 2 1 1 Brush 3 1 2 Rescue 1 1 1 68 City of Corcoran, MN Fire Service Comprehensive Growth Plan 8 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department ISO rating Current Classification Tied to responding fire department ratings 4/4X 4 in the City of Loretto, 4Y outside the city 3/3Y Date of last rating N/A October, 2016 2017 May of 2017 Staffing Total fire department personnel N/A 25 Paid On Call plus POC Chief 32 Paid On Call 42 Paid On Call (POC) responders 1 chief, 1 fire inspector Administrative and support personnel, full-time N/A 0 0 2 Administrative and support personnel, part- time N/A 0 1 fire chief @ 20% FTE, 4 POC assistant chief, 2 Admin. Asst. @ 30 hours/week 0 Operational personnel, full- time N/A 0 0 0 Operational personnel, volunteer/POC N/A 0 31 42 Operational personnel, POC N/A 26 30 Paid On Call members plus fire chief 42 Discussion The boundaries of the City of Corcoran consist of a 36-square mile township, six miles by six miles. The city’s current population is estimated to be 5,500, however the number is growing steadily. The areas served by the contract fire departments extend beyond their respective cities, with Roger’s service area the largest at 44 square miles consisting of 16,500 population served. Hanover’s population of 4,500 is included in a service area of 36 square miles, and Loretto Fire Department serves approximately 33 square miles that is home to 5,000 residents. The following figure compares the three fire department’s numbers of fire stations, pumpers (fire engines), and aerial ladder trucks. 69 City of Corcoran, MN Fire Service Comprehensive Growth Plan 9 Figure 5: Capital Asset Comparison Discussion The Rogers Fire Department operates out of a main fire station, but has also established a second, temporary station that is planned to be replaced with a permanent facility. Plans for a third station, which would be in proximity to the City of Corcoran’s northeastern border, are also in place, however a specific location and anticipated date of construction have not been identified. The Hanover Fire Department operates from a single facility, as does the Loretto Fire Department. Rogers has three structural fire engines in service, as does Loretto Fire Department, while Hanover has two. The only aerial ladder truck in the study area is operated by Rogers Fire Department. It is important to note that each of the study fire agencies provides services to areas that extend beyond their respective boundaries. Each department contracts for services to other cities, in the same manner that they do with Corcoran. These additional service areas may have an impact on the availability of response units to incidents in Corcoran, if they are otherwise committed to an emergency in another area. The matter will be considered in the Service Delivery section of this report. Budgets and Finance No emergency services agency, whether municipal or non-profit corporation can survive without adequate funding. This funding, which may come from a variety of sources such as ad valorem taxes, fundraisers, donations, etc., forms the basis from which the agency is able to purchase the necessary equipment to fulfill its mission. Without adequate funding that is also sustainable, an organization is destined for failure. In the current economy, most communities are searching for ways in which to reduce expenditures while maintaining levels of service. Simultaneously, emergency services organization are finding it increasingly difficult to deliver the services that the community desires and are often asking for more funding to adequately supply the expected levels of services. 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD 70 City of Corcoran, MN Fire Service Comprehensive Growth Plan 10 The following is a summary of the three fire department’s revenues, operating budget, and debt. The representations presented here illustrate total departmental budget including personnel, supplies/materials, and capital expenditures, information that will be used in future analyses in this report. Figure 6: Operating Budget and Financial Resources Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Designated fiscal year Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Revised current year general operating fund budget, fire department $298,700 $208,829 Operational Budget $327,400 Capital Outlay $100,000 Pension $55,000 Total Budget $482,400 $601,839 General fund property tax, city levy $3,716,165 (Levy w/ Debt) $1,410,972 N/A 5,357,938 Levy rate (current year) 45.994% 49.50% N/A 38.308% Bonds, fire department None None None $69,783 2011 Equipment $71,400 Station (final year) $58,000 2014 Equipment Other tax levy, public safety None None None None 71 City of Corcoran, MN Fire Service Comprehensive Growth Plan 11 Finance and Budget Without adequate funding, no emergency services organization can fulfill its mission. The personnel, whether career or volunteer, are compensated either through salary and benefits, or through per-call compensation and volunteer pension programs. Apparatus are expensive pieces of specialized equipment that can cost as much as $1.5 million and must be replaced periodically—as will be discussed in the next section of this report. Facilities, which can cost upwards of several million dollars to construct, are necessary to house the apparatus and provide housing and training for personnel. Although not replaced as often as appara tus, emergency services facilities cannot be expected to last forever. This report section reviews the current funding provided to the departments providing services to the City of Corcoran. As already mentioned, the City of Corcoran is served by three pr edominantly volunteer fire departments: Hanover VFD, Loretto VFD, and Rogers VFD. Based on information received from the City of Corcoran, funding for fire protection and medical first response for fiscal year 2017 totaled $298,700 and $328,113 for fiscal year 2018; with $64,119 allocated to Hanover VFD, $110,000 allocated to Loretto VFD, and $153,994 allocated to Rogers VFD. The following figure illustrates the Corcoran allocation to each of the department providing services to the city as well as their estimated funding from all other sources. Figure 7: Estimated Total Fire Department Funding (FY2018) Based on a cost per household comparison, the City of Corcoran is significantly below state and national rates as illustrated in the following figure. 72 City of Corcoran, MN Fire Service Comprehensive Growth Plan 12 Figure 8: Comparison of Cost of Fire Protection per Household The preceding figure does not simply state that Corcoran is underpaying for fire protection. It must be understood that the comparison, produced by the Minnesota Center for Fiscal Excellence, includes all forms of fire departments such as full-time career, combination, and predominantly volunteer.3 A greater indicator of adequate funding is the level of service provided to the community and the community’s satisfaction with that level of service. In short, if a community is willing to accept longer response times in exchange for lower tax rates, then the burden has been shifted to the taxpayers. However, if the level of service is not meeting the needs or desires of the community, it should be clearly communicated to them that improving the level of service will, in turn, create additional funding needs that will most likely translate into higher tax rates to support the system. In most rural fire protection systems, longer response times have been acceptable but, as communities grow and develop, and as populations move from more urban areas, their expectations may be drastically different than what the community has typically accepted. 3 “How Does Minnesota Compare? State Rankings of State and Local Government Revenues and Spending.” For Fiscal Year 2015. September 2017. P. 22. 73 City of Corcoran, MN Fire Service Comprehensive Growth Plan 13 Emergency Response Type and Frequency Rogers, Hanover, and Loretto Fire Departments respond to multiple requests for assistance from their residents each year. As typically found, most incidents are emergency medical in nature. The department’s emergency calls for 2016 are listed in the following figure. Figure 9: Emergency Response Type and Frequency Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Fire 18 21 Incidents Value of property exposed to fire, 2014 Data not provided $230,000 51 Value of property lost to fire, 2014 Data not recorded $126,000 $3.5 million Rupture or explosion 1 0 $760,000 EMS/rescue 106 119 1 Number of EMS transports 0 0 163 Hazardous condition 10 8 Service call 3 19 37 Good intent call 29 23 23 False call 22 10 102 Severe weather 11 0 105 Other 0 0 Total 200 200 482 Discussion Of the three, the Rogers Fire Department responds to the most incidents annually, totaling 482 in 2016, the most recent period for which a complete year of data is available. Hanover and Loretto each recorded 200 responses during the year. 74 City of Corcoran, MN Fire Service Comprehensive Growth Plan 14 Management Components Effective fire department management is a common challenge for fire service leaders. Today’s fire department must address management complexities that include an effective organizational structure, adequacy of response, maintenance of competencies, a qualified work force, and financial sustainability for the future. To be effective, the management of a fire department needs to be based on a number of components. The initial elements have been accomplished by the agency, completing a Strategic Plan that has institutionalized the organization’s mission, vision, and values. This process needs to be continually built upon to ensure that essential foundational elements such as policy and operational documents, development of internal and external communication practices, recordkeeping, and sustainable financial practices are implemented and maintained. In the following report section, ESCI examines the city’s and the three fire departments’ current efforts to manage the organization and identifies measures and best practices ESCI is recommending for the future. Foundational Management Elements The development of baseline management components in an organization enables it to move forward in an organized and effective manner. In the absence of foundational management elements, the organization will tend to operate in a random and generally ineffective manner. The following figure reviews the departments’ baseline management components. Figure 10: Foundational Elements Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Mission, Vision, Strategic Planning, Goals, and Objectives Mission statement adopted Yes Yes Yes Yes Displayed Yes Yes In bylaws only – every member has a copy Yes Periodic review Yes No Annual, as a part of annual bylaws Review Annually Vision established and communicated Yes No No Yes Values of staff established Yes No No Yes Strategic or master plan Yes None No No formal Strategic Plan Adopted by elected officials Yes N/A N/A Yes Published and available Yes N/A N/A Yes Periodic review Yes N/A N/A Annually 75 City of Corcoran, MN Fire Service Comprehensive Growth Plan 15 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency goals and objectives established Yes Informally only Yes Yes Date developed Annually N/A Annually by the board and as a part of budget development process, but no published document Annually Periodic review Yes N/A Annual Yes Tied to division/personnel performance statements/plans Yes N/A No No Objectives linked to programs In Progress No N/A Performance objectives established Yes Individual performance evaluations are being implemented No N/A Code of ethics established City Handbook Yes, included in policy manual Yes Yes Discussion All the agencies involved in this report have developed a Mission Statement, commendably, and Rogers Fire Department has developed statements of Vision and Core Values. However, of the three fire departments, none have undertaken a process of fully developing a Strategic Plan. A Strategic Plan sets a course of direction for an organization, stating its reason for existence and declaring priorities, goals, and plans for moving ahead. Doing so requires a facilitated process of guiding a working group though the process, resulting in a three-to-five-year road map for the organization. It is recommended that each of the fire departments undertake a Strategic Planning process and, further, that consideration be given to doing so collaboratively to establish a plan specifically for the delivery of services in Corcoran. Management Documents and Processes Similarly, an organization should establish appropriate documentation, policies, procedures, and identification of internal and external issues that affect the agency. Processes must also be established to address the flow of information and communication within the fire department as well as with its constituents. 76 City of Corcoran, MN Fire Service Comprehensive Growth Plan 16 Figure 11: Foundational Documents and Processes Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Availability of SOPs, Rules and Regulations, Policies Copies of rules provided Standard Operating Policies and Standard Operating Guidelines Yes Yes Last date reviewed Currently under review 2016 January 2015 Copies of SOGs or guidelines available Yes Yes Yes Regular update Currently under review Annually Yes Process for development of new SOGs Not defined Yes, chiefs do as time allows Not defined SOGs used in training evolutions Yes Yes Yes Policy manual available Yes, in the form of a Standard Operating Policy manual Yes Yes Reviewed for consistency Currently under review Yes Yes Reviewed for legal mandates Currently under review Yes Yes Training on policies provided Yes Yes Yes Critical Issues Has the agency identified critical issues? Informally only Informally only Yes First critical issue Budgeting and financing equipment needs Funding Daytime response Second critical issue Keeping an adequate number of responders POC numbers Retention Third critical issue Inability to plan due to not knowing if the contract with Corcoran will continue. Uncertainty. Not provided Response Time Internal Communications Regularly scheduled staff meetings (fire department) Yes 501c3 Board Meetings Monthly Quarterly Officers Meeting. Yes Written staff meeting minutes Yes Yes No Memos Yes Yes Yes Member newsletter No No No Member forums No No Yes Open door policy Yes Yes Yes 77 City of Corcoran, MN Fire Service Comprehensive Growth Plan 17 Discussion The departments, as Paid On Call staffed organizations, by necessity and mission, function in a paramilitary manner. Consistent service delivery is dependent on standardized rules, regulations, and policies that guide appropriate behavior and accountability. These guiding documents are vital for success in training at all levels and meeting the expectations of the citizens served by the City of Corcoran and the citizens outside of the city served by the study fire departments. All three fire departments have developed operating procedures to varying degrees. Loretto updated their manual in 2016; and Rogers in 2015. Hanover indicated that theirs were currently under review and those that were observed were found to be dated. Further, well developed practices for the review and update of operating guidelines was not articulated by the agencies. ESCI advises that all three agencies prioritize the development, annual review, and updating of operating guidelines within their organizations. Further, ESCI finds that one of the most valuable undertakings that could be pursued in the interest of enhanced service delivery in Corcoran, as well as the entire area served by the three fire departments would be to jointly develop shared, consistent Standard Operating Guidelines to be used by all three agencies. Doing so would standardize the ways in which emergencies are managed, avoid conflicts resulting from differing practices, increase firefighter safety, and substantially enhance the delivery and consistence of fire and EMS services. Critical Issues Each agency was asked to identify critical issues facing their organization. The responses were similar between all three, generally consisting of concerns with financial stability, uncertainty regarding service contracts and, consistently, the need to recruit and retain qualified responders. Each agency identified shared concerns and needs that are common to all. Commonly shared critical issues not only impact the participating fire agencies, but resultantly affect the City of Corcoran, as well. The common challenges suggest opportunities for the fire departments to share resources and work more closely together to improve the efficiency of service delivery regionally. The subject is beyond the scope of this study, but will be re-visited later in the report in future strategy discussions. Record Keeping and Documentation In any organization, documentation of activities is of paramount concern. The following figure reviews the practices that are in place in the study agencies. 78 City of Corcoran, MN Fire Service Comprehensive Growth Plan 18 Figure 12: Record Keeping and Documentation Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Document Control Process for public access established Not defined Informal Only Yes Hard copy files protected Yes In office. Locked. Yes Computer files backed up Yes Yes, daily Yes Document Security Building security Yes Locked Yes Office security Yes Office locked when not occupied Yes Computer security Yes Password protected Yes Monetary Controls Used Cash access controls No None kept on hand Yes Credit card controls Yes Chief and Assistant Chief are issued cards Yes Purchasing controls Yes, via city finance department Double signature permission required from a chief officer. No purchase orders are used. Yes Reporting and Records Records kept by computer Yes Yes Yes Type of platform Windows PC Windows Periodic report to elected officials Annually to Hanover and Corcoran Semi annually Weekly Financial report Yes Year-to-date profit and loss for the month itemizing all purchases goes to each member Yes Management report Yes Monthly Yes Operational report Yes Monthly Yes Annual report produced Yes Yes Yes Distributed to others Yes Yes – to five contract cities Yes Required Maintenance Records Incident reports Yes Yes Yes Patient care reports Yes Yes No Exposure records Yes Yes Yes SCBA testing Annual Yes Yes Hose testing Annual Yes Yes Ladder testing Annual Yes No Pump testing Annual Yes Yes Breathing air testing Annual Yes Yes 79 City of Corcoran, MN Fire Service Comprehensive Growth Plan 19 Discussion Practices for securing and controlling documentation are in place in all three organizations and, generally, are consistent with best practices. HFD indicated that they do not have procedures in place for cash access and, if the agency handles petty cash, tracking should be established. Other appropriate controls are in place in the two city fire departments via their respective city protocols. As a non -profit corporation, LFD has set its own document and financial procedures. Record keeping and reporting of agency activities is appropriately undertaken by all three agencies. Each report activities to the communities that they serve on a routine basis and reporting is provided in a transparent manner. Reporting of testing practices that are generally accepted as industry standards is completed by all three agencies. It is noted that HFD conducts appropriate annual testing of equipment, with the exception of ground ladder testing, which is recommended. 80 City of Corcoran, MN Fire Service Comprehensive Growth Plan 20 Capital Assets and Capital Improvement Programs Regardless of an emergency service agency’s financing, if appropriate capital equipment is not available for the use by responders, it is impossible for a fire department to deliver services effectively. Two primary capital assets that are essential to the provision of emergency response are facilities and apparatus (response vehicles). The study agencies maintain a balance of three basic resources that are needed to carry out its emergency mission: People, equipment, and facilities. Because firefighting is an extremely physical pursuit, the adequacy of personnel resources is a primary concern; but no matter how competent or numerous the firefighters are, the department will fail to execute its mission if it lacks sufficient fire apparatus distributed in an efficient manner. Of the three study area fire departments, four fire stations are incorporated into the service delivery model. Rogers Fire Department operating two, and Hanover and Loretto each responding from one facility. The agencies’ capital assets are again summarized in the following figure: Figure 13: Capital Asset Comparison 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD 81 City of Corcoran, MN Fire Service Comprehensive Growth Plan 21 Facilities Appropriately designed and maintained facilities are critical to a fire department’s ability to provide services in a timely manner and with appropriate deployment of assets. ESCI observed and reviewed the fire stations operated by three fire agencies. The findings are summarized in the following pages and any areas of concern observed are identified. Figure 14: Hanover Fire Station Hanover’s station is the departments only fire station, and also houses its administrative offices. The station was constructed in 2015 and is in excellent condition. The facility includes four, back in, double-depth apparatus bays along with offices and a large training room. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 369 Labeauxe Avenue. Hanover, MN Construction type Masonry and steel frame, steel clad walls and roof Date of construction 1994 Seismic protection/energy audits When originally designed Auxiliary power None Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Adequate storage, ADA accessible, dual gender appropriate. Apparatus bay space is maximized. Square footage Approximately 6,400 FACILITIES AVAILABLE Exercise/workout Some fitness equipment is in the apparatus bay mezzanine Kitchen/dormitory A small kitchen is adjacent to the training room Lockers/showers Yes Training/meetings A large training/meeting room seats approximately 50 Washer/dryer Yes SAFETY AND SECURITY Sprinkler system None Smoke detection Present Security Doors have combination locks Apparatus exhaust system None Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. 82 City of Corcoran, MN Fire Service Comprehensive Growth Plan 22 Figure 15: Loretto Fire Station Loretto operates out of one station, which also includes some of the administrative offices. Additional office space is located in an off-site space. The station was constructed in 1980 and, while in fair condition, the space is fully maximized. The facility includes five, back-in apparatus bays, which are barely adequate in depth. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 259 Medina Street North Construction type Masonry Date of construction 1980 Seismic protection/energy audits None Auxiliary power None Condition Fair Special considerations (ADA, mixed gender appropriate, storage, etc.) Not ADA compliant. Apparatus bays are crowded, and storage is limited. There is no room for future expansion. Square footage 5,000 FACILITIES AVAILABLE Exercise/workout None Kitchen/dormitory None Lockers/showers None Training/meetings A good-sized training and meeting area is located on the second floor, but in a space shared with the city of Loretto. Washer/dryer Turnout gear extraction machine is present. There is no dryer. SAFETY AND SECURITY Sprinkler system None Smoke detection Yes Security Doors have combination locks Apparatus exhaust system Yes Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. 83 City of Corcoran, MN Fire Service Comprehensive Growth Plan 23 Figure 16: Rogers Station 1 Rogers Station 1 is the department’s main station, as well as home to the administrative offices. It is a modern facility consisting of six apparatus bays, offices, and a large training room. Built in 1997, the station is in excellent condition and will continue to serve the department well for many years. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 21201 Memorial Drive Construction type Concrete block & brick Date of construction 1997 Seismic protection/energy audits When originally designed Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Yes Square footage 12,850 Sq. Ft. FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes Washer/dryer Yes SAFETY AND SECURITY Sprinkler system Yes Smoke detection Heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows. Staffing is via two 40 hour/week personnel, all other units are staffed via Paid On Call members. 84 City of Corcoran, MN Fire Service Comprehensive Growth Plan 24 Figure 17: Rogers Station 2 Rogers Station 2 is a temporary facility for housing fire units in anticipation of construction of a new fire station. It is located in a bay that is a portion of the city’s public works facility and consists of a single, double-width bay that houses an engine and a small rescue vehicle. There are no quarters, kitchen, or other staff facilities and there is no storage space provided. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 22350 South Diamond Lake Road (Temporary Location) Construction type Concrete Panels (Public Works building) Date of construction 2005 Seismic protection/energy audits Yes Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) No storage area – No space for additional apparatus Square footage 1,530 Sq. Ft. FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory No Lockers/showers No Training/meetings No Washer/dryer No SAFETY AND SECURITY Sprinkler system Yes Smoke detection Smoke & heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows; N/A 85 City of Corcoran, MN Fire Service Comprehensive Growth Plan 25 Apparatus Each of the fire departments maintain a sizeable fleet of response vehicles that range from fair to excellent condition. An inventory of fire apparatus, configuration, and condition is provided in the following figures. Figure 18: Hanover Assigned Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 2004 Spartan Good 2 1,500 800 Engine 12 Engine 1991 Ford 9000 Fair 2 1,250 700 Tanker 11 Tanker 1992 Freightliner Fair 1 None 2,200 Tanker 12 Tanker 2006 International Good 1 500 3,000 Rescue 11 Heavy Rescue 1998 Rescue Good 1 N/A N/A Grass 11 Grass 1975 Chevrolet Poor 1 150 250 Ranger 11 ATV w/tank 1975 Polaris Fair 1 150 250 Ranger 12 ATV w/tank 2017 Polaris New 1 8 GPM 100 Figure 19: Loretto Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 1996 Pierce Good 4 1,250 750 Engine 12 Engine/Tanker 2000 Pierce Good 4 1,250 2,500 Tanker 11 Tanker 2007 Pierce Excellent 4 500 3,000 Rescue 11 Rescue 2017 Pierce Excellent 4 1,250 1,000 Utility 11 Grass 1990 Ford 350 Fair 4 100 250 Utility 12 Utility 2006 Ford 250 Fair 2 N/A N/A Grass 12 Grass 2009 Polaris Excellent 2 100 250 Engine 11 Engine 1996 Pierce Good 4 1,250 750 86 City of Corcoran, MN Fire Service Comprehensive Growth Plan 26 Figure 20: Rogers Station 1 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity E11 Engine 2006 Pierce Excellent 5 2,000 750 E12 Engine 1996 Custom Fire Fair 5 1,250 1,000 A11 Aerial (Platform) 2001 Pierce Excellent 5 2,000 300 R11 Rescue 2011 GMC 2500 Excellent 4 N/A N/A R12 Heavy Rescue/IC 2014 Pierce Excellent 5 N/A N/A G11 Grass Rig 2000 Ford F350 Good 2 18 HP 300 G12 (ATV) ATV 2016 John Deere Excellent 2 5.5 HP 70 LSU Rehab Trailer 2004 Pace Good N/A N/A N/A T11 Tanker 1990 Ford L9000 Fair 2 N/A 3,500 Figure 21: Rogers Station 2 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 21 Engine 2011 Pierce Excellent 5 2,000 1000 Rescue 21 Rescue 2005 GMC Yukon Good 5 N/A N/A Discussion ESCI observed the three departments’ vehicles to be well maintained and in good to excellent condition generally. The apparatus operated by the agencies is similar in terms of design, water tank capacity, and fire pumping capability. The departments are able to operate on an emergency scene without issues of incompatible fire hose fittings or inadequate apparatus capabilities between one agency and another. Long range capital replacement planning is always a challenge, and one that the fire departments appear to have addressed adequately. Of note is the Hanover Fire Department which ESCI observed to have a fleet of good quality apparatus and for which the department reports that they have no debt, having fully paid for all apparatus when it was purchased. The City of Rogers reports that a comprehensive Capital Improvement Plan (CIP) is in place. The CIP accommodates the purchase of high cost equipment including fire apparatus, as well as equipment and future facility construction. Major capital expenses are financed via bonded debt under the plan and may be supplemented with pull tab or other revenue. Loretto Fire Department has been able to maintain a high-quality fleet of apparatus, as well. When on-site for field work, LFD had just taken delivery of a new fire engine and the balance of their equipment was all found to be in good and excellent condition. 87 City of Corcoran, MN Fire Service Comprehensive Growth Plan 27 Staffing Personnel resources serve as the backbone of any emergency service provider and the study departments are no exception. Regardless of the deployment of stations or the availability of vehicles and apparatus, people are the resource that place these other items into action, fulfilling the mission of the organization. Typically, today’s emergency service agencies are configured as a combination of career (paid full-time), part- time, paid-on-call, and volunteer personnel. Decisions regarding which staffing methodologies an agency utilizes are dependent upon several factors, including availability of paid-on-call or volunteer personnel, service demand, population density, socioeconomics and demographics of the community, and financial resources. This section of the report evaluates the study agencies’ personnel resources including administrative staffing, and operational staffing and performance. Administrative and Support Staffing One of the primary responsibilities of a fire department’s administration is to ensure that the operational segment of the organization has the ability and means to respond to and mitigate emergencies in a safe and efficient manner. An effective administration and support services system is critical to the success of a fire agency. Figure 22: Administrative and Support Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Administration and Other Support Staff Fire Chief 1 1 1, full-time (Fire Marshal & Emergency Manager) Assistant Chief 1 4 Training 1 Training Officer 1 EMS Coordinator Captain 4 1 Fire Prevention Captain 1 0 1 Fire Inspector, full-time Administrative Assistant None 2 None Total administrative & support staff 1 Chief, others are primarily responders with additional assigned duties 1 Chief, others are primarily responders with additional assigned duties 2 Percent administrative & support to total department personnel 4% 4% 4% Discussion In career organizations, administrative personnel often are not included in operations totals as they serve functions other than scene response. In combination departments, however, these staff are commonly both administrative and operational; serving many times as the primary responders during daytime hours. For the purposes of illustration, administrative personnel are separated here in an effort to display how the departments operate similarly. 88 City of Corcoran, MN Fire Service Comprehensive Growth Plan 28 Figure 23: Administrative and Support Staff Hanover Loretto Rogers Chief 1 1 1 Assistant Chief 0 4 0 Inspector 0 0 1 Administrative Assistant 0 2 0 Total 1 7 2 As mentioned previously, the personnel identified in the preceding figure as administrative and support staff also serve operational roles. The next figure identifies those within each organization that do not have administrative and support roles. Figure 24: Operational Staff Hanover Loretto Rogers Paid-on-Call Responder 26 30 40 Emergency Response Staffing It takes an adequate and properly trained staff of emergency responders to put the appropriate emergency apparatus and equipment to its best use in mitigating incidents. Insufficient staffing at an operational scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved. Tasks that must be performed at a fire can be broken down into two key components —life safety and fire flow. Life safety tasks are based on the number of building occupants, and their location, status, and ability to take self-preservation action. Life safety related tasks involve search, rescue, and evacuation of victims. The fire flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows entry by firefighters. The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of fires. In the absence of adequate personnel to perform concurren t action, the command officer must prioritize the tasks and complete some in chronological order, rather than concurrently. These tasks include: • Command • Scene safety • Search and rescue • Fire attack • Water supply • Pump operation • Ventilation • Back-up/rapid intervention 89 City of Corcoran, MN Fire Service Comprehensive Growth Plan 29 The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. This general concept is applicable to fire, rescue, and medical situations. Critical tasks must be conducted in a timely manner in order to control a fire or treat a patient. The fire chiefs are responsible for assuring that responding companies are capable of performing all of the described tasks in a prompt, efficient, and safe manner. The following figure lists the department’s emergency response staffing configuration. Figure 25: Emergency Response Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Emergency Service Staff Station or Assistant Chief 1 4 2, Paid On Call Captain 4 7 4 positions (POC) Lieutenant 2 1 4 positions (POC) Firefighter/EMT – career 0 0 0 Firefighter/EMT – volunteer/POC 18 17 41 Use of Career and Volunteer Personnel Career scheduling methodology N/A N/A 40-hour work week for full-time Length of normal duty period N/A N/A 8-hour day FLSA period, if applicable N/A N/A N/A Residency requirements N/A N/A Yes Wage for hours worked N/A N/A Yes Operational Services Provided Fire suppression Yes Yes Yes EMS/rescue, first response Yes Yes Yes EMS, advanced life support No No No Specialized rescue Trench, silo rescue, swift water rescue No Yes Fire prevention inspections Yes, accompanies contract inspector No Yes Emergency management Yes No Yes Public education Yes No Yes Hazardous materials response (level) Operations level Operations level Operations level 90 City of Corcoran, MN Fire Service Comprehensive Growth Plan 30 Discussion Although the preceding figure illustrates total numbers of operational personnel and, when combined with the administrative and support staff, provides a number of total staff for each department, it does little in the way of evaluating how the departments are staffed in comparison to others throughout the nation and region or how many personnel they are each able to generate for sufficient incident response. The following three figures illustrate how each department compares to others serving similar population sizes in regard to total personnel per 1,000 population. Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population Based on this comparison, Hanover VFD is trending slightly behind other departments throughout the Midwest and the nation serving similar populations. Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population 91 City of Corcoran, MN Fire Service Comprehensive Growth Plan 31 In contrast to Hanover, Loretto VFD is doing very well in the number of total personnel when compared to departments serving similar populations across the Midwest and the nation. Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population Although not as high as Loretto, Rogers VFD is also doing well regarding the comparison of personnel to other departments. These comparisons, however, do not necessarily translate into the ability to generate sufficient personnel for incident response. It is common for volunteer organizations to have a roughly 10 to 20 percent active participation rate. The following figure illustrates each department’s ability to generate its own personnel for structure fire response—incidents that require the most personnel—and does not include personnel from mutual and automatic aid departments. 92 City of Corcoran, MN Fire Service Comprehensive Growth Plan 32 Figure 29: Average Structure Fire Staffing Based on this analysis of 2015 and 2016 national fire incident reporting system (NFIRS) structure fire data obtained from the Federal Emergency Management Agency (FEMA) for the individual study departments, Loretto and Rogers Fire Departments are able to generate sufficient personnel independently while Hanover is more reliant on mutual and automatic aid. This is not necessarily a negative point as long as the department can rely on mutual and automatic aid departments to supplement their internal staff for fire incidents. 93 City of Corcoran, MN Fire Service Comprehensive Growth Plan 33 Fire and EMS Training Delivery Providing safe and effective fire and emergency services requires a well-trained workforce. Training and education of personnel are critical functions for each study agency. Without quality, comprehensive training programs, emergency outcomes are compromised, and emergency personnel are at risk. One of the most important jobs in any department is the thorough training of personnel. The personnel have the right to demand good training and the department has the obligation to provide it.4 Initial training of newly hired firefighters is essential, requiring a structured recruit training and testing process. Beyond introductory training, personnel need to be actively engaged on a regular basis and tested regularly to ensure skills and knowledge are maintained. To accomplish this task, agencies must either have a sufficient number of instructors within their own organization or be able to tap those resources elsewhere. Training sessions should be formal and follow a prescribed lesson plan that meets specific objectives. In addition, a safety officer should be dedicated to all training sessions that involve manipulative exercises. In the following pages, ESCI reviews the training practices in the three study agencie s, compares them to national standards and best practices, and recommends modifications, where deemed appropriate. General Training Competencies For training to be fully effective, it should be based on established standards. There are a variety of sources for training standards. All three departments use the National Fire Protection Association (NFPA) and International Fire Service Training Association (IFSTA) and Minnesota State established training standards as the basis for their fire suppression training practices, and national Emergency Medical Services standards are used as the baseline for medical training coursework. 4 Robert Klinoff, Introduction to Fire Protection, Delmar Publishers: New York, NY, 1997. 94 City of Corcoran, MN Fire Service Comprehensive Growth Plan 34 Figure 30: General Training Competencies Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department General Training Competency Incident command system Yes Yes Yes Accountability procedures Yes, via par tags Yes Yes – fireground operations Policy and procedures Yes Yes Yes Safety procedures Yes Yes Yes – City Safety Committee Recruit training Yes Mentor program Yes Special rescue (high angle, confined space, etc.) Limited Confined Space, Awareness level Yes Hazardous materials Operations Level Operations Level Operations Level Wildland firefighting Yes Yes, Basic only Yes Vehicle extrication Yes Yes Yes Defensive driving Yes In-house and outside instructors based on Emergency Vehicle Operations Course (EVOC) Yes Use and care of small tools Yes Yes Yes Radio communications & dispatch protocol? Yes Yes Yes EMS skills and protocol Yes EMT Basic and EMR continuing education Yes Discussion A review of the general training competencies that are included in the fire departments’ fire -related training program reveals that the necessary baseline subject areas are addressed by the training officers. Following is additional discussion related to the training program’s foundational configuration. 95 City of Corcoran, MN Fire Service Comprehensive Growth Plan 35 Training Program Management and Administration To function effectively, a training program needs to be managed. Administrative prog ram support is important, though often weakly addressed. An additional element of effective administration is the development of program guidance in the form of training planning, goals, and defined objectives. The next figure reviews the department’s training program administration and management practices. Figure 31: Training Program Administration and Management Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Training Administration Director of training program Chief – contracts to Customized Fire/Rescue Training Inc. One captain and one lieutenant assigned to fire training, another captain and lieutenant assigned to EMS training Rick Altendorf, Assistant Chief and Training Officer Program goals and objectives identified Yes Not formally Generally, to meet continuing education requirements of Firefighter I and II based on state standards Recordkeeping Individual training files maintained Yes Yes Yes Records and files computerized Yes Limited Yes Daily training records Yes Monthly N/A Company training records N/A Yes N/A Administrative Priority Budget allocated to training Not provided $12,000 $16,000 Using certified instructors Yes Some Yes Annual training report produced No No Each person gets their own quarterly training summary, no annual report Adequate training space/facilities and equipment Yes Yes Yes Training Program Record Keeping and Clerical Support Administrative secretary support Fire inspector & fire chief None Part-Time Administrative Assistant Records computerized software used Firehouse Software Yes Excel, Image trend & Target Solutions Training Facilities and Resources Training facilities (tower, props, pits) Yes None. Area streets and parking lots only No 96 City of Corcoran, MN Fire Service Comprehensive Growth Plan 36 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Live fire props Yes None. Use State Fire Marshal’s Office props as available Access to mobile burn props and used. Live fire training on donated structures. Fire and driving grounds Yes None None, parking lots and roads used Classroom facilities Yes Yes Classroom in Fire Station VCR, projectors, computer simulations Adequate Yes Adequate Books, magazines, instructional materials Adequate Yes Adequate Training Procedures Manual Manual developed and used Yes No agency training manual Orientation manual. Training handbook references State mandated annual training requirements IFSTA manuals used Yes Yes Jones & Bartlett Training Scheduling Career training schedule N/A N/A N/A Volunteer training schedule Yes Monthly drill only Monthly drill Minimum training hours, competencies Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Members must attend all mandatory training and 30% of non-mandatory training. Mandatory is 24 hours as required by the state. Additional department-specific training required as mandatory by the department of approximately 50 hours annually, plus attendance to 30% of non-mandatory training. Methodology Used for Training Manipulative Yes Yes Yes Task performances Yes Yes Yes Minimum annual training hours Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Approximately 50 hours/Year plus First Responder Recertification. Use of lesson plans Yes No Yes Night drills Yes Yes Yes Multi-agency drills Yes Yes Yes 97 City of Corcoran, MN Fire Service Comprehensive Growth Plan 37 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Inter-station drills Yes Yes N/A Physical standards or requirements Yes Physical ability test required upon hire. Medical physical examination every 2 years. Physical ability test upon initial hire and medical evaluation bi-annually. NFPA compliant. Annual performance evaluation conducted Yes/No – Full time staff only No Ongoing as part of regular training. No annual testing. Employee Development program Yes – Performance reviews No Mentor program for new hires. Basic requirements to progress through the ranks identified in the By Laws. Discussion The City of Corcoran has an interest in assuring that the agencies contracted for services train and operate in a similar manner. The training programs operate under the oversight of a chief officer or designee in all three agencies. Program goals and objectives are loosely defined and generally focused on meeting identified continuing education requirements. Administrative practices and record keeping is appropriate, although it is noted that there are efforts that are duplicated by all three agencies, which could be consolidated for greater efficiency. 98 City of Corcoran, MN Fire Service Comprehensive Growth Plan 38 Service Delivery and Performance Perhaps the most visible part of an emergency services system is that of response. When a citizen calls 9-1-1, they expect a quick response by qualified personnel to assist them with whatever emergency they may be involved with. Overall service delivery is comprised of the various components that have the most impact on response: Service Demand, Distribution, Concentration, Response Reliability, and Response Performance. Each of these components are reviewed and analyzed in this report section. Service Demand Service demand can be described as all requests for service, however, it is important to understand when and where that demand is coming from. This section evaluates service demand based on total volume, temporally (by very specific time periods), and geographically. The following figure illustrates the total service demand over the past two years by the departments that provide service to the City of Corcoran. Figure 32: Overall Service Demand (Corcoran) The large increase in demand from 2015 to 2016 is more than likely due to the change in the contract arrangements with the departments serving Corcoran, discontinuing the previous contract with Hamel Fire Department. It is evident that service demand is increasing overall. Although the data above illustrates total service demand, it is more useful to identify service demand by incident type. This allows policymakers to more adequately position assets that will provide the best service within the community. The following figure breaks down each department’s total service demand into three primary categories; fires, medical responses, and all other incident types, such as alarms, public assists, etc. 0 20 40 60 80 100 120 140 160 Hanover Loretto Rogers 2015 2016 99 City of Corcoran, MN Fire Service Comprehensive Growth Plan 39 Figure 33: Service Demand by Type Based on this illustration, a majority of incidents occurring within Corcoran are medical and non-fire in nature, such as alarms (without fire) and public assists. Actual fires are relatively low, and each department has a significant number of other incident types throughout the city. It is also beneficial to evaluate service demand temporally. The following paragraphs review the last two years’ service demand by month, day of week, and hour of day. Figure 34: Service Demand by Month This analysis indicates that service demand is typically higher during the warmer months as would be expected based on levels of human activity. The following figure evaluates services by day of week. 0 20 40 60 80 100 120 140 160 180 2015 2016 Fires Medical Other 0 10 20 30 40 50 60 70 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2015 2016 100 City of Corcoran, MN Fire Service Comprehensive Growth Plan 40 Figure 35: Service Demand by Day of Week Based on this analysis, service demand is generally higher during the regular workweek and on Saturdays as the general public travels to and from work and recreational activities. The final temporal analysis evaluations demand by hour of day. Figure 36: Service Demand by Hour of Day As expected from departments that provide emergency medical first responder services, demand begins to rise between 6:00 and 7:00 a.m.; peaking during the mid-afternoon hours; and then declines into the evening. This trend closely mirrors general human activity. 0 10 20 30 40 50 60 Sun Mon Tue Wed Thu Fri Sat 2015 2016 0 5 10 15 20 25 30 35 Mi d n i g h t 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2015 2016 101 City of Corcoran, MN Fire Service Comprehensive Growth Plan 41 This type of analysis allows policymakers to visualize when resources are needed the most. However, where these incidents occur is equally important so that decisions can be made regarding resource deployment. The following analysis plots the incident demand within Corcoran geographically and by incident type. Figure 37: Geographical Service Demand Distribution As illustrated in this figure, service demand is extremely low throughout the city with the exception of the east central section, which is much more densely populated than points further west. Unfortunately, this is the area that is furthest away from response resources as will be discussed next. 102 City of Corcoran, MN Fire Service Comprehensive Growth Plan 42 Resource Distribution Now that it has been determined when and where incidents occur, existing deployment of resources can be evaluated and matched against historical demand. The following figure illustrates each department’s ability to respond from their respective stations within an assumed four, six, eight, and 10-minute travel time. Figure 38: Four, Six, Eight and 10-Minute Travel Capability As can be seen in this figure, even within 10 minutes of travel, a significant portion of Corcoran is uncovered. This analysis, however, assumes that resources are at the station and ready for response when dispatched. Understanding that stations are not always staffed, as is common with volunteer systems, this analysis does not represent actual response time. 103 City of Corcoran, MN Fire Service Comprehensive Growth Plan 43 When evaluating distribution of resources, requirements from the Insurance Services Office (ISO) must also be considered. Those requirements indicate that, in order to receive the highest amount of credit, properties should be within 1.5 miles of a fire engine, 2.5 miles of an aerial apparatus (ladder) for properties over three stories in height or greater than 25,000 square feet, and within five total miles from a fire station. The following figure illustrates those travel distances based on current deployment of resources. The 2.5 -mile range is included to represent the area covered by the Rogers Fire Department, the only Corcoran-contracted department that operates an aerial apparatus. Figure 39: 1.5, 2.5 and 5-Mile Travel Capability 104 City of Corcoran, MN Fire Service Comprehensive Growth Plan 44 The map demonstrates 1.5, 2.5, and 5-mile travel from the fire departments directly involved in this analysis. Although the 1.5 and 2.5-mile distances have less of an impact on properties, those that lie greater than five miles from a fire station are at risk of being classified as ‘unprotected,’ which can lead to higher property insurance premiums. It is noted that large portions of Corcoran fall beyond 5 miles travel from the three study agencies. If the ISO and insurance provider considers stations in Maple Grove, Plymouth and Hamel in their travel distances, rates will improve. Further, automatic aid agreements with Maple Grove have reduced this risk since Stations 4 and 5 can reach much of the area currently outside five road miles from the departments currently serving Corcoran. The same can be said, to varying degrees, for the stations in Plymouth and Hamel. ESCI met with representatives of Maple Grove Fire Department and found that they are willing to respond on a mutual aid basis but are not inclined to do so on a fully automatic mutual aid basis, meaning the ISO may or may not count those stations toward ratings. Looking at the response area map and specifically the City of Corcoran, it is visually apparent that a gap exists. The placement of an additional station in the eastern portion of the city will address these gaps and is discussed in greater detail later in this report. Response Reliability The workload on emergency response units can also be a factor in response time performance. The busier a given unit or department, the less available it is for the next emergency. If a response unit is unavailable, then a unit from a more distant station must respond, increasing overall response time. A cushion of surplus response capacity above average values must be maintained due to less frequent, but very critical times, when atypical demand patterns appear in the system. Multiple medical calls, simultaneous fires, multi -casualty events, or multiple alarm fires are all examples. One way to look at resource workload is to examine the amount of time multiple calls occur within the same time frame on the same day. ESCI examined the calls during 2015 and 2016 to find the frequency that the departments are handling multiple calls within any given time frame. This is important because the more calls occurring at one time; the more stretched available resources become leading to extended response times from distant responding available apparatus. Figure 40: Call Concurrency Rates (2016) Single 2 3 4 5 Incidents 264 25 3 1 3 Concurrency % 89.2% 8.4% 1.0% 0.3% 1.0% For most departments, the majority of calls occur singularly, as is the case within Corcoran. However, as communities grow the propensity for concurrent calls increases. When the concurrency reaches a level to which it stretches resources to near capacity, response times begin to extend. Although multiple medical calls will cause drawdown, especially as concurrency increases, they usually occupy only one unit at a time. Concurrent fire calls, however, are of more concern as they may require multiple unit responses for each call depending upon the dispatch criteria. Typically, “other” calls that are not actual fires or medical calls have higher rates of concurrency than fires and depending on the dispatch criteria, may create periods of extensive resource drawdown. 105 City of Corcoran, MN Fire Service Comprehensive Growth Plan 45 It is important to note that an area with the highest workload will typically have the highest rate of concurrent calls and resource drawdown. This requires response units from other stations, to respond into this area. The impact on station area reliability can be affected by several factors such as: • Out of service for mechanical reasons • Out of service for training exercises • Out of area on move-up deployment • Lack of staffing • Concurrent calls When these factors impact the reliability of a station to respond within its prescribed territory, response time performance measures for the back-up station/apparatus can be negatively affected. Response Performance When discussing emergency services organizations, the primary issue of question is response performance. Response performance analysis evaluates how quickly an organization responds to an incident and is more commonly known as response time. The response time continuum, the time between when the caller dials 9- 1-1 and when assistance arrives, is comprised of several different components: • Processing Time—The amount of time between when a dispatcher answers the 9-1-1 call and resources are dispatched. • Turnout Time—The amount of time between when units are notified of the incident and when they are en route. • Travel Time—The amount of time the responding unit actually spends on the road to the incident. • Response Time—A combination of turnout time and travel time and generally accepted as the most measurable element. Other performance measurements are also valuable but not utilized in this analysis of staffing and deployment, such as: • Patient Contact Time—The actual time personnel arrived at the patient and began treatment. • Scene Time—The total amount of time resources have spent on the emergency scene prior to transport or clearing the incident. • Transport Time—The total amount of travel time spent transporting the patient to a definitive care facility. • Hospital Time—The total amount of time the transporting unit spent at the receiving facility before returning to service. • Total Commit Time—The total amount of time between dispatch and clearing the incident. Since none of the agencies involved in this project provide transport EMS, the components evaluated in this section will be limited to those found in the first list: processing, turnout, and total response. Before entering this discussion, however, the project team felt it necessary to provide a brief discussion about how the statistical information is presented, particularly regarding average versus percentile measures. 106 City of Corcoran, MN Fire Service Comprehensive Growth Plan 46 The average measure is a commonly used descriptive statistic, also called the mean of a data set. It is a measure which is a way to describe the central tendency, or the center of a data set. The average is the sum of all the points of data in a set divided by the total number of data points. In this measurement, each data point is counted, and the value of each data point has an impact on the overall performance. Averages should be viewed with a certain amount of caution because the average measure can be skewed if an unusual data point, known as an outlier, is present within the data set. Depending on the sample size of the data set, this skewing can be either very large or very small. As an example, assume that a particular station with a response time objective of six minutes or less had five calls on a particular day. If four of the calls had a response time of eight minutes while the other call was across the street and only a few seconds away, the average would indicate the station was achieving its performance goal. However, four of the five calls, or 80 percent, were beyond the stated respon se time performance objective. The reason for computing the average is because of its common use and ease of understanding. The most important reason for not using averages for performance standards is that it does not accurately reflect the performance for the entire data set. With the average measure, it is recognized that some data points are below the average and some are above the average. The same is true for a median measure which simply arranges the data set in order and finds the value in which 50 percent of the data points are below the median and the other half are above the median value. This is also called the 50th percentile. When dealing with percentiles, the actual value of the individual data does not have the same impact as it did in the average. The reason for this is that the percentile is nothing more than the ranking of the data set. The 90th percentile means that 10 percent of the data is greater than the value stated, and all other data is at or below this level. Higher percentile measurements are normally used for performance objectives and performance measurement because they show that the large majority of the data set has achieved a particular level of performance. This can then be compared to the desired performance objective to determine the degree of success in achieving the goal. For this analysis, ESCI was most interested in the ability to respond the appropriate resources to the highest percentage of incidents. For this reason, ESCI analyzed NFIRS data from each department f or 2015 and 2016 and generated average, 80th percentile, and 90th percentile response performance for emergency incidents only. The first component of the response time continuum to be evaluated is call processing time in the communications/dispatch center. Hennepin County Communication provided ESCI with computer aided dispatch (CAD) data for 2015 and 2016 for this analysis. The following figure captures the organization’s average and 90th percentile call processing performance. 107 City of Corcoran, MN Fire Service Comprehensive Growth Plan 47 Figure 41: Call Processing Performance Year Average 90th Percentile 2015 0:01:21 0:02:07 2016 0:01:17 0:02:00 NFPA 1221 recommends that communications centers process and dispatch emergency incidents within 60 seconds when measured at the 90th percentile. The data provided by the dispatch center indicates the 90th percentile performance to be twice the national standard. The discrepancy may be due to procedural matters in the center, or may be a result of flawed data collection, but it should be addressed. The fire departments and municipalities should work with the dispatch center to identify areas of improvement in an attempt to achieve a better call processing time. The second component of the response time continuum is turnout time, or the time between when resources are dispatched and when response units are en route to the incident. Turnout times can vary based on staffing patterns and will typically be longer for volunteer or paid-on-call departments. NFPA 1710, the standard that applies to career organizations, recommends a turnout time performance of 60 seconds for medical incidents and 1:20 (1 minute, 20 seconds) for fire incidents, when measured at the 90th percentile. NFPA 1720, the standard that applies to volunteer and combination departments, does not outline a specific turnout time performance recommendation. However, in order to determine if there is an identifiable deficiency in the overall response continuum, it is necessary to evaluate each department’s ability to get apparatus or units en route to an incident. The following figure summarizes each department’s historical average and 90th percentile turnout time performance. Figure 42: 90th Percentile Turnout Time Performance Hanover Loretto Rogers Average 90th Percentile Average 90th Percentile Average 90th Percentile 2015 0:03:51 0:07:45 0:01:23 0:02:40 0:02:50 0:07:39 2016 0:03:09 0:07:28 0:01:00 0:01:45 0:03:08 0:07:49 Regardless of what the call processing or turnout times are for a particular organization or a region, the most important aspect of response is actually getting the appropriate resources on the scene of the emergency. NFPA 1710 recommends a first unit arrival response performance of five minutes when measured at the 90th percentile regardless of population density and is applied to career fire departments. NFPA 1720 allows a tiered response performance objective based on varying levels of population density as illustrated in the following figure. 108 City of Corcoran, MN Fire Service Comprehensive Growth Plan 48 Figure 43: NFPA 1720 Response Performance Recommendations5 Classification Population Density per Square Mile Response Performance Target Percentile Urban >1000 9:00 90th Suburban 500 to 999 10:00 80th Rural <500 14:00 80th Wilderness/Remote Undeveloped Undetermined 90th The following figure illustrates the total response performance for the study agencies from time of dispatch to arrival at the incident for 2015 and 2016. Figure 44: Response Time Performance, 2015 and 2016 Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 The summary in this figure includes emergency responses (without mutual aid) within the City of Corcoran ONLY and provides—in addition to the average and 90th percentile measures—the 80th percentile total response performance. This performance is illustrated based on the entirety of the City of Corcoran falling into the ‘rural’ population density zone based on NFPA 1720 recommendations. As can be seen in the figure, the 80th percentile response performance for each department serving Corcoran is at or better than the recommended measure of 14 minutes. However, it is noted that the city staff desires to apply the ‘suburban’ density standard to the properties that fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Mutual and Automatic Aid Systems Communities have traditionally forged limited agreements to share resources under circumstances of extreme emergencies or disasters. These agreements, known as mutual aid agreements, allow one community to request the resources of another in order to mitigate an emergency situation or di saster that threatens lives or property. There are numerous mutual aid agreements, both formal and informal, in place between fire, police, and emergency medical agencies within the study area, both with the departments participating in this project and those surrounding the study area. However, it is important to define the level of mutual aid systems in place in this region. Mutual aid can take several forms, and this analysis of mutual aid programs will begin with a brief explanation of the various types of mutual aid systems used by the fire service in various parts of North America. 5 NFPA 1720 Volunteer Department Staffing and Response Target Table from Section 4.3.2. 109 City of Corcoran, MN Fire Service Comprehensive Growth Plan 49 BASIC MUTUAL AID UPON REQUEST This form of mutual aid is the most basic and is typically permitted under broad public laws that allow communities to share resources upon request during times of disaster or during local and regional emergencies. Often, these broad laws permit communities to make decisions quickly regarding mutual aid under specified limitations of liability. These broad laws can allow a community to tap into resources from their immediate neighbors, as well as very distant resources in communities with which they have very little day to day contact otherwise. Under this level of mutual aid, specific resources are typically requested by the fire department, through the appropriate chain of command, and sometimes coordinated by local or regional emergency management personnel. Depending on the level of the request, the response can sometimes be slow and the authorization process may be cumbersome due to the excha nge of official information or even elected official’s approval that may be required. WRITTEN MUTUAL AID AGREEMENTS This form of mutual aid takes the previous form one step further by formalizing written agreements between communities—typically immediate neighbors in a region—in an effort to simplify the procedures and, thus, cut response time. Usually, these written agreements include a process that takes the request and response authorization down to a lower level in the organization, such as the fire chi ef or other incident commander. By signing such agreements, communities are “pre-authorizing” the deployment of their resources under specified circumstances as spelled out in the agreement. Most often, these agreements are generally reciprocal in nature and rarely involve an exchange of money for service, though they may include methods for reimbursement of unusual expenses for long deployments. AUTOMATIC AID AGREEMENTS This form of mutual aid takes the process an additional step further by spelling out certain circumstances under which one or more community’s specific resources will respond automatically upon notification of a reported incident in the neighboring community. In essence, automatic aid agreements expand a community’s initial first alarm response to certain types of incidents by adding resources from a nearby neighbor to that response protocol. Typically, such agreements are for specific geographic areas where the neighbor’s resource can be expected to have a reasonable response time and are fo r only specific types of incidents. An example of such an agreement would be having a neighboring community’s engine respond to all reported structure fires in an area where it would be closer than the second or third-due engine from the home community. In other cases, the agreement might cover a type of resource, such as a water tender or aerial ladder, that the home community does not possess. An example of this would be having a neighboring community’s water tender respond to all reported structure fires in the areas of the home community that do not have pressurized hydrants. 110 City of Corcoran, MN Fire Service Comprehensive Growth Plan 50 Automatic aid agreements may be purely reciprocal, or they may involve the exchange of money for the services provided. Purely reciprocal agreements are common, but typically are used where each community has some resource or service it can provide to the benefit of the other. These services or resources need not be identical. For instance, one community may send an engine to the other community on automatic response to structure fires, while the second community agrees to send a water tender to the first community’s structure fire calls in exchange. These reciprocal agreements are sometimes made without detailed concern over quantification of the equality of the services exchanged, since they promote the effectiveness of overall services in both communities. In other cases, the written agreements spell out costs that one community can charge the other for services, typically where no reasonable reciprocation can be anticipated. One primary purpose of automatic aid agreements is to improve the regional application of resources and staffing. Since fire protection resources are most frequently established because of the occupancy risks in a community and not necessarily a heavy workload, these resources may be idle during frequent periods of time. While fire departments make productive use of this time through training, drills, pre-incident planning, and other functions, the fact is that these expensive resources of apparatus and staff are not heavily tied up on emergency incidents. Communities that share certain resources back and forth are, in essence, expanding the emergency response workload of those units across a larger geographic area that generally ignores jurisdictional lines. This expanded use of resources can strongly benefit both communities that might otherwise have significantly increased costs if they had to procure and establish all the same resources alone. Automatic aid can be used effectively to bolster a community’s fire protection resources, or to reduce unnecessary redundancy and overlap between communities. For the departments serving the City of Corcoran, they each rely on a mix of automatic and mutual aid in order to get the closest unit to the scene in the fastest manner as well as to ensure sufficient personnel are on scene to effectively mitigate the incident. The following figure summarizes each departments’ use of mutual and automatic aid during 2015 and 2016. 111 City of Corcoran, MN Fire Service Comprehensive Growth Plan 51 Figure 45: Mutual/Automatic Aid Given and Received As illustrated in this figure, Hanover VFD has decreased the amount of aid that it has provided to other departments over the past two years while increasing the amount of aid that it has received. Loretto VFD’s aid given has remained relatively stable and the amount of aid received from other departments has decreased. Rogers VFD has seen in increase in both aid given and aid received. It should be noted that the aid given by, and received from, is not limited to the study departments and would include other surrounding departments such as Hamel, Maple Grove, and Plymouth. 0 5 10 15 20 25 30 35 40 Aid Given Aid Received Aid Given Aid Received 2015 2016 Hanover Loretto Rogers 112 City of Corcoran, MN Fire Service Comprehensive Growth Plan 52 FUTURE SYSTEM DEMAND PROJECTIONS In order to project potential future service demand, it is first necessary to evaluate historical population growth and current community risk. These elements, combined with historical per capita incident rates, allow for a more accurate projection of future demand. Population Growth and Community Risk Population History and Growth Emergency services demand is typically driven by population and human activity. This holds true for Corcoran as well. As the population of the area has risen, so has the overall service demand. The overall population of the response area has fluctuated over the past sixteen years based on histo rical census data, as illustrated in the following figure. Figure 46: Population Growth History Over this same period, the average growth rate calculates to 0.07 percent with a low of -1.03 percent in 2002 and a high of 2.05 percent in 2016. With additional development, particularly on the eastern side of the city, the population will likely continue to increase. This will be discussed in later sections of this report. Community Risk Analysis The fire service assesses the relative risk of properties based on a number of factors. Properties with high fire and life risk often require greater numbers of personnel and apparatus to effectively mitigate a fire emergency. Staffing and deployment decisions should be made with consideration of the level of risk within geographic sub-areas of a community. Unlike medical responses that focus on human life, fire incidents are intended to protect property in addition to life. Property values translate into tax revenue for municipalities and the protection of that valuation is often imperative to the success of a fire department. 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 3004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 113 City of Corcoran, MN Fire Service Comprehensive Growth Plan 53 The following translates land use (potential scale and type of development within geographic sub-areas) to categories of relative fire and life risk. • Low risk—Areas zoned and used for agricultural purposes, open space, low-density residential, and other low intensity uses. • Moderate risk—Areas zoned for medium-density single family properties, small commercial and office uses, low-intensity retail sales, and equivalently sized business activities. • High risk—Higher-intensity business districts, mixed use areas, high-density residential, industrial, warehousing, and large mercantile centers. Corcoran has a diverse mix of risk across the jurisdiction including some high risk industrial occupancies but is predominantly rural residential and agricultural. Proper code enforcement and fire prevention efforts will assist the city in ensuring that these properties are operating safely. In addition to occupancy risk, the relative age of a population can impact service demand and service delivery. Studies have shown that departments that participate in emergency medical services generally see utilization rates higher in certain age groups; typically, those under the age of five and those over the age of 65. The following figure illustrates how the population in the city is distributed across the various age groups. Figure 47: Population by Age Group The relative distribution of the population indicates lower than expected population age 65 and over. Many communities across the nation see a correlation between housing occupancy type and service demand. In some cases, high rental property and vacancy rates lead to increased service demand. This is commonly tie d to socioeconomic issues but is highly variable. The City of Corcoran, however, currently enjoys a relatively low renter and vacancy rate, which should remain steady into the future. 0 200 400 600 800 1000 1200 1400 Under 5 5-14 15-24 25-34 35-44 45-54 55-64 65 and Over 114 City of Corcoran, MN Fire Service Comprehensive Growth Plan 54 Figure 48: Housing Occupancy Type There are different methods of calculating potential future population growth, and the mathematical and growth rate data indicate that the population of the response area will continue to remain stable for the foreseeable future, totaling an estimated 5,620 by 2040, as illustrated in the following figure. However, additional information will be presented following this chart that changes the projections considerably. Figure 49: Population Growth Projections The forecast of population growth is based on several models that include: • Mathematical forecast based on historical growth • Growth Rate using an average of historical growth rates 90.7% 6.6% 2.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Owner-Occupied Renter Occupied Vacant 0 1,000 2,000 3,000 4,000 5,000 6,000 Mathematical Growth Rate Based 115 City of Corcoran, MN Fire Service Comprehensive Growth Plan 55 However, the data above does not present the complete picture. The Metropolitan Council adopted Thrive 2040 in May 2014. That document, based on development driven population projections, places the overall population of Corcoran at 8,900 in 2030 and 11,300 in 2040, nearly double what historical growth indicates as shown in the following figure. Figure 50: Consolidated Population Growth Projections The City should continue to regularly monitor population growth and development and continually update their plans to serve that growing population. This information will be used in the following section to project future service demand. Service Demand Projections Using the information from the previous sections of this report, ESCI evaluated historical service demand, historical incident rates, and potential changes to the population in the future, to develop a number of models of future service demand. Historical incident rates were multiplied against future populations based on the average growth rate model (annual historical growth rate). This method indicates slow but steady growth over the planning period as illustrated in the following figure, with a majority of service demand coming from medical incidents. 116 City of Corcoran, MN Fire Service Comprehensive Growth Plan 56 Figure 51: Service Demand Projections – Historically Based Additionally, ESCI evaluated the projected populations based on the THRIVE 2040 report. These projected populations, as expected, create significantly more projected service demand as illustrated below. Figure 52: Service Demand Projections – Thrive Based Although it is nearly impossible to precisely predict population and service demand changes, it is evident that Corcoran will be faced with an increased service demand as time progresses and the overall population continues to grow due to development, particularly in the eastern portions of the City. Local officials should work closely with fire department representatives to monitor population changes annually and adjust future predictive models as necessary, relative to resource deployment. 0 20 40 60 80 100 120 140 160 180 200 Fire Medical Other 117 City of Corcoran, MN Fire Service Comprehensive Growth Plan 57 FUTURE DELIVERY SYSTEM MODELS Although the foregoing sections of this report focused primarily on the conditions that currently exist within the City of Corcoran, the intent of this study is to combine that evaluation with a look into the future and provide policy makers with information necessary to carry the system forward over the next 10 to 20 years, with a defined focus on the question of future fire station placement and personnel deployment. This portion of the report provides discussion related to the deployment of facilities, apparatus and personnel with a focus on future service delivery and an improvement in overall efficiency within the system. Short and Mid-Term Strategies Establishment of Response Standards and Targets ESCI observes that the city, and the contracting fire departments involved in this study, have not established formalized response performance standards and targets. It is difficult to adequately identify if, when, or where a fire station should be added, or how personnel resources should be deployed, if the city does not know what it is seeking to achieve in terms of response performance. However, city staff have indicated that they would consider applying the response standard of the National Fire Protection Association (NFPA) using the category of “rural”, which sets a response standard of 14 minutes at the 80th percentile, to areas outside the Metropolitan Utilities Service Area (MUSA). In addition, staff would like to apply the “suburban” response category of a 10 minute response, 80 percent of the time, to areas within the MUSA. Additional detail on these standards is provided in the following pages. To determine future service delivery models for the study area, it is first necessary to establish response standards and targets that will be used to identify the appropriate deployment of physical and personnel resources. While there are nationally published standards for the deployment of fire stations and apparatus, often these standards are simply too restrictive, or too expensive, for many organizations . In this report section, ESCI will provide an overview of the published standards and then work to establish an appropriate set of response standards and targets for the study area that deliver an expected level of service within the fiscal constraints of the region. However, before doing so, ESCI provides the following important consideration, one that does not apply in most circumstances, and with most fire departments. In Corcoran, an unique situation is found, that being that fire and EMS services are provided via contracted services, rather than by a city fire department or separate fire district, as is more commonly found. The Evaluation of Current Conditions section of this report finds that the contracted service approach works well for Corcoran’s citizens and provides an acceptable level of service, without the need for the City of Corcoran to establish and maintain its own fire department. The model works and works well. Receiving fire and EMS response by way of contracted service presents the im portance of defining the level of service for which the city is paying and taking steps to measure how well the provided services meet the city’s and citizens’ needs, expectations, and ability to pay. To measure service effectively, the city needs to do two things: First, establish defined response standards and targets, and secondly, track and measure the contract agency’s response performance, relative to the identified standards. 118 City of Corcoran, MN Fire Service Comprehensive Growth Plan 58 Response standards are based not only on response time, which is sometimes viewed as the only important measure, but also by the ability of the contract agency to assemble and adequate number of responders at an incident to address the emergency. Further, response time may be measured differently—for example, in some instances, response time may be calculated based on how soon a chief officer arrives on scene. However, that measure is invalid, because a chief does not bring with him/her the personnel and equipment with which to extinguish a fire or mitigate a medical emergency. Instead, a more appropriate measure is that of when an engine, rescue, or other resource has arrived that is equipped to manage the incident. In review of the service contracts that are in place in Corcoran, ESCI finds that they call for fire departments to provide service to various portions of the city, but they do not specify how quickly or how effectively they are expected to do so. In the absence of defined response standards and targets, the city is left in a position of “you get what you get” from their contractors. ESCI hastens to point out that we do not imply that the services provided by Rogers, Loretto, and Hanover Fire Departments is flawed. It is not. We simply underscore the importance of establishing a process by which to quantify and measure response performance and translate it into contract language that allows the city to hold the contract responders to an identified standard. Identifying that standard and stating it in a measurable manner is not an easy process. The balance of this discussion will help to provide information with which to do so. It must first be made clear that response standards have to be developed by the individual community, based on the expectations of elected officials and citizens balanced against the financial aspect of what a community is able and willing to afford. For this reason, ESCI cannot establish these standards for Corcoran, but rather will provide guidance and examples of what we consider to be acceptable metrics. NFPA 1710 recommends that career fire departments adopt response performance objectives that deliver an equal level of service across the entirety of the response area irrespective of population density, geography, or response area size. For an area the size of the study region, it is improbable that a single response performance objective can be accomplished. The standard recommends the following for career fire departments: • Call Processing 0:60 at the 90th Percentile • Turnout 1:00 at the 90th Percentile6 • Total Response 5:00 at the 90th Percentile7 6 1:20 for fire incidents. 7 5:20 for fire incidents. 119 City of Corcoran, MN Fire Service Comprehensive Growth Plan 59 A note about standards: The standards promulgated by the National Fire Protection Association (NFPA) are not requirements. In fact, there are no model requirements by which a fire department is bound regarding service delivery, but rather, standards that are developed by consensus process, setting a baseline. Few, if any fire departments comply with all the established standards and, in fact, response agencies are expected to develop their own standards, considering the nationally established standards, based on their circumstances and their community’s ability to fund services. For volunteer and combination fire departments NFPA 1720 provides a separate set of response performance objectives based on various levels of population density. NFPA 1720 does not provide for a turnout time performance objective since many personnel may be responding from home, work, or elsewhere throughout the community. The standard recommends the following for volunteer and combination fire departments: • Call Processing: 0:60 at the 90th Percentile • Turnout: None • Total Response Time: Urban: 9:00 at the 90th Percentile Suburban: 10:00 at the 80th Percentile Rural: 14:00 at the 80th Percentile The standard also defines the various population densities as follows: • Urban: Greater than 1,000 population per square mile • Suburban: 500 to 1,000 population per square mile • Rural: Less than 500 population per square mile The following figure illustrates how these population densities are distributed throughout the study area. 120 City of Corcoran, MN Fire Service Comprehensive Growth Plan 60 Figure 53: Population Density Note: Maple Hill Estates is a mobile home park which is why it is covered by 2 census blocks in the mapping data, likely because it is a more densely populated area due to mobile homes in a small space. Also, the census block data did not contain information on Jackie Lane, which is why it does not appear properly. It consists of about 5 streets with a normal array of homes. 121 City of Corcoran, MN Fire Service Comprehensive Growth Plan 61 As illustrated in the preceding figure, the entirety of the City of Corcoran is under 500 population per square mile (based on census block data) making the entire response area rural based on the NFPA standards. The historical response performance for the study departments was provided previously in this document. Based on this information, ESCI recommends that the departments continue to attempt to achieve compliance with NFPA 1720 as their adopted response performance objectives as listed in the following figure: Figure 54: Recommended Response Performance Objectives Population Density Performance Objective Percentile Urban >1,000 9:00 90th Suburban 500–999 10:00 80th Rural <500 14:00 80th Since the entire response area is considered rural (at present), only the yellow shaded performance objective would apply to the study departments. However, future development of lower density areas will call for other criteria to be adopted. In addition, the city has indicated to ESCI that they wish to consider applying the “Suburban” standard to properties that are within the MUSA. Application of either standard will require modification to the existing service contracts. However, having provided the above explanation, ESCI hastens to point out that things are changing in Corcoran as this report is being composed. Based on consideration of the growth that is being experienced today, and more importantly projected by community comprehensive planning efforts, the rural population density should not be expected to remain at that level moving into the future. The City of Corcoran 2030 Future Land Use Plan predicts that a substantial increase in use, primarily residential, is expected to occur along the eastern and southern borders of the city, as shown in the following figure. Key Recommendation: • The City is advised to work with the contract fire departments to determine whether the above standard is achievable and, if not, what standard can be met. Once that determination has been made, the result should be refined to parallel language in the service contracts, establishing the response standards and targets that they agree to provide. 122 City of Corcoran, MN Fire Service Comprehensive Growth Plan 62 Figure 55: City of Corcoran 2030 Land Use Plan Map The map demonstrates that the city can anticipate increased population density in the areas shaded in yellow, orange, and brown. Those areas represent Low, Medium, and High Density residential areas, respectively, and include the entirety of the eastern and southern parts of the city. It is advised that, when the city establishes response performance objectives, it should do so in consideration of at least two, and potentially three population density categories as detailed in Figure 54, previously. Short Term Functional Improvements The development of response standards discussed above will help Corcoran and the response agencies to quantify its goals and targets with respect to service delivery. In addition to the above, ESCI has identified a number of short term initiatives that can be applied to the City of Corcoran, and surrounding service area, that can provide enhancements to current practices that are relatively easy and inexpensive to put into practice. Many of the concepts listed are ones typically applied to a cooperative effort or merger/consolidation study which is beyond the scope of work of this project. While this project is not a consolidation study , the following is a summary of potential functional initiatives that ESCI believes can be implemented to increase effectiveness within the study region with little to no fiscal impact and each department retaining their individual identity and independence. 123 City of Corcoran, MN Fire Service Comprehensive Growth Plan 63 Enhanced Automatic Aid System The Corcoran contracting fire department, and Hennepin and Wright County fire departments generally, have a well-developed Mutual Aid system in place that provides needed resource support to the participating agencies. The system could be more fully automated, avoiding the need for command officers to call for specific resources when needed. Establishment of a fully automate Mutual Aid, (Automatic Aid) system with a dropped boundary approach that sends the closest resource regardless of jurisdiction, can enhance service delivery. Unification of Standard Operating Guidelines Each of the agencies has developed Standard Operating Guidelines that are well established. While the SOGs are generally acceptable as they stand, each contract agency has developed their own. Since the departments work together often and operate in a similar manner, the current procedures do not differ a great deal, however, it is essential that during mutual aid operations all personnel are working from the same “play book.” Efforts to standardize the procedures regionally will improve operating efficiency and, most importantly, firefighter safety. Regionalized Incident Command Incident Command practices, while similar, vary between the subject agencies. Standardization of a regional approach is important to both safety of responders and the effectiveness of the response. Like Standard Operating Guidelines, a regional or county-wide adopted system can and should be in place. Joint Apparatus and Equipment Purchasing Purchasing of small equipment, turnout gear and ever fire apparatus can be undertaken as a shared initiative. Often significant cost savings may be realized as a result of economies of scale that can be gained by joint/bulk purchasing. Capital Replacement Planning Planning for long term replacement of capital assets is a shared need between all of the agencies. None currently have replacement schedules in place for fire apparatus. Approaching apparatus replacement planning from a regional perspective may offer opportunities for cost savings and operational efficiencies. Shared Recruitment and Retention Efforts All of the contract agencies depend heavily on the use of Paid on Call responders and, as a result, share a common need for recruitment and retention of capable personnel. Shared recruitment and retention activities offer the opportunity to pool personnel resources and offer additional gains, as noted below. Collaborative Training Practices Training of emergency responders is a need that is common to all three organizations. Currently, training is generally conducted independently, with some, but limited joint drill sessions. Because the three departments often respond to the same emergencies, and assuming that the above effort to combine operating procedures, opportunities are present to address shared training needs based on a regionalized perspective. 124 City of Corcoran, MN Fire Service Comprehensive Growth Plan 64 Further, training facilities are limited in the study area. Often, responders need to train on community buildings, using parking lots or other resources. Consideration should be given to the future development of a shared training ground. One consideration could be the inclusion of some training props and facilities in the construction of a new station in Corcoran, if doing so is pursued. A key element to joint training efforts will be consistency of standards. First, a minimum standard for training would need to be agreed to by all participants. Secondly, minimum requirements for attendance and make- up of missed trainings would need to be agreed to, established, and equally applied in all of the agencies. Shared/Cross Trained Response Personnel In viewing the service delivery practices by the fire departments in the study area it is readily apparent that all three service providers function in a very similar manner in terms or response procedures, personnel training and levels of service provided. Should the fire departments pursue some of the initiatives listed above, including joint training and shared recruitment and retention efforts, all personnel involved will be qualified to work as Paid On Call responders within any of the three fire departments. POC personnel, generally, are members of the department that is closest to their home. However, they may work during the day in one of the other communities, closer to another fire department’s station. While rarely done, personnel that are trained and qualified could respond from work or anyplace else that they are at the time of an emergency call, to the closest fire station and respond with that agency, effectively sharing responders and increasing the personnel available to each fire department. Potential Mid Term Improvements The items listed above are ones that can be readily achieved, at little or no cost and that offer opportunitie s for improved efficiency as well as an enhance capacity to address the community growth and future service demand that is presented in this report. All can be achieved quickly, as there are no contractual or legal requirements involved, only the agreement by the agencies to do so. Other opportunities also exist, but are more involved and, as a result, time consuming. The following initiatives take the fire departments and the City of Corcoran to a higher degree of collaboration and, in fact, forms of consolidation. They offer opportunities for increased effectiveness and keep the governance of all four agencies intact as it is today, while enabling operations go be undertaken collaboratively. Administrative Consolidation An administrative consolidation occurs when two or more agencies maintain their separate legal status and separate operational elements but combine some or all of their administrative functions. Examples include combining clerical, HR, IT, and/or financial functions while maintaining separate operational activities, or even combining agency administration and management under one fire chief. An administrative consolidation is accomplished legally through an Interlocal Cooperation Agreement or the formation of a Joint Powers Authority (JPA) between the agencies. The three study fire departments have very small administrative staffs, so there are not a large number of functions that could be combined, but efficiency could certainly be gained from things like shared administration of training programs, fire prevention efforts and routine clerical and administrative tasks. 125 City of Corcoran, MN Fire Service Comprehensive Growth Plan 65 Operational Consolidation Under an operational consolidation, all operations are consolidated under a single organization that serves all participating agencies. The agencies remain independent organizations from a legal/political/taxing standpoint; but from a service level standpoint, the organization operates as one agency. Like other strategies listed, an operational consolidation is accomplished legally through an Inte rlocal Cooperation Agreement or formation of a Joint Powers Authority. Under an operational consolidation, governance of the three fire departments and city of Corcoran would remain as it is at the city council and board level. However, this strategy largely joins the three entities, operationally, through the execution of a more comprehensive operational agreement. The resulting organization features a single organizational structure and chain of command. Regionalization considerations The above initiatives are often undertaken as the early steps toward a more comprehensive consolidation of efforts and, in many cases, the legal unification of the participating agencies in the form of a legal merger. That concept falls beyond the scope of work of this study, but nonetheless warrants future consideration, and is discussed further later in this report. Key Recommendations: • As stated the short-term initiatives listed above are easily accomplished and ESCI recommends that each of them be evaluated internally and implemented if found to be feasible. • The mid-term concepts will require more assessment and analysis of their feasibility, but ESCI also recommends that, at a minimum, the three fire departments and City of Corcoran have a conversation about how the concepts may be applied. ESCI can provide additional detail and guidance, if needed. • 126 City of Corcoran, MN Fire Service Comprehensive Growth Plan 66 Future Fire Station Strategies and Alternatives In June 2011, the City of Corcoran produced an updated Comprehensive Plan that identified areas of future growth within the community. Part of the process of developing this plan was to reclassify certain property types into more narrow categories, i.e. Single Family Residential into Low, Medium, and High Density Residential. The current (2008) and 2030 forecast for land use within the city is summarized in the following figure. Figure 56: Comparison of 2008 and 2030 Land Use8 2008 2030 Change Ag Preserve 1,796.23 1,821.13 +24.90 Ag Rural 16,264.09 12,222.17 -4,041.92 Single Family Res. 2,948.28 1,568.15 -1,380.13 Manufactured Home 28.56 0.00 -28.56 Commercial 59.32 299.60 +240.28 Business Park 0.00 80.40 +80.40 Industrial 205.34 506.08 +300.74 Public/Semi-Public 141.87 115.10 -26.77 Parks and Open 111.28 79.24 -32.04 Golf Course 417.87 92.32 -325.55 Right-of-Way 871.13 871.13 0.00 Open Water 236.94 236.94 0.00 Wetland 0.00 0.00 0.00 High Density Res. 0.00 341.87 +341.87 Low Density Res. 0.00 3,388.14 +3,388.14 Medium Density Res. 0.00 153.74 +153.74 Mixed Res. 0.00 640.05 +640.05 Mixed Use 0.00 475.05 +475.05 Rural Service/Commercial 0.00 189.82 +189.82 25,088.91 25,110.93 +0.03 What this information alludes to is an overall decrease in agricultural properties (including golf courses ) and a significant increase in housing, particularly Low Density Residential. Although the figure indicates a decrease in “Single Family Residential” properties, there is an increase in Medium Density Residential, High Density Residential, and Mixed-Use Residential that largely offsets that decrease. This is the result of the reclassification mentioned previously. As illustrated in the following figure, most of the change in land use is expected to occur along the eastern and southern borders of the city. 8 City of Corcoran, 2030 Comprehensive Plan: Future Land Use Plan, Tables 4 and 5. 127 City of Corcoran, MN Fire Service Comprehensive Growth Plan 67 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan9 9 City of Corcoran, 2030 Comprehensive Plan; Future Land Use Plan, Figures 7 and 8. 128 City of Corcoran, MN Fire Service Comprehensive Growth Plan 68 When the reader observes the 2008 Land Use Map, Figure 57, in comparative reference to the 2030 Future Land Use Plan, the difference is clear, and significant. As the Comprehensive Plan moves forward, the character of Corcoran will change dramatically. From a long-range planning perspective regarding fire and EMS services, the growth is sure to translate into significantly increasing service demand. Large tracts of, what is now, agricultural or rural properties are expected to develop into Low Density Residential and Mixed-Use properties and other portions are planned in the Medium and High Density Residential categories. This type of change in land use will, without question, lead to additional service demand on the public safety and emergency services providers in the affected areas. In addition, there is currently a very high density of service demand in the southeastern portion of the city that is currently outside recommended travel distances from existing stations. The following discussions address a variety of approaches that have been identified regarding fire and EMS resource deployment, viewed in the light of the projected community growth. Potential Long-Term Strategies A long-term, high-level, view of future needs is important to provide a “big picture” perspective of how the organization needs to continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload and how both impact the future deployment of fire stations and personnel. Before proceeding with the identified options that are available to the city, ESCI determined that one identified variable needed to be assessed. The City of Rogers is considering the addition of a third fire station sometime in the future. To determine how the initiative may impact services in the City of Corcoran, the following discussion is provided. Potential Addition of a Third Fire Station in Rogers To prepare for the expected increase in service demand, and to potentially address lack of sufficient coverage of the current high service demand in the southeastern quadrant of their city, the City of Rogers has explored the potential of placing an additional station just north of the Corcoran border in the general proximity of County Road 116 and Valley Drive. The concept is intended to address anticipated growth I Rogers, but, if constructed, may affect Corcoran, as well. Although this potential station would lie outside of Corcoran, it could provide a quicker response to the northeastern portions of the city should they continue to provide service, as illustrated in the next figure. 129 City of Corcoran, MN Fire Service Comprehensive Growth Plan 69 Figure 58: Potential Rogers Station Travel Model This figure depicts travel times from the existing fire stations, with the addition of the proposed third station in Rogers, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The maps demonstrate that the addition of a third station in Rogers will improve response times to the northeast corner of the City of Corcoran. However, the more significant area of conce rn to Corcoran officials is focused more to the south of the portion of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the added Rogers station, coverage to the current and future high service demand area would still be outside recommended travel distance models. 130 City of Corcoran, MN Fire Service Comprehensive Growth Plan 70 Potential Addition of a Fire Station in Corcoran Another concept that warrants consideration is that of building a fire station within the City of Corcoran. ESCI reviewed mapping data and related information to select a potential location in the vicinity of the existing City Hall campus, at or near the intersection of County Road 10 and County Road 116. ESCI mapped the station location that has been discussed. The following map depicts that location, as well as the proposed third Rogers station: Figure 59: Potential Added Corcoran and Rogers Station Travel Model 131 City of Corcoran, MN Fire Service Comprehensive Growth Plan 71 Although placing a station in the location identified by Rogers would produce a response overlap if the City of Corcoran was to construct a new station within the city, to the southeast; unless the Rogers station is staffed with full time personnel, or significant numbers of Paid On Call personnel currently live in close proximity to the potential station location, the response performance from the north would not be significantly improved. It is also unknown if, or when Rogers will build a third station. The fire chief indicates that the timing of doing so is unknown, and that the initiative is also dependent on the extension of County Road 117, as well as the development of a 500-unit subdivision in the area. The subdivision work has started. Further, it is unknown whether Corcoran will decide to construct a station in the city and how it will be staffed. Comparatively, if the addition of a station at the proposed Corcoran location is not implemented and Rogers moves forward with their third station, coverage to the current high service demand area would still be outside recommended travel distance models. The fire departments in Hamel, Maple Grove and Plymouth were not directly included in this study because they do not currently contact services to Corcoran. However, due to their proximity to the city, it is appropriate to include some analysis or response coverage from those departments, found below. 132 City of Corcoran, MN Fire Service Comprehensive Growth Plan 72 Hamel Fire Department The city received response from the Hamel Fire Department in the past and does not contract with Hamel at this time. ESCI decided to look at how the Hamel station compares in regard to response coverage, resulting in the following finding. Figure 60: Hamel Station Location Coverage This map includes travel times from the existing fire stations, with the addition of the Hamel station, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The preceding map demonstrates that the travel times from the Hamel station reach the 8 and 10-minute thresholds only a very small portion of the southern and eastern of the areas of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the inclusion of the Hamel station, coverage to the current and future high service demand area would still be outside recommended travel distance models and of limited advantage in the context of travel time. 133 City of Corcoran, MN Fire Service Comprehensive Growth Plan 73 Maple Grove Fire Department Similarly, the two closest Maple Grove stations were mapped using four, six, eight, and 10-minute travel times. Figure 61: Maple Grove Station Location Coverage As demonstrated, coverage is improved with the inclusion of the Maple Grove stations. Considerable portions of the city still fall in the 8, 10 and longer travel time categories. When ESCI spoke with Maple Grove representatives they indicated that, while they are comfortable and willing in regard to the provision of mutual aid response, they are not inclined to enter into a contract for service with Corcoran. 134 City of Corcoran, MN Fire Service Comprehensive Growth Plan 74 Plymouth Fire Department Travel times from Plymouth Fire Department’s Station 3 is reflected in the next map. Figure 62: Plymouth Station Location Coverage From an initial response standpoint, little is gained in coverage from this station. Analysis of Available Options Based on the preceding analysis of current conditions and the review of current risk and development trends within Corcoran, ESCI has evaluated the need for additional resources to enable the city to provide services to both current and future populations. In essence, the city has three options to provide future fire protection and medical first response to its residents: 1. Continue the Current Model 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies 3. Construct an Additional Station and Implement a City Fire Department 135 City of Corcoran, MN Fire Service Comprehensive Growth Plan 75 Option 1: Continue the Current Model Based on current levels of expectation within the community, the existing model is viable for the near future. However, as development continues, particularly on the east side of the city, service demand is likely to increase, which could lead to extended response times. Pros: ▪ Costs will remain low for the provision of fire protection and medical first response. ▪ No additional capital investment would be required. ▪ Existing community satisfaction should not be impacted. Cons: ▪ As development continues, response times could increase with increased service demand. ▪ Surrounding departments could require additional funding to accommodate increased service demand within Corcoran. ▪ Changing demographics may desire a higher level of service. Continuation of the current service approach does not address future needs or address current shortcomings in the service delivery approach. It has been demonstrated in this report that the existing response system is maximized, and, in some respects, the current model is stretched. A status quo continuation of the current service delivery approach will not meet the response needs of the city if community growth develops as projected and resultant service demand increases. Continuing with the current model in the long term, is not advised. Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies This scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As already presented, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development, particularly to the east, is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the following figure. 136 City of Corcoran, MN Fire Service Comprehensive Growth Plan 76 Figure 63: Potential Corcoran Station Location Travel Times 137 City of Corcoran, MN Fire Service Comprehensive Growth Plan 77 Figure 63 models a potential station in the vicinity of County Road 116 and County Road 10, just to the south of the Corcoran City Hall and Police Department. Adjusting the location within a half mile in either direction will not negatively impact the modeled performance. An additional analysis is offered, comparing 1.5 and 5-mile travel distances (ISO criteria) to further visualize the adequacy of coverage from this location. Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station 138 City of Corcoran, MN Fire Service Comprehensive Growth Plan 78 As demonstrated graphically in Figure 64, the location significantly improves 1.5 and 5-mile coverage, compared to the existing station configuration. ISO is likely to view the change favorably which will affect insurance rates positively. The question then becomes, who will staff the station? Multiple considerations come in to play to answer the question, including administrative and operational capacity of the potential contractors, along with their willingness and financial ability to do so. A key factor is, of course, the availability of responders. Based on the proposed location, ESCI asked that each department submit a roster of member address to be mapped. The result is illustrated in the following figure. Figure 65: Current Volunteer Residences 139 City of Corcoran, MN Fire Service Comprehensive Growth Plan 79 Although only one current volunteer lives within the vicinity of the proposed station location, several other members, all of the Loretto Fire Department, live within the city limits of Corcoran and could provide a quicker response from the proposed location than from the current VFD station. However, whether Loretto, or another contract agency is used is a decision that will be dependent on factors not limited to responder locations, including the contract cost, capacity of an agency to take on the additional responsibility and their ability to do so from an administrative standpoint. Pros: ▪ Improves response capability to the highest area of service demand. ▪ Reduces response times to a growing area of service demand. ▪ May result in lower property insurance rates for homeowners within five miles of the new station. ▪ Continues the relationship with the volunteer fire departments and enhances the partnership by providing a station from which the volunteers can respond. Cons: ▪ Will require a capital investment in a fire station. ▪ May require the re-negotiation of contracts with other departments currently serving Corcoran. ▪ Not all calls for service will be answered from volunteers’ homes; response potential could be negatively projected. Of the three options identified and evaluated here, ESCI considers the above to be the preferred option for the City of Corcoran. Option 3: Construct a New Fire Station and Implement a City Fire Department This report would be incomplete if the notion of starting an entirely new fire department, operated by the City of Corcoran, was not identified as an option. The only difference between this scenario and the previous is that the city would implement its own fire department, which would require significant input from the community due to questions regarding staffing and response capability. The following questions would need to be considered: 1. Would existing departments continue to work with the city to cover the outlying areas? If not, would additional stations be necessary? 2. Would sufficient personnel be available to provide services without jeopardizing the surrounding departments’ response capabilities? 3. Would the city be willing to invest in a station PLUS sufficient apparatus to adequately operate the station? 4. Does the city want to get into the business of providing fire protection and medical first response? 140 City of Corcoran, MN Fire Service Comprehensive Growth Plan 80 These questions are all valid and should be carefully considered prior to making any decision o n moving forward. Although listed last, question four is perhaps the most important since it involves the creation of an entirely new entity within the current City governmental structure and, with it, additional duties, responsibilities, and liabilities for the city. City leaders should continue to work with fire departments to ensure that service is provided throughout the jurisdiction in a way that is satisfactory to the residents and should consider a series of public meetings to gather public input as to future expectations, ability to fund the various options, and most importantly, their willingness to fund the option chosen. Two primary concerns come into play when considering the alternative. First is cost, which is considerable. The second is the challenge of staffing a new fire department. Doing so with career personnel would likely be viewed as cost prohibitive in this instance, and a Paid On Call model would likely be preferred. The problem with a Paid On Call approach is simply that the new Corcoran Fire Department would be competing for members from the same pool of personnel resources as that of the other fire departments. What was identified consistently as a critical issue by the departments in the Evaluation of Current Conditions section of this report—that of recruitment and retention of responders—would simply be exacerbated under this option. The implementation of this strategy is not advised. Future Staffing All of the fire departments serving the City of Corcoran are dependent on a Paid On Call method of staffing response. The methodology has worked well and continues to do so today. However, the city and the fire departments are urged to view their staffing practices with an eye to the future. ESCI’s recent experience in Minnesota has found that, while many, if not the majority, of fire departments in the state employ a POC staffing model, all are finding it more and more difficult to recruit and maintain responders. And the problem if further challenging in communities that are growing. In this instance, the city is not able to tell the fire department’s how to staff its responses, but nonetheless needs to know what the long-range staffing picture looks like. Determining what adequate staffing levels are for a fire department is more elusive that it would seem. Agencies typically staff according to the normally expected service demands and, if possible, include some reserve capacity for multiple or larger incidents. However, agencies typically depend on outside assistance for major, manpower-intensive incidents that occur on an infrequent basis. It is simply impractical to fully staff for every contingency. Staffing decisions are best made in consideration of what the organization seeks to accomplish in terms of response performance. Community expectations and an agency’s financial capacity must be balanced to achieve an acceptable level of service delivery. Staffing allocation is then based on meeting targeted needs and expectations, within the organization’s ability to afford new hires. The development of response time standards and performance targets as discussed within this report will assist the city and its contract fire departments with future staffing decisions. 141 City of Corcoran, MN Fire Service Comprehensive Growth Plan 81 In some agencies, an option to full dependence on career staffing sometimes includes working with other area fire agencies and community college fire science programs to place qualified intern or student personnel as first responders. An additional or alternative approach is the establishment of resident firefighter, volunteer, or apprentice programs, any of which conceivably improve on the existing situation. Fire departments in the study area and surrounding communities are feeling the pressure of maintaining the current Paid On Call approach. Many are considering, or have implemented the addition of career personnel, but doing so comes at a substantial cost which, potentially, will result in increasing costs to the city at some point in time. Although the analysis of alternative staffing methodologies falls outside of the scope of work of this report and is an issue that needs to be addressed by the fire departments as contract service providers, the city is encouraged to meet with the fire agencies and discuss long range plans for meeting future staffing needs. Finally, should the city decide to move forward with building a new fire station, it is urged to consider future staffing needs in the design. The construction plans should either include residential accommodations for paid, part-time, resident or other staffing approaches or, at a minimum, incorporate space considerations for the addition of crew quarters in the future. Exploration of Regional Cooperation Opportunities It is broadly recognized that jurisdictional boundaries seldom make efficient and effective service delivery parameters. Citizens often recognize and appreciate regional approaches to service delivery as an all-too-rare example of governmental cooperation and efficiency. While completing this analysis of current and future station locations, it became apparent that service delivery may be improved, and costs may be contained, if a regional approach is considered. While the City of Corcoran does not have a fire department of its own to engage in a shared service delivery approach, there are multiple collaborative opportunities available to the fire departments serving the city, which may, and should be, considered as future initiatives. A few examples include: • Jointly staffed fire station(s) • Joint purchasing agreement between area fire agencies • Functional consolidation with allied fire agencies in areas such as: ▪ Shared training program ▪ Shared prevention and public education programs ▪ Special Operations/Technical Rescue services • Operational consolidation with neighboring agencies which could include: ▪ Shared incident command staffing ▪ Fully dropped boundary incident response ▪ Collaborative station staffing with personnel from differing agencies 142 City of Corcoran, MN Fire Service Comprehensive Growth Plan 82 As providers of services in the study area, the three fire departments could set the stage for greater levels of cooperation and collaboration between additional area agencies. In addition, when ESCI met with representatives of Maple Grove and Plymouth as a part of information gathering, both indicated a willingness to consider exploration of future cooperative efforts. Often, the effort may lead to some form of more formal and legal integration of two or more area agencies. That integration may be in the form of various types of consolidation or may be one of legal merger or fire district formation. A study of the feasibility of formalized or more structured cooperative service delivery opportunities falls outside of the scope of work for this study and would constitute another project in itself. However, ESCI finds that exploration of how the area agencies may work more closely together to increase efficiencies, contain costs, and achieve long-range future cost avoidance, is warranted and highly recommended. It is further noted that grant funding is currently available to study the feasibility of shared service deliv ery options via the Minnesota State Fire Marshal’s Office. Thresholds and Triggers—Determining When a New Station is Needed In many communities, the question that must be addressed is when is a new fire station, additional response resource, or alternative response program required to meet response goals. In many cases the overall answer is part financial and part professional judgement of policy makers and fire department leaders. The problem comes in identifying a quantifiable trigger point for adding resources; since it can vary from community to community or even within a specific jurisdiction. While there is an abundance of opinion, there is very little definitive guidance in fire service literature on how this should be accomplished. First and foremost, the decisions about not only where, but when, to build a new fire station should not be made without first determining and documenting what the city is trying to achieve as far as response time, reliability, and performance from the contracting fire departments. The discussion earlier in this report explains in detail the importance of establishing these standards, and does not need to be repeated here. The City is advised to base this kind of decision on the following questions: 1. What are our response time standards and targets? 2. Are the identified targets being achieved by the responding agencies today? 3. Will the addition of new fire station(s) result in achieving the response standards that are not being met today? If the answer to question 3 is yes, a new station is advised. However, two additional considerations must come into play: 1. Can we afford to add a station at this time; and, 2. Are we able to assure that, once constructed, we will be able to staff and equip the station adequately? Another way to identify variables and determining factors as to whether an additional station area is needed would be to place them into a matrix. The following figure is only an example and is not meant to recommend response time parameters or given decision points. 143 City of Corcoran, MN Fire Service Comprehensive Growth Plan 83 Figure 66: New Station Deployment Decision Matrix Action Choices Travel Distance Criterion Response Time Parameter Out of Area Calls Building/ Risk Inventory Maintain status quo All risks within 1.5 miles. First due company is within 4 minutes travel, 90% of the time. 100% of calls in station first due area. Existing inventory and infill. Temporary facilities and minimal staffing Risks 1.5 to 3 miles from existing station. First due company exceeds 4 minutes travel, 10% of the time, but never exceeds 8 minutes. More than 10% of calls are outside of first due area. New area has 25% of same risk distribution as in initial area. Permanent station needed Risk locations exceeding 4 miles from the station. First due company exceeds 4 minutes travel, 20-25% of the time. More than 20–25% of calls are in outlying area. New area has 35% of same risk distribution as in initial area of coverage. Permanent station essential Outlying risk locations exceeding 5 miles from any station. First due company exceeds 4 minutes travel, 30% of the time. More than 30% of calls are in outlying area. New area has 50% of same risk distribution as in initial area. In general, more than one of the criterion measures displayed in this matrix must be slipping to initiate the decision to position another station. For example, it is not uncommon to have new commercial and industrial occupancies protected by automatic fire protection systems outside of a station’s coverage area. Simply because an area is out of the range of the response standard does not trigger a new fire facility. It is ESCI’s experience that multiple elements of response performance and risk need to be out of balance—along with having additional economic resources—to justify additional stations or staffing. Reminding the reader that the above table is an example only, it can be viewed as a general guide that could be used as is or modified for Corcoran’s conditions. ESCI finds that, if the above concept is applied in Corcoran, it indicates that a permanent station is needed, if not essential, based on the matrix. 144 City of Corcoran, MN Fire Service Comprehensive Growth Plan 84 Cost Projections Regardless of the chosen option for future fire protection and medical first response, there is the potential for additional cost. This report section attempts to identify potential future costs associated with each option listed previously. Continuation of the Current Model—Cost Projections As mentioned previously, continuing the current model of contracting with adjacent departments to provide services within the city is still a viable option; at least for the near-term. However, as development continues, and populations grow, service demand is likely to overextend the current model’s ability to provide adequate service. If this option is chosen, it is foreseeable that the current contract providers will need additional funding as service demand increases. This will likely be due to their need to justify responses outside of their primary response area to a contracted area. As presented in earlier portions of this report, the cost per household for fire protection in Corcoran is well below the state and national averages, so an increase in the cost of these services should not come as a surprise to most. The question remains as to how much of an increase to expect. Currently, all three fire departments contract values are based on blended formulas of property values and calls for service. The formulas are similar but vary slightly and each is negotiated with the agencies providing service in a manner that is deemed to be fair, considering variances in the different cities in the different coverage areas. The approach has been in place for some time and is working in a manner that is acceptable to all involved and does not need to be changed. However, should the city find a need to modify the formula in the future, and alternative approach is offered below. ESCI generally advises clients to keep cost apportionment formulas fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The typical factors included in cost allocation formulas include: • Area • Valuation • Heated Square Footage • Service Demand • Fixed Rate • Population • Parcels • Averaged Composite What follows is a non-prioritized listing of system variables that can be used (singly or in combination) to allocate cost between allied entities. Each option is summarized by the concept, its advantages and disadvantages, and other factors that should be considered. 145 City of Corcoran, MN Fire Service Comprehensive Growth Plan 85 Area Concept: The cost of emergency service can be apportioned based on the geographic area served relative to the whole. Apportionment founded on service area alone may work best in areas that are geographically and developmentally homogeneous. Pro: Service area is easily calculable from a variety of sources. Con: Service area does not necessarily equate to greater risk or to greater workload. Consider: Service area may be combined with other variables (such as assessed value and number of emergencies) to express a compound variable (such as assessed value per square mile and emer gencies per square mile). Valuation Concept: The valuation of properties is established by the local tax assessor under laws of the state. Usually, higher- valued structures and complexes carry a greater risk to the community from loss by fire. Consequently , assessed value also tends to approximate the property at risk within a community. Emergency services agencies are charged with being sufficiently prepared to prevent loss of life and property. Therefore, the cost of contracted service may be apportioned relative to the assessed value of the jurisdictions. Typically, valuation is used to apportion cost of shared service by applying the percentage of each partner’s valuation to the whole. Pro: Valuation is updated regularly helping to assure that adjustments for changes relative to new construction, annexation, and inflation are included. Because a third party (the assessor) establishes valuation in accordance with state law, it is generally viewed as an impartial and fair measurement for cost apportionment. Although the provision of emergency medical services is not typically considered a property-related service, apportionment tied directly to property value has merit. Con: Valuation may not reflect the property risk associated with certain exempt property, such as schools, universities, government facilities, churches, and institutions. Valuation may not always represent the life risk of certain properties, such as nursing homes or places of assembly, which might dictate more significant use of resources. In addition, some large facilities may seek economic development incentives through valuation exemptions or reductions. Adjustments may need to be made to valuation if such large tracts of exempt property in one jurisdiction cause an imbalance in the calculation. 146 City of Corcoran, MN Fire Service Comprehensive Growth Plan 86 Consider: Some states discount valuation depending on the class of property (commercial, residential, or agricultural), which may skew the overall proportion of those properties compared to risk. As an additional consideration, assessors usually establish the valuation in accord with the property tax cycle, which can lag somewhat behind the budget cycle of local agencies and the time when service contracts are reviewed or negotiated. Also, commercial facilities contain greater fire containment systems based on building code requirements such as sprinkler systems. Heated Square Footage Concept: Much like the use of valuation, heated square footage is a method that allows agencies to view the property risk within their community through a process that evaluates each and every property they protect. Larger structures typically carry a higher risk due to occupancy or overall size of the space. Unlike valuation, however, exempt properties and those properties that may have received discounts on their valuation are rated equally based on size. Pro: Local building, zoning and assessor’s offices keep routine records on existing and new construction and these records are regularly updated to accurately reflect the community’s value and appeal. Like valuation, these reviews are typically viewed as impartial and fair because they are completed by a third- party evaluator. Con: Some properties that may contain high risks to life and property may not actually contain much in the way of heated square footage. Commercial and industrial areas that contain hazardous materials, such as petroleum pipeline facilities, storage tanks and fill stations, would not be included in this calculation. Communities with higher concentrations of these non-heated facilities would see this type of measure as an imbalance in the apportionment system. Consider: While this concept may work well in communities that are largely residential, it would be difficult to apply in industrial and chemical settings. When using this concept, a weighting or offset system would need to be implemented to account for those non-heated facilities. Service Demand Concept: Service demand may be used as an expression of the workload of an emergency service provider or geographical area. Cost allocation based on emergencies would consider the total emergency response of the service area; and apportion system cost relative to the percentage of emergencies occurring in the jurisdictions. 147 City of Corcoran, MN Fire Service Comprehensive Growth Plan 87 Pro: Easily expressed and understood. Changes in the workload over the long term tend to mirror the amount of human activity (such as commerce, transportation, and recreation) in the corresponding area. Con: Emergency response fluctuates from year-to-year depending on environmental and other factors not directly related to risk, which can cause dependent allocation to fluctuate as well. Further, the number of incidents may not be representative of actual workload; for example, one large emergency event requiring many emergency workers and lasting many hours or days versus another response lasting only minutes and resulting in no actual work. Last, emergency response is open to (intentional and/or unintentional) manipulation by selectively downgrading minor responses, by responding off the air, or by the use of mutual aid. Unintentional skewing of response is most often found in volunteer fire systems, where dispatch and radio procedures may be imprecisely followed. Further, service demand does not follow a predetermined ratio to land area. As such, the service demand per square mile ratios may produce large variations. This should be taken into consideration if this methodology is used. Consider: Using a rolling average of incidents over several years can help to suppress the normal tendency for the year-to-year fluctuation of emergencies. Combining the number of emergencies with the number of emergency units and/or personnel required may help to align incidents with actual workload more closely; however, doing so adds to the complexity of documentation. In a similar manner (and if accurate documentation is maintained), the communities could consider using the total time required on emergencies as an aid to establish the comparative workload represented by each jurisdictional area. Fixed Rate Concept: The use of fixed fees or rates (such as a percentage) to calculate allocation of shared cost is more common between municipalities and independent districts. Occasionally, fixed-rate contracts involve the exchange of in-kind services. Pro: The concept is simple and straightforward. A menu of service options and the fees corresponding to those alternatives can be developed by the contractor agency. The contracting agencies can tailor a desired level of service based on risk and community expectation by choosing from the various menu items. Con: Partnering communities may change (i.e., population, jobs, commerce, structures, and risk) at divergent rates causing disconnection between the rationales used to establish the fee and the benefit received. A fixed-rate contract may be difficult to coherently link to the services provided and/or received, which can lead to a lack of support by officials and the community. 148 City of Corcoran, MN Fire Service Comprehensive Growth Plan 88 Consider: Partnering agencies need to assure that provision for rate adjustment is included in the agreement, including inflation. The agreement should address the issue of full cost versus marginal cost. The inclusion or non-inclusion of administrative and/or overhead cost also requires statement, as does the reconciliation of in-kind service exchange. The ownership and/or depreciation of capital assets should be addressed, as should rent, utilities, and liability insurance. In the case of a fixed fee, the agreement should establish how the participation of other public agencies in the partnership would affect cost. Population Concept: Payment for service can be based on the proportion of residential population to a given service area. This variable is easily determined and can be adjusted annually based on U.S. Census population estimates. It is a known fact that human activity generates service demand for emergency services providers. Areas of higher population (urban and suburban) will see higher service demand rates than areas of lower population (rural). Basing cost allocation on population places more of the cost on the areas w here incidents are more likely to occur. Pro: Residential population is frequently used by governmental agencies to measure and evaluate programs. The U.S. Bureau of Census maintains an easily accessible database of the population and demographics of cities, counties, and states. Estimates of population are updated regularly. Laypersons intuitively equate residential population to the workload of fire departments.10 Con: Residential population does not include the daily and seasonal movement of a transient population caused by commerce, industry, transport, and recreation. Depending on the local situation, the transients coming in (or going out) of an area can be very significant, which can tend to skew community risk. Residential population does not statistically link with emergency workload; rather, human activities tend to be the linchpin that connects people to requests for emergency assistance. For example, if residential population actually determined emergency workload, emergencies would peak when population was highest within a geographic area. However, in many communities where the residential population is highest from about midnight to about 6:00 a.m. (bedroom communities), that time is exactly when the demand for emergency response is lowest. It turns out that emergency demand is highest when people are involved in the activities of daily life—traveling, working, shopping, and recreating. Often, the persons involved in such activities do not reside in the same area. 10 The average citizen may easily associate population to emergency workload, but no statistical link can be made between the two. 149 City of Corcoran, MN Fire Service Comprehensive Growth Plan 89 Consider: Some areas experience a daily or seasonal influx of people who are not counted as residential population. This transient population can be estimated by referring to traffic counts, jobs data, and hotel/motel occupancy rates. Residential population plus transient population is referred to as functional population. Where functional population is significantly different from residential population, service agreements based on population should be adjusted to account for it. Parcels Concept: The number of parcels within a given community can be used to determine proportional cost shares due to the variable density of those parcels. Communities with smaller parcels tend to have higher population densities while those more rural areas can have very large parcels with much lower popula tion density. Much like population, areas of higher parcel population will likely see higher service demand rates than areas of low parcel density. Pro: Although infrequently used, the employment of parcels into a cost-share calculation allows organizations to evaluate the need for service to areas that may not be developed but still contain a certain level of risk. Even undeveloped properties contain a fire risk, albeit low. Medical risk is extremely low unless recreational facilities are included in the count. This type of calculation also ignores those properties that may not be taxable such as government buildings, non-profit organizations and churches. Con: Parcel counts ignore the types of properties being included in the count. Certain parcels may contain high risk properties while others have an extremely low risk. This type of calculation also ignores the population of any given parcel, which as previously discussed, typically drives emergency services demand. Consider: Determining cost share based on parcel count should only be used solely if the various departments have a relatively equal distribution of non-taxable properties or if one or more departments have an extremely high concentration of non-taxable properties. As mentioned previously, each of the funding options discussed can be used singularly or in combination with one or more other variables. The following paragraphs evaluate the multiple-variable allocation method and provide some examples of how this methodology can be implemented. 150 City of Corcoran, MN Fire Service Comprehensive Growth Plan 90 Multiple-Variable Allocation Frequently, although everyone may agree on the benefit of allied emergency services, officials find it difficult to reach an accord on the cost. The differences between community demographics and/or development, along with changes that occur within the system over the long term, can cause the perception of winners and losers. This can be especially prevalent when a single variable is used to apportion cost. A service contract based on more than one allocation determinate may help solve these problems. By apportioning the costs over more than one variable, the members of the alliance will be able to reach a long-term agreement that fits the diversity of the partnering agencies. When choosing a cost-sharing strategy for partnered fire protection, it is important to keep any apportionment formula fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The information provided in the previous section details each funding alternative. Given the lengthy discussion provided with each alternative, ESCI has compiled the information into a summary table illustrating how each funding alternative would be distributed among the cost share departments in the following figure. Figure 67: Funding Formula Criteria (Example) Jurisdiction Area Assessed Value Heated Square Footage Service Demand Population Parcels Hanover 25.0% 27.6% 25.4% 27.6% 20.0% 20.1% Loretto 40.0% 26.2% 28.8% 26.2% 50.0% 42.4% Rogers 35.0% 46.2% 45.8% 46.2% 30.0% 37.5% In addition to the individual funding alternatives, several multiple-variable scenarios are also provided as an example of how this type of methodology can be applied and modified. Keep in mind that the percentages applied in the figures above and below are examples only and can be adjusted based on consensus of the appropriate representatives. This ‘calculator’ will be provided to the City of Corcoran at the conclusion of this project for use in future allocation decisions. Figure 68: Multi-Variable Cost Calculation (Example) Jurisdiction Multiple Variable #1 Multiple Variable #2 Multiple Variable #3 Hanover 26.2% 26.3% 24.3% Loretto 31.2% 30.5% 37.1% Rogers 42.7% 43.2% 38.6% 100.0% 100.0% 100.0% 151 City of Corcoran, MN Fire Service Comprehensive Growth Plan 91 Figure 69: Multi-Variable Distribution (Example) Multiple Variable #1 Area 10% Assessed Value 50% Service Demand 25% Population 15% 100% Multiple Variable #2 Area 5% Assessed Value 40% Service Demand 40% Population 15% 100% Multiple Variable #3 Area 10% Assessed Value 5% Service Demand 45% Population 40% 100% Based on the current cost per household, compared to what that cost might be if Corcoran was at the same level as the Minnesota state average, the city could see an increase of approximately $90,883 (1,922 household x $218 per household – state average) to a total of $418,996 annually for fire services funding. Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections This option could have two components: capital investment in a new fire station, and a potential modified cost allocation formula. As already discussed in the Resource Distribution discussion, an additional station in eastern Corcoran will address gaps in travel time, which become more important as development continues and population and service demand increases. The costs of a new station will depend heavily on what type of building is constructed including size, function, land cost, material costs, etc. However, there are a number of newly constructed stations across the region that can provide some guidance in this regard. What follows is a short list of recently completed facilities with an approximate cost of construction. 152 City of Corcoran, MN Fire Service Comprehensive Growth Plan 92 Fire Station Costing Examples Below are some examples of recently constructed stations. These examples are offered simply as illustrations of some facilities and their square footage construction cost. It is noted that the pricing listed is inclusive of site preparation and construction costs but does not include the cost of land or provision of utilities to the construction site. A satellite volunteer facility, like the one that may be most appropriate for this application can be significantly streamlined from larger headquarters stations like those presented below, perhaps including no more than two single-deep bays, a station office, kitchenette, lockers and showers, decontamination facilities, turnout gear storage, and some small utility and storage spaces. This may total as little as 5,000 square feet and range in cost from $1M to $2M, depending on site conditions and the type of materials used for construction. For such a station, the capability to expand both the apparatus bays and the support spaces in the future is recommended, and this strategy can allow a building to grow along with a community, spreading the financial impacts over time. It is also advised that, when planning for a new facility, other needs be considered, whether current or future needs. As discussed earlier, these may include training accommodations and props, as well as quarters for future residency staffing programs. ESCI recommends working with your bond planner to determine what the community can afford over time, and with an architect who is an expert in the design of fire station facilities to guide you through what is necessary now and what might become necessary in the future. AREA COST YEAR COST ESCALATED TO 2018* 2018 COST PER SQUARE FOOT KENYON FIRE STATION 13,500 $2,750,000 2017 $2,909,465 $ 216 MAPLE GROVE STATION #5 9,415 $1,359,000 2004 $2,277,751 $ 242 NAVARRE FIRE STATION 7,400 $1,138,000 2004 $1,907,344 $ 258 WOODBURY FOX RUN STATION 7,300 $1,178,000 2001 $2,179,017 $ 298 RAMSEY FIRE STATION #2 11,850 $3,465,000 2016 $3,892,257 $ 328 BAYPORT FIRE STATION 18,150 $5,600,000 2016 $6,290,516 $ 347 LINO LAKES FIRE STATION 13,000 $3,900,000 2016 $4,561,607 $ 351 ST. LOUIS PARK STATION #2 16,760 $5,298,000 2012 $6,746,093 $ 403 153 City of Corcoran, MN Fire Service Comprehensive Growth Plan 93 Kenyon Volunteer Fire Dept.– Cost 2,750,000 Maple Grove Station 5 – Cost $1,359,000 Navarre Fire Department – Cost $1,138,000 Woodbury Fox Run Station – Cost $1,178,000 Ramsey Fire Station – Cost $3,465,000 Bayport MN – Cost $5,600,000 Lino Lakes Fire Station – Cost - $3,900,000 St Louis Park Station – Cost $5,298,000 154 City of Corcoran, MN Fire Service Comprehensive Growth Plan 94 As can be seen from the examples presented, costs for a facility can vary greatly depending on the building, its location, and functionality. The City should consider the total use of the facility before m aking a final decision on size and scope. Many fire stations of this type also include a community room or other area so that the community can have a place to hold special events rather than a single use fire station. In addition to the capital investment, the servicing departments may still want to re-negotiate the funding of their departments. The allocation method presented previously would still apply in this case. Construct an Additional Station and Implement a City Fire Department—Cost Projections This final option will contain the capital investment cost of a new station and could potentially bring new costs to the city depending on what staffing model is chosen to operate the facility. As already presented, there are only a few current volunteers that live within the city limits of Corcoran and recruitment of new personnel would be a daunting task, as volunteerism nationwide has been on the decline for a number of years. Even if they City was able to adequately recruit personnel to staff a City owned and operated fire department, a facility and personnel alone cannot adequately provide protection to the community. Additional capital purchases would include apparatus, personal protective equipment (PPE) such as turnout gear, self-contained breathing apparatus (SCBA), tools, equipment, etc. The table below estimates the costs to completely outfit a department of 20 members. Figure 70: Estimated Cost of Apparatus and Equipment Equipment Count Price Extended Price Engine/Pumper 2 $350,000 $700,000 Tanker 1 $250,000 $250,000 Brush Unit 1 $200,000 $200,000 Turnout Gear 30* $2,500 $75,000 SCBA 20* $6,000 $120,000 Rescue Tools 1 Set $60,000 $60,000 Small Tools Various $10,000 $10,000 Hose and Appliances Various $50,000 $50,000 *Includes spares. $928,500.00 $1,465,000.00 The estimate costs in this figure are not intended to be all-inclusive, but they do highlight the cost of the additional equipment and supplies that would be necessary to start a fire department from the ground up. 155 City of Corcoran, MN Fire Service Comprehensive Growth Plan 95 Summary of Cost Projections Although the costs associated with the various options are estimates, suffice it to say that continuing the current model is, by far, the least expensive. However, if the city wishes to adequately prepare for the future of fire protection and medical first response within the corporate limits, as well as help to improve the overall level of service and reduce property insurance premiums, some expense will be necessary. The following figure summarizes the cost projections presented in this section. Figure 71: Summary of Cost Projections Option Elements Estimated Total Increase Continue Current Model Funding Formula Adjustment $90,883 New Station with Continued Contracts New Station $300,000–$2,000,000 New Station with New Fire Department New Station $300,000–$2,000,000 New Apparatus and Equipment $1,465,000 Recruitment of Personnel $10,000–$25,000 156 City of Corcoran, MN Fire Service Comprehensive Growth Plan 96 MOVING FORWARD The content of this report provides insight into the City of Corcoran’s current fire and EMS delivery system, and to the future challenges that will face the city in the coming years. Upon completion of the preceding analysis, it becomes clear that the city will need to adjust its plans for the future to keep pace with growing demands. Findings and Recommendations It is ESCI’s conclusion that the approach identified above, “Construct an Additional Station and Continue to Contract with Surrounding Agencies” is the preferred long term approach. As stated, this scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As presented in the travel time models, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the travel time maps. Two key considerations will come into play: 1. The timing of construction of a new station will need to be based on identification of response targets and analysis of current response performance and/or response shortcomings 2. Staffing of the new station will need to be analyzed carefully to assure that acceptable levels can be achieved. In the near term, doing so will likely be accomplished via the existing Paid On Call methodology, however long time consideration to other staffing strategies should be considered in future planning as well. Timing of the addition of the station is fairly clear, based on the analysis provided herein. Although we repeat that the identification of response time targets is ESCI’s preferred approach, the city has also indicated the desire to apply the NFPA 1720 response performance criteria, and ESCI agrees with the methodology. As explained previously, the staff chooses to apply the ‘suburban’ density standard to the properties tha t fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table below, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 157 City of Corcoran, MN Fire Service Comprehensive Growth Plan 97 ESCI advises that the approach of using the NFPA standards be considered concurrently with discussion of desired response targets, however, in regard to the standards quoted, and ESCI’s understanding of the city’s response performance desires, we draw the following conclusions: Implementation Planning Many studies and reports have been published and presented to clients over the years by ESCI. Often, clients are overwhelmed with information and options. It takes time to digest the report and then figure out what to do next. ESCI finds it helpful to offer a process whereby the clients can break the process down into smaller segments. Those smaller pieces allow policy-makers, fire chiefs, and communities to examine details and have discussions about what is possible. The following is offered as a framework to consider in the initial stages of evaluation. It is a strategic planning approach to partnerships. The first decision is whether the three organizations are to do anything at all, or continue on a status quo basis. Once a decision is made, the following steps are offered as a means by which to implement the chosen approach. Conduct Vision Session(s) with Policymakers The initial stage of implementation begins with the most elementary decision: “Do we want to move forward or not?” It is extremely important that, at this stage of the process, it is clearly recognized that this is a public policy decision on the part of the governing entities involved. A decision to consider altering the way in which a critical public safety service is provided, in some cases even permanently altering the governance of those services, is clearly in the purview of the elected bodies. While senior management input should be considered, the final decision should not rest at any level lower in the organization than those who are elected to represent the customers. Key Recommendations: • Understanding that portions of the City of Corcoran fall outside of desired travel time models and appreciating that future development will increase service demand considerably, and, • Finding that current response performance at the 80th percentile in the context of the NFPA Standards is marginal in some areas at this time, it is recommended that the city seek the construction of a fire station in Corcoran within a time frame of two years. • Critical to the addition of a fire station will be the determination of how it will be staffed. It is recommended that the city meet jointly with the contract fire agencies to determine the most effective approach and associated cost, considering the options of 1. Contracting with a single service provider, or 2. Staffing with a combination of qualified responders under some of the approaches listed in this report including resident firefighters, use of an integrated strategy discussed in the short-term strategies in which responders from all three contract fire departments can respond to the new station depending on their location, and 3. Future consideration of, career or part time career personnel. 158 City of Corcoran, MN Fire Service Comprehensive Growth Plan 98 For this reason, it is recommended that the elected representatives of the City of Corcoran first meet together for the initial discussion of the findings of this study and its projected operational and fiscal outcomes. During this policy stage, involvement by additional staff should be somewhat limited, perhaps at the senior management level, and then for the sole purpose of providing technical support. It is important to limit the discussion at this point to a very high level, conceptual, conversation only. Avoid “getting into the weeds”. At this stage, the city council should address only the following questions: 1. Do we concur with the findings of the ESCI report in regard to future needs? 2. If so, are we willing to consider building a fire station at all, understanding that we will need a great deal more information? 3. Should we provide direction to staff to continue to seek more information? Establish a Joint Planning Committee The next step in the process is to establish a Joint Planning Committee that will be given the overall responsibility with leadership and management of the evaluation, planning and implementation process. This will be the “nuts and bolts” group that works through the details, overcomes the challenges, reacts to new information, and makes many of the actual decisions on the implementation plan. This group should have much wider representation from stakeholders both inside and outside of the individual organizations involved. Membership in the Joint Planning Committee may include senior management personnel and, where appropriate, labor/Paid On Call representatives. The following is an example of a Joint Planning Committee: • City Manager or Board Chair (or equivalent) from each organization • Corcoran Director of Public Safety • Fire Chiefs • Finance person from each organization • Paid On Call representatives from each agency, if appropriate The Joint Planning Committee should select a chair for the committee meetings and set goals regarding how often the group will meet, how information will be communicated, and how will the group pursue consensus. The group should start by addressing the first, high level questions, for example: In addition, their first order of business should be to determine the rules and procedures of this committee. This should include such items as: • What is the direction to us at this point from the elected officials? • Do we adequately understand the findings in the report are there questions that we need to ask? 159 City of Corcoran, MN Fire Service Comprehensive Growth Plan 99 Develop an Implementation Strategic Plan Once ground rules have been set, and the committee understands its direction, the next step is the development of a draft strategic implementation plan to be returned to the elected officials. The purpose of the initial strategic planning session should be as follows: • To further articulate and refine the joint vision set by the elected officials. • To identify critical issues that will be met as the implementation process unfolds • To identify potential impediments to implementation such as: ▪ Cost and funding ▪ Conflicts present between agencies ▪ Availability of needed data and information ▪ Lack of sufficient staff to carry through implementation processes ▪ Outside influences and time demands • To set the specific goals and objectives of the implementation process and the timelines for accomplishment • To establish any workgroups necessary for implementation This process should result in the preparation of an implementation planning document that can be shared with the policy body, stakeholders, and others who will be involved in or affected by the implementation process. The document should provide the joint vision and the goals o f the project, describe the strategy or strategies being pursued, the desired outcome, and the individual objectives, tasks and timelines for accomplishment. When fully and adequately prepared, this document will serve as the master “road map” for the process and will help guide the next steps of developing working groups and assigning responsibilities. Meet, Identify, Challenge, Refine, and Overcome When new challenges, issues, impediments, or opportunities are identified by the members or workgroups, they need to be communicated to the full committee so that the information can be coordinated with findings and processes of the other members. Where necessary, the Joint Planning Committee or the chair can meet with the elected officials to discuss significant issues that may precipitate a refinement of the original joint vision. The process is continual as the objectives of the strategic plan are accomplished one by one. When sufficient objectives have been met, the Joint Planning Committee can declare various goals as having been fully met until the point comes when the actual implementation approval needs to be sought from the policy bodies. This formal “flipping of the switch” will mark the point at which implementation ends and integration of the agencies begins. 160 City of Corcoran, MN Fire Service Comprehensive Growth Plan 100 CONCLUSION The ESCI project team began collecting information concerning the City of Corcoran fire and EMS services in August of 2017. The team members recognize this report contains a large amount of information and ESCI would like to thank the City of Corcoran and its contract fire departments and many council members, Paid on Call responders and employees for their efforts in bringing this project to fruition. ESCI would also like to thank the various individuals and external organizations for their input, opinions, and candid conversations throughout this process. It is ESCI’s sincere hope the information contained in this report is used to its fullest extent and the emergency services provided to the citizens of Corcoran and the surrounding ar ea will be improved by its implementation. 161 City of Corcoran, MN Fire Service Comprehensive Growth Plan 101 APPENDICES Appendix A: Table of Figures Figure 1: Corcoran Service Area Map ................................................................................................................. 2 Figure 2: Governance .......................................................................................................................................... 3 Figure 3: Organizational Design .......................................................................................................................... 6 Figure 4: Service Area and Infrastructure ........................................................................................................... 7 Figure 5: Capital Asset Comparison .................................................................................................................... 9 Figure 6: Operating Budget and Financial Resources ....................................................................................... 10 Figure 7: Estimated Total Fire Department Funding (FY2018) ......................................................................... 11 Figure 8: Comparison of Cost of Fire Protection per Household ...................................................................... 12 Figure 9: Emergency Response Type and Frequency........................................................................................ 13 Figure 10: Foundational Elements .................................................................................................................... 14 Figure 11: Foundational Documents and Processes ......................................................................................... 16 Figure 12: Record Keeping and Documentation ............................................................................................... 18 Figure 13: Capital Asset Comparison ................................................................................................................ 20 Figure 14: Hanover Fire Station ........................................................................................................................ 21 Figure 15: Loretto Fire Station .......................................................................................................................... 22 Figure 16: Rogers Station 1 ............................................................................................................................... 23 Figure 17: Rogers Station 2 ............................................................................................................................... 24 Figure 18: Hanover Assigned Apparatus ............................................................................................................ 25 Figure 19: Loretto Apparatus ............................................................................................................................. 25 Figure 20: Rogers Station 1 Apparatus ............................................................................................................... 26 Figure 21: Rogers Station 2 Apparatus ............................................................................................................... 26 Figure 22: Administrative and Support Staffing ................................................................................................ 27 Figure 23: Administrative and Support Staff .................................................................................................... 28 Figure 24: Operational Staff .............................................................................................................................. 28 Figure 25: Emergency Response Staffing .......................................................................................................... 29 Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population ........................................................ 30 Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population .......................................................... 30 Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population .......................................................... 31 Figure 29: Average Structure Fire Staffing ........................................................................................................ 32 Figure 30: General Training Competencies ....................................................................................................... 34 Figure 31: Training Program Administration and Management ....................................................................... 35 Figure 32: Overall Service Demand (Corcoran) ................................................................................................. 38 Figure 33: Service Demand by Type .................................................................................................................. 39 Figure 34: Service Demand by Month............................................................................................................... 39 Figure 35: Service Demand by Day of Week ..................................................................................................... 40 Figure 36: Service Demand by Hour of Day ...................................................................................................... 40 Figure 37: Geographical Service Demand Distribution ..................................................................................... 41 Figure 38: Four, Six, Eight and 10-Minute Travel Capability ............................................................................. 42 Figure 39: 1.5, 2.5 and 5-Mile Travel Capability ............................................................................................... 43 162 City of Corcoran, MN Fire Service Comprehensive Growth Plan 102 Figure 40: Call Concurrency Rates (2016) ......................................................................................................... 44 Figure 41: Call Processing Performance ............................................................................................................ 47 Figure 42: 90th Percentile Turnout Time Performance ..................................................................................... 47 Figure 43: NFPA 1720 Response Performance Recommendations .................................................................. 48 Figure 44: Response Time Performance, 2015 and 2016 ................................................................................. 48 Figure 45: Mutual/Automatic Aid Given and Received .................................................................................... 51 Figure 46: Population Growth History .............................................................................................................. 52 Figure 47: Population by Age Group ................................................................................................................. 53 Figure 48: Housing Occupancy Type ................................................................................................................. 54 Figure 49: Population Growth Projections ........................................................................................................ 54 Figure 50: Consolidated Population Growth Projections ................................................................................. 55 Figure 51: Service Demand Projections – Historically Based ............................................................................ 56 Figure 52: Service Demand Projections – Thrive Based .................................................................................... 56 Figure 53: Population Density ........................................................................................................................... 60 Figure 54: Recommended Response Performance Objectives ......................................................................... 61 Figure 55: City of Corcoran 2030 Land Use Plan Map ...................................................................................... 62 Figure 56: Comparison of 2008 and 2030 Land Use ......................................................................................... 66 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan .......................................................... 67 Figure 58: Potential Rogers Station Travel Model ............................................................................................ 69 Figure 59: Potential Added Corcoran and Rogers Station Travel Model .......................................................... 70 Figure 60: Hamel Station Location Coverage .................................................................................................... 72 Figure 61: Maple Grove Station Location Coverage ......................................................................................... 73 Figure 62: Plymouth Station Location Coverage ............................................................................................... 74 Figure 63: Potential Corcoran Station Location Travel Times ........................................................................... 76 Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station ........................................................ 77 Figure 65: Current Volunteer Residences ......................................................................................................... 78 Figure 66: New Station Deployment Decision Matrix ....................................................................................... 83 Figure 67: Funding Formula Criteria (Example) ................................................................................................ 90 Figure 68: Multi-Variable Cost Calculation (Example) ...................................................................................... 90 Figure 69: Multi-Variable Distribution (Example) ............................................................................................. 91 Figure 70: Estimated Cost of Apparatus and Equipment .................................................................................. 94 Figure 71: Summary of Cost Projections ........................................................................................................... 95 163 June, 2018 Fire Service Comprehensive Growth Plan City of Corcoran, Minnesota Lane Wintermute Consulting Division Director, ESCI 164 •Assess current service delivery and infrastructure conditions and provide comparisons to industry standards and best practices where applicable •Project future growth and forecast service effects •Identify and evaluate future system delivery system needs, including current and future fire station locations 165 Evaluation of Current Conditions Future System Demand Projections Future Service Delivery Models and Strategies 166 Section I: Evaluation of Current Conditions Service Area Overview 167 Section I: Evaluation of Current Conditions Governance Figure 1: Governance Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency Agency name City of Corcoran Hanover Fire Department Loretto Volunteer Fire Department Rogers Fire Department Preferred acronym N/A HFD LFD or LVFD RFD Governance and Lines of Authority Governing body City of Corcoran City of Hanover City Council 501(C)(3) nonprofit corporation board of directors City of Rogers Head of governing body Mayor Ron Thomas Mayor Jeff Leuer, President/Fire Chief Loretto Volunteer Fire Department Incorporated Mayor and City Council Key employee of governing body Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Brian Hagen, City Administrator/ Clerk/Treasurer Jeff Leuer, President/Fire Chief Steve Stahmer, City Administrator Meetings Twice Monthly, 2nd & 4th Thursday Second Tuesday of each month (fire department) Monthly Board Meetings 3rd & 4th Tuesday of the month Policy and administrative roles defined Charter City/State Statute –Plan A City Council- Legislative Based on City policy Yes, In the Constitution and By Laws and Lexipol Yes 168 Evaluation of Current Conditions •Capital Assets –Four fire stations –8 Fire Engines (Pumpers) –1 Aerial Ladder Truck 169 Evaluation of Current Conditions •Emergency Response Staffing Administrative and Support Staff Hanover Loretto Rogers Chief 1 1 1 Assistant Chief 0 4 0 Inspector 0 0 1 Administrative Assistant 0 2 0 Total 1 7 2 Operational Staff Hanover Loretto Rogers Paid-on-Call Responder 26 30 40 170 Service Delivery Analysis •Service Delivery and Performance –Service Demand –Resource Distribution –Response Reliability –Response Performance 171 Service Delivery Analysis •Service Demand 172 Service Delivery Analysis Resource Distribution 173 Service Delivery Analysis •Station Distribution – ISO Criteria 174 Service Delivery Analysis Response Performance NFPA 1720 Response Performance Recommendations Classification Population Density per Square Mile Response Performance Target Percentile Urban >1000 9:00 90th Suburban 500 to 999 10:00 80th Rural <500 14:00 80th Wilderness/Remote Undeveloped Undetermined 90th Response Time Performance, 2015 and 2016 Hanover Loretto Rogers Average 80th %90th %Average 80th %90th %Average 80th %90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 Note: City staff desires to apply the ‘suburban’ density standard to properties within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. 2016 response performance above shows that Hanover falls at the 10 minute threshold, Loretto is 3 minutes 16 seconds below and Rogers is slightly above the level 175 Report Section II: Future System Demand Projections •Population History •Population Growth and Community Risk •Service Demand Projections 176 Future System Demand Projections Population Growth Projections Population projections: (Thrive 2040 Data) •8,900 by 2030 •11,300 in 2040 177 Future System Demand Projections Service Demand Projections 178 Future Service Delivery Models Short and Mid Term Strategies: –Establishment of Response Standards and Targets –Short Term Functional Improvements •Enhanced Automatic Aid Systems •Standardization of Standard Operating Guidelines •Regionalized Incident Command Practices •Joint Apparatus Purchasing and Planning •Shared Recruitment and Retention Efforts •Collaborative Training •Shared/Cross Trained Personnel Recommended Response Performance Objectives Population Density Performance Objective Percentile Urban >1,000 9:00 90th Suburban 500–999 10:00 80th Rural <500 14:00 80th 179 Future Service Delivery Models Potential Mid-Term Improvements: –Administrative Consolidation –Operational Consolidation –Potential Additional Regionalization Considerations 180 Potential Long Term Strategies Future Fire Station Alternatives 181 Potential Long Term Strategies Resource Distribution 182 Potential Long Term Strategies Possible Addition of a Third Station in Rogers •Vicinity of County Road 116 and Valley Drive •Improves coverage in the NE Corner of Corcoran, to some extent. •Does not Improve 4,6,8 and 10 minute coverage in the area of forecast growth. 183 Potential Long Term Strategies Possible Addition of a Fire Station in Corcoran •Vicinity of County Road 116 and County Road 10 •Improves coverage in the Central/Eastern portion of Corcoran considerably. •Expands 4,6,8 and 10 minute coverage to most of the city 184 Potential Long Term Strategies Review of Coverage from Maple Grove Fire Stations •Improves 4,6,8 and 10 minute coverage to some of the city but much of it is in the 8 and 10 minute range •Maple Grove is not inclined to enter into a contractual agreement 185 Potential Long Term Strategies Review of Coverage from Hamel Fire Department •Does not improve 4,6,8 and10 minute coverage except in a small portion of the city •Does not address area of forecast future development 186 Potential Long Term Strategies Review of Coverage from Plymouth Fire Department •Does not improve 4,6,8 and10 minute coverage •Does not address area of forecast future development 187 Analysis of Available Options 1. Continuation of Current Model – Status Quo 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies 3. Construct an Additional Station and Implement a City Fire Department 188 Analysis of Available Options 1. Continuation of Current Model – Status Quo Pros: •Costs will remain low for the provision of fire protection and medical first response. •No additional capital investment would be required. Cons: •As development continues, response times could increase with increased service demand. •Surrounding departments could require additional funding to accommodate increased service demand within Corcoran. •Changing demographics may desire a higher level of service. 189 Analysis of Available Options 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies Pros: •Improves coverage in the areas of highest projected service demand. •Improves ISO coverage •Reduces response times •May lower insurance rates •Sustains existing partnerships with FDs. Cons: •Cost of construction •Need to determine how the station will be staffed •May need to renegotiate contracts with service providers Of the options analyzed, ESCI considers Option 2 as the preferred option. 190 Analysis of Available Options 3. Construct a New Fire Station and Implement a City Fire Department Pros: •Local control •Direct management of the city’s own responders •Improves ISO coverage •Reduces response times •May lower insurance rates Cons: •Cost of construction •Cost of career personnel (viewed as cost prohibitive) •Paid On Call staffing and competition with other fire departments for members Of the options analyzed, ESCI does not advise implementation of Option 3. 191 Other Future Considerations and Challenges •Future Staffing –Nationally, all fire departments are challenged to recruit, and retain Paid On Call /volunteer members –Be sure to look to the future and plan for future, long range staffing challenges •Exploration of Regional Cooperation Opportunities –Jointly staffed fire station(s) –Joint purchasing agreement between area fire agencies –Functional consolidation with allied fire agencies in areas such as: –Shared training program –Shared prevention and public education programs –Special Operations/Technical Rescue services –Operational consolidation with neighboring agencies which could include: –Shared incident command staffing –Fully dropped boundary incident response –Collaborative station staffing with personnel from differing agencies 192 Additional Information Provided •Thresholds and Triggers—Determining When a New Station is Needed •Cost Projections –Status Quo –Construction of a station in Corcoran •Station costing examples provided –Construction of a station and Implementation of a City Fire Department Summary of Cost Projections Option Elements Estimated Total Increase Continue Current Model Funding Formula Adjustment $90,883 New Station with Continued Contracts New Station $300,000–$2,000,000 New Station with New Fire Department New Station $300,000–$2,000,000 New Apparatus and Equipment $1,465,000 Recruitment of Personnel $10,000–$25,000 193 Findings and Recommendations It is ESCI’s conclusion that the approach identified above, “Construct an Additional Station and Continue to Contract with Surrounding Agencies” is the preferred long term approach. Key Considerations: 1. Timing of construction of a new station should be based on identification of response targets and analysis of current response performance and/or response shortcomings 2. Staffing of the new station will need to be analyzed carefully to assure that acceptable levels can be achieved, now and long term. 3. To sustain current 80 th percentile response as a minimum, a time frame of around two years may be advisable. 194 Discussion Lane Wintermute, Consulting Division Director Lane.Wintermute@esci.us 195 STAFF REPORT Agenda Item 10a. Council Meeting: July 12, 2018 Prepared By: Director Matt Gottschalk Topic: Fire Study – Subcommittee Appointments and Next Steps Action Required: Appoint Subcommittee Members and Provide Direction Summary: On June 14, 2018 the City’s Fire Service Comprehensive Growth plan was delivered to the Council by ESCI. After discussion, the first step in moving forward was determined to be establishing a sub-committee to provide recommendations to the Council on future action. The Council directed staff to bring forward a recommendation for moving forward with the subcommittee. The issues the committee will provide feedback to the Council on will include: o How do we form the City’s vision for future fire service? o How do we effectively solicit community input for the discussion? o What are the recommended response times and targets? o Are the identified targets currently being achieved? o Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? o If so, can the City afford its own fire station? Staff recommends a core sub-committee of the Director of Public Safety and two Council members with expert consultation as needed from the Fire Chiefs and City staff in establishing response standards, service planning, city planning, and financial guidance. The subcommittee is anticipated to start meeting in July with dates and times determined by group availability. The subcommittee is expected to meet once or twice per month with an anticipated completion date in the next six months. Financial/Budget: This item, as presented, only involves staff time of salaried employees. This decision does not carry any immediate financial implications. Alignment with Values: This item relates to the following adopted values: Community Pride and Partnership We believe in creating a strong sense of community through partnerships with civic organizations, school districts, and local businesses. 196 Staff Report—July 12, 2018 Council Meeting Prepared by Director Gottschalk Page 2 Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. Options: 1. Appoint two Council members to the Fire Service Comprehensive Growth Plan Sub-Committee. 2. Provide staff with other direction. Recommendation: 1. Appoint two Council members to the Fire Service Comprehensive Growth Plan Sub-Committee. Council Action: Appoint two Council members to the Fire Service Comprehensive Growth Plan Sub- Committee. Attachments: None 197 STAFF REPORT Agenda Item 10b. Council Meeting: December 12, 2019 Prepared By: Director Matt Gottschalk Topic: Fire Subcommittee Report Action Required: Adoption and Direction Summary: In 2016 the City began planning for the future of its fire service in order to meet the needs of the community as it grows. On November 21, 2016 the City Council directed staff to publish a Request for Proposal (RFP) for a fire service study. The study was initiated in 2017 and conducted by Emergency Services Consulting International (ESCI). On June 14, 2018 ESCI presented the City with its Fire Service Comprehensive Growth Plan. The plan outlined several findings and recommendations, including the need for a strategic plan incorporating a three-to-five-year road map for the organization. The Council discussed the report and decided to establish a subcommittee to provide recommendations to the Council on future action. On July 12, 2018 the City Council created the Fire Service Subcommittee consisting of Councilmember Brian Dejewski, Councilmember Jon Bottema, and Director of Public Safety Matt Gottschalk. The subcommittee was directed to receive expert consultation, as needed, from the fire chiefs and City staff. The subcommittee was tasked with providing feedback to the Council on these questions: o How do we form the City’s vision for future fire service? o How do we effectively solicit community input for the discussion? o What are the recommended response times and targets? o Are the identified targets currently being achieved? o Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? o If so, can the City afford its own fire station? The fire subcommittee began meeting monthly to analyze and evaluate the City’s fire service. The group used this analysis to formulate its recommendations to the Council and completed its work in November of 2019. In alignment with ESCI’s study, the group recognized the need for establishing the vision, mission, and values for the fire service to guide the formation of the City’s strategic plan and performance targets. The Fire Service Subcommittee recommends that the Council consider adopting the following vision, mission, and values statements for the future of the City’s fire service: 198 Staff Report—December 12, 2019 Council Meeting Prepared by Director Gottschalk Page 2 Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. The subcommittee also initiated the standardized collection of response time data to be used in evaluating current and future fire service needs. The evaluation and corresponding recommendations are contained in the attached Corcoran Fire Subcommittee Recommendations document. Staff is requesting that the Council review the recommendations, formally adopt vision, mission, and values statements for the fire service and direct staff to create a work plan containing the Council’s endorsed recommendations. Financial/Budget: The next step of creating a work plan will take considerable staff time but result in no additional hard cost to the City; however, the subsequent service recommendations will most likely result in additional costs to the City. These costs would be identified with each individual project. Options: 1. Adopt the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan containing the Council’s endorsed recommendations. 2. Direct staff to schedule a work session to further examine this topic. Recommendation: Adopt the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan containing the Council’s endorsed recommendations. Council Action: 199 Staff Report—December 12, 2019 Council Meeting Prepared by Director Gottschalk Page 3 Consider adopting the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan con taining the Council’s endorsed recommendations. Attachments: 1. Corcoran Fire Subcommittee Recommendations 200 Corcoran Fire Subcommittee Recommendations December 12, 2019 201 - 2 - Contributing Members Brian Dejewski- Corcoran City Council Member Jon Bottema- Corcoran City Council Member Matt Gottschalk- Corcoran Director of Public Safety (Report Author) Dave Malewicki- Fire Chief, Hanover Fire Department Jeff Leuer- Fire Chief, Loretto Fire Department Brad Feist- Fire Chief, Rogers Fire Department Index Page Introduction…………………………………………………………………………………………………3 Vision, Mission, and Values………………………………………………………………………….3 Analysis………………………………………………………………………………………………………..5 Supporting Data………………………………………………………………………………………….13 Recommendations………………………………………………………………………………………18 Summary……………………………………………………………………………………………………..21 202 - 3 - Introduction The City of Corcoran has undertaken organized planning efforts to support its fire service as the community grows. This planning examines the unique challenges present in efficiently growing a shared service model. In 2017, the City of Corcoran commissioned a Fire Service Comprehensive Growth Plan to be completed by Emergency Services Consulting International (ESCI). This plan was delivered to the Corcoran City Council on June 14, 2018. The plan outlined several findings and recommendations, including the need for a strategic plan incorporating a three-to-five-year road map for the organization. The Corcoran City Council directed the formation of a Fire Service Subcommittee to provide the Council with recommendations in response to the study. The specific objectives sought from the subcommittee were: 1. How do we form the City’s vision for future fire service? 2. How do we effectively solicit community input for the discussion? 3. What are the recommended response times and targets? 4. Are the identified targets currently being achieved? 5. Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? 6. If so, can the City afford its own fire station? On July 12, 2018, the City Council appointed Council Member Brian Dejewski, Council Member Jon Bottema, and Director of Public Safety Matt Gottschalk as the core members of the subcommittee. The committee would receive expert consultation from staff and the fire chiefs of the three contracted fire departments as needed. The subcommittee began meeting in July of 2018 and concluded its work in November of 2019. The following information is a summary of the research and deliberations of the group. Vision, Mission, and Values A common theme throughout the growth plan was that the City cannot evaluate success or failure of its fire service without clearly delineating its service expectations. These service expectations should be rooted in the City’s philosophy for its fire service. Under basic management principles this philosophy is characterized by an organization’s adopted Vision, Mission, and Values. Once this is outlined, deeper analysis can occur. This also begins to explore the first topic asked of the group by the Council: “How do we form the City’s vision for future fire service?” The subcommittee invested significant time in developing thoughtful vision, mission, and values statements to work from. 203 - 4 - A vision provides direction on what the organization aspires to achieve or become. The subcommittee spent time evaluating what an achievable aspiration for fire service in Corcoran should look like and developed the following recommended vision statement: Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Once the vision was identified the subcommittee moved on to the mission statement. A mission statement creates focus, outlines an organization’s reason for existence (including purpose and intention) and describes what the organization is (or should be) doing now to achieve its vision. The subcommittee considered Corcoran’s fire service history and current expectations in evaluating what it should be doing to successfully achieve its vision. The subcommittee developed the following recommended mission statement: Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. After the mission was established, the subcommittee worked to develop a values statement. The values statement should identify the principles necessary to guide behavior and culture for the successful fulfillment of the organization’s mission and vision. The recommended values statement developed by the subcommittee is: Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. 204 - 5 - Analysis Once the philosophy was established and outlined through the vision, mission, and values, the subcommittee began its analysis through the lens of these guiding principles. In order to further explore the question “How do we form the City’s vision for future fire service?” the subcommittee determined that four key elements needed to be established. First, determine what service components need to be evaluated, second provide clarity on what currently exists, third, identify existing service gaps, and fourth, provide clear options for the evolution of service in each of these fundamental service components going forward. The subcommittee identified the following fire department service components for assessment: Prevention, Protection, Preparedness, Ability to Reach All Residents, Training, Community Education, and Response Times. The fire chiefs from all three departments participated in the subsequent meetings to accurately evaluate these components and project future needs in alignment with the City’s vision. Prevention The subcommittee spent significant time evaluating fire prevention and identified it as one of the most significant gaps in future service projections. Presently, the City of Corcoran has a limited contractual agreement with MetroWest (also the contracted Building Inspector) to provide Fire Marshal services on an hourly basis. This service is limited to commercial construction plan review (including site inspection) and participation in the monthly public safety plan review process for new developments. There are currently no other proactive fire prevention efforts underway in the City. The primary service gaps identified were: - Lack of regular community communication to observe fire safety practices like checking batteries in smoke detectors, practicing evacuation plans, and recreational fire guidelines. - Extremely limited documentation of expectations for the City’s Fire Marshal. - Existing businesses are out of compliance with fire code (some significantly) and many operators are not aware of the regulations or best practices. Lack of compliance can present dangerous situations for their staff and responding public safety personnel. - No plans in place for future community compliance with fire code in new construction or existing businesses. The subcommittee outlined the following recommendations to the Council to begin addressing these gaps as fire service in Corcoran evolves: - Dedicate a page on the City’s website to fire information. - Include a section in the City newsletter on fire prevention and information. 205 - 6 - - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). - Continue having the fire chiefs participate in the monthly public safety plan review. - Continue contracting for fire plan review and inspection of all new commercial projects. - Incorporate fire code compliance into any future rental ordinance. - Set the standard that all new multifamily complexes will be inspected for compliance every two years. - Evaluate the current Fire Marshal structure, function, and duties. - Begin forming a Fire Education & Inspection team consisting of one representative from each fire department. This team will conduct business education visits one day per month. The purpose of the visits will be to educate business operators on fire code violations so that they may work towards code compliance. Businesses should be prioritized by the number of employees. This recommendation also carries other duties in future recommendations. - Begin commercial fire code enforcement after three years of education and inspection visits. The goal of the visits is compliance and none of the violations should come as a surprise to the business operators. Protection The City is engaged in several practices to continue to develop its fire protection throughout the community. The City conducts public safety plan reviews for all new construction projects brought forward by developers. As part of this process, the plans are evaluated for emergency access, hydrant infrastructure, and public safety best practices. The City has also added new water tanker fill stations along county corridors to support its rural firefighting operations. The City continues to add hydrants throughout the community as development occurs. Hydrants continue to be added to existing areas as water infrastructure becomes available. All new hydrants installed in the City are outfitted with Storz connections already in place. The City has also developed a highly functional relationship between its Public Works department and the Fire Departments for support in shuttling water and scene safety needs like plowing, salting, and demolition as necessary. The City also currently meets the NFPA 1720 standard for the first engine to scene on all structure fires. The subcommittee identified four primary service gaps in its existing fire protection: - The significant geographic coverage gaps articulated in the comprehensive growth plan. - The lack of fire department response pre-plans for commercial properties in the City. - The lack of the formal adoption of Minnesota’s (optional) building code Chapter 1306 as it relates to fire protection. - The lack of response time expectations and requirements both in existing contracts and for evaluating future investments. 206 - 7 - In order to address these service gaps in fire protection the subcommittee recommends that the City Council consider the following recommendations: - Continue the public safety plan reviews to identify opportunities for improved access and resources in new developments. - Analyze existing response times, incorporate response time standards into existing contracts, and identify future response time expectations as they relate to the evolution of the fire service. - Have new home-based businesses in the City complete information sheets for the fire departments containing information related to hazardous materials and the number of occupants. - Utilize the previously recommended Fire Education & Inspection team visits for the fire departments to develop response pre-plans for community businesses. - Consider adopting Minnesota Building Code Chapter 1306. Its adoption would place some burden on new construction but significantly helps with fire containment. Preparedness The subcommittee evaluated the City’s fire preparedness. Several strengths were identified along with some significant planning needs. Currently, all three fire departments operate up to date equipment meeting all NFPA equipment standards. The three departments are also meeting their ISO rating goals. All three departments currently utilize Active 911 and operate under the same standardized Incident Command Structure (ICS). The preparedness service gaps identified by the subcommittee were: - Significant dispatching delays from Hennepin County. - No pre-plans are currently in place for responding to commercial fires. - The City has a significant geographical service gap outlined in the growth plan. This area also contains the City’s highest population density along with the highest centralized demand for service (according to the growth plan). Nearly all new development is occurring in this area. - The current paid on-call model is being stretched and is projected to be insufficient in meeting future demands. - Medical calls for service already make up a significant portion of the City’s demand for service and the incoming senior targeted developments will continue to increase this demand. The subcommittee developed the following preparedness recommendations: - Continue to handle significant dispatching delays on a case by case basis, as any system changes are largely out of the City’s control at this time. - Continue to have fire department staff attend police department trainings annually for cross-training on scene size-up and response. - Utilize the Education and Inspections Team to develop commercial pre-plans. 207 - 8 - - Incorporate options for facilities and equipment placement within the outlined service gap area as opportunities become available through development and city campus planning. - In order to meet the compounding demand of new developments bringing increased medical calls for service, in an area already containing an existing service gap, the subcommittee recommends the City begin exploring the timing and feasibility of a medical duty crew targeted at only peak times. Significant discussion went into how to take a scalable approach to meeting increasing service demands. Evaluation of the statistics shows that a significant number of today’s calls for service and the incoming demand could be better served with a targeted approach to medical and good intent calls, rather than investing in the entire fire service. This would result in significantly less overhead expense. A comprehensive evaluation would be necessary, but based on the data collected so far, this crew would be able to respond to a statistical majority of all current fire department calls for service while on-duty. This feasibility study would need to include a number of components including appropriate timing based on cost/benefit, anticipated cost, composition (full-time, part-time, or volunteer staff), equipment options, anticipated impact on existing fire contract calculations (up or down depending on staff composition). The subcommittee believes this approach would be the most efficient next step to investigate in meeting growing service demands. If current trends continue, the need to invest in fire response resources will follow the demand for increased medical response. With the geographical service gap identified, the City should explore opportunities to close that gap as opportunities become available through development and city campus planning. Facility location logic is addressed at length in the City’s Fire Service Comprehensive Growth Plan. Continuously monitoring and evaluating call for service volume and response time data in relation to the adopted standards will dictate the urgency for those investments. Ability to Reach All Residents The subcommittee found that, despite the City’s geographic challenges, it is already making progress in improving its ability to reach all residents. Much of this can be attributed to making investments in various communication platforms, including the Code Red public alert system. Additionally, the City continues to improve physical access to properties by incorporating significant public safety planning efforts into its new developments and infrastructure. The fire service subcommittee identified the following service gaps in the City’s ability to reach all residents: - Some commercial buildings in non-hydrant areas have limited physical access and no corresponding pre-plan. - A significant number of commercial buildings without sprinkler systems. 208 - 9 - - A large number of in-home businesses with currently unquantifiable threats to fire safety. - The fire departments continue to work with significant budget and staffing constraints and service demands are continuing to grow across the board. In order to continue improving the City’s ability to reach all residents, the fire subcommittee recommends that the City Council consider the following recommendations: - Develop a fire department “Access Needs” summary to be distributed with all driveway permits. Many residents aren’t aware of the physical restrictions fire departments face in accessing properties. This information sheet will allow residents to make informed decisions about access to their property. - Provide the fire departments with a list of all commercial and home-based businesses in town. - Create and distribute a fire department questionnaire with all home-based business applications to relay important information to the fire departments about the typical number of occupants, chemicals used, and any flammable considerations. - Utilize the Fire Education & Inspection team to begin creating pre-plans to coordinate access and response coordination. - Regularly evaluate regional box alarms to ensure necessary staffing and resources are arriving on scene in a timely manner. Training The fire subcommittee went on to evaluate training across the fire service. Firefighters must have 24 hours of continuing education every two years. The subcommittee found that all three fire departments currently exceed the minimum requirements. The Rogers Fire Department currently conducts in-house training twice per month with specialized trainings each month including topics like first responder training, underground parking preplans, and others. The Loretto Fire Department has dedicated training officers and also trains twice per month. The Hanover Fire Department trains monthly on fire topics plus medical training sessions every other month. The subcommittee identified the following service gaps in its evaluation of fire service trainings: - While collaborative trainings between the departments do occur, they are not currently formalized or standardized in any way. - There is no interdepartmental evaluation of regional training needs. - Collaborative training opportunities may result in increased efficiency. 209 - 10 - The fire subcommittee recommends that the City Council consider incorporating the following training recommendations: - All three fire chiefs should meet to determine regional training and collaboration needs. Once identified, the departments should implement at least one joint training annually. - After each joint training the fire chiefs should meet to evaluate the joint training and plan the next joint training topics. Community Education The subcommittee identified several different ways that the fire departments were choosing to engage in community education efforts. All three departments take an active role in the City’s Night to Unite! event. This allows them opportunity to interact with the community in a casual manner, answer any questions that come up, and show the community their equipment. Beyond Night to Unite! the subcommittee found there was little consistency in the way each department approached public education. They all incorporate their websites and social media to varying degrees. The departments also conduct school visits in their areas. Unfortunately, the City of Corcoran has five different school districts and they do not all have a physical presence in the community. The subcommittee identified the following service gaps in community education: - While the fire departments make an explicit effort to engage the schools, there is a lack of consistency among the city’s five school districts. Each school approaches Fire Prevention Week differently. These variables make it challenging to ascertain youth education levels related to fire safety. - There is a significant service gap in rental (and future multi-housing) education, compliance, and enforcement. - There is currently no proactive educational approach that has been developed to educate business owners and neighborhoods about fire safety issues. The fire subcommittee identified the following recommendations for the City Council to consider related to community education: - Include an article from one of the fire departments in each of the quarterly City newsletters. - Dedicate a page on the City’s website to fire safety information. - Consider starting a Facebook page representing Corcoran Fire Service with regular contributions from all three departments. - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). - Begin taking a proactive approach to education and inspection through the implementation of the Fire Education & Inspection team. 210 - 11 - Response Times In evaluating the fire service, the subcommittee found that NFPA 1720 outlines tiered response time standards depending on the type of region served. Corcoran is predominantly rural with developing suburban areas. The classification of a rural or suburban fire response is determined by density and hydrant presence. The classification of rural or suburban medical response is determined by whether the property falls within the City’s Metropolitan Urban Service Area (MUSA). NFPA standards outline a performance target of 14 minutes at the 80th percentile for rural response and 10 minutes at the 80th percentile for suburban response times. The logic in response time variation would seem to be rooted in the geographic area covered, density of surrounding structures as it relates to scene management, and the immediacy of available resources (hydrants vs. water tanker transports, etc.) It is also important to note that NFPA standards were developed as an industry standard, not the industry standard. A community should develop its own response time standards based on a combination of community expectations, industry standards, and available resources. While the variables in fire response expectations are logically influenced by the environment, the subcommittee unanimously agreed that response time expectations for medical calls for service shouldn’t necessarily have to be bound by the same restrictions. One of the unique benefits found in the analysis of the shared service model is that it allows more compartmentalized evaluation and investments. The group expressed the sentiment that medical calls for service should have a uniform response time standard throughout the community regardless of geographic location. The group subsequently broke the response time data collection out into different categories to ensure that these diverse expectations can be delineated and that any subsequent investments will be directed at addressing the specific expectation. This targeted approach should also result in more financially sound investments. This separation of data later affirmed the assumption that a statistically large portion of the fire service calls were medical in nature. The subcommittee also determined that response data must be collected in a uniform way in order to understand what level of service the City is currently receiving. The subcommittee worked with the fire chiefs to develop a shared definition for a “functional response time” and all three agencies committed to collecting the data in that fashion. The fire departments defined functional response time as “The arrival of the necessary apparatus and personnel on scene to take action.” It is important to note that this is not the same as “first on scene” arrival time. The group initiated the collection of functional response time data in January of 2019. The data is intended to only provide general summary data and should not be used to evaluate any individual call for service. The information collected from January through October 2019 tells us that 50.82% of all fire department calls for service (CFS) are medical in nature and 49.18% are fire related responses. 211 - 12 - Of all the medical calls for service, 91.94% required emergency response while 76.67% of fire related calls elicited an emergency response. Medical Response The rural emergency medical response calls for service resulted in a median functional response time of 10:03, an average functional response time of 10:35, and an 80th percentile functional response time of 12:13. The suburban emergency medical response calls for service resulted in a median functional response time of 12:35, an average functional response time of 12:37, and an 80th percentile functional response time of 15:19. This medical response time data aligns with the GIS based assertions provided in the Fire Service Comprehensive Growth Plan that our highest population density (eastern Corcoran) also has the longest response time. This data supports future investments within the geographical service gap outlined in the growth plan. Based on this information, the fire subcommittee recommends that the City Council incorporate a medical functional response time standard of 15:00 (measured at the 80th percentile) into existing fire service contracts and adopt a medical functional response time goal of 12:00 (at the 80th percentile) to work towards citywide. In the opinion of the subcommittee, investments in improving medical response times in eastern Corcoran should be immediately considered to provide equitable service across the entire community and to support the anticipated increase in call volume in this region. Medical calls for service currently comprise over half of the fire department calls for service in Corcoran and 21% of these currently occur in the developing suburban areas (with rapid growth anticipated). This data does not include additional medicals that currently only elicit a police response. Since medical calls for service do not generally require the same amount of overhead expense as fire response in both equipment and staffing, addressing the medical response needs seems to be a logical first step towards overall improvement. The data in the Fire Service Comprehensive Growth Plan and Fire Department Call for Service Response Time data support timely investments in medical response in the geographic service gap outlined in the growth plan. Fire Response The rural emergency fire response calls for service resulted in a median functional response time of 11:09, an average functional response time of 11:09, and an 80th percentile functional response time of 14:24. For comparison, the NFPA performance objective for rural emergency fire response is 14:00. The suburban emergency fire response calls for service resulted in a median functional response time of 13:54, an average functional response time of 12:49, and an 80th percentile response time of 14:30. For comparison, the NFPA performance objective for a suburban fire response is 10:00 at the 80th percentile. Corcoran’s response time data (longer response in suburban and shorter response in rural) is inversed according to NFPA performance objectives (shorter in suburban and longer in rural). 212 - 13 - Since most suburban growth is occurring within the geographical service gap outlined in the growth plan, this data supports future investments in that area. Based on this information, the fire subcommittee recommends that the City Council incorporate a rural and suburban fire functional response time standard of 14:00 (measured at the 80th percentile) into existing fire service contracts. If the City Council chooses to adopt the recommended vision statement: “The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride.” The fire subcommittee recommends adopting the current suburban NFPA performance objective of 10:00 (at the 80th percentile) as the functional response time goal to work towards for service in suburban areas. In the opinion of the fire subcommittee, the City of Corcoran should begin planning investments for improving fire response times in eastern Corcoran in the near future. According to industry standards, communities should strive for a lower fire response time in suburban areas; however, Corcoran’s suburban response is longer than the rural parts of the community. This community impact is slightly mitigated by the fact that, currently, only 10% of emergency fire responses are occurring in suburban areas. This demand is anticipated to grow over time as development continues; however, probably not at the elevated rate of medical calls. Additionally, investments in reducing fire response times are significantly more expensive and require substantially more planning for the necessary capital investments. The data in the Fire Service Comprehensive Growth Plan and Fire Department Call for service Response Time data both support timely planning for fire response investments in the geographic service gap area outlined in the growth plan. Any facility investments should improve response times for both medical and fire responses in rural and suburban areas. Supporting Data The following data was collected by all three of Corcoran’s fire departments starting in January. This data was arranged in graphic and numeric fashion to help visualize current service demands. 213 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 44 13 4 1 406104 Percentage of Total 70.97%20.97%6.45%1.61%66.67%10.00%16.67%6.67% Functional Response Time Median 10:03 12:35 11:09 17:15 11:09 13:54 16:42 15:48 Functional Response Time Average 10:35 12:37 14:39:00 17:15 11:09 12:49 16:52 16:15 Functional Response Time at the 80th Percentile 12:13 15:19 11:09:00 N/A 14:24 14:30 20:44 15:48 Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 (Except Hanover FD) Sources = Loretto FD, Hanover FD, Rogers FD Total Calls For Service November 2019 City of Corcoran Editor: Police Technician Emma Remillard 50.82%49.18% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Medical Responses out of Total Calls for Service Fire Responses 14:31 20:44 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses 57 5 46 14 16:30 2019 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (CFS) 13:00 17:15:00 62 60 10:51 15:18 16:30 16:42 91.94%8.06%76.67%23.33% 10:21 14:12 12:50 50.82 91.94 8.06 70.97 20.97 6.45 1.61 49.18 76.67 23.33 66.67 10 16.67 6.67 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 2 4 6 8 10 12 14 16 18 20 Jan Feb Mar April May June July Aug Sept Oct Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1421 4 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 18 10 1 1 20641 Percentage of Total 60%33.33%3.03%3.03%64.52%19.35%12.90%3.23% Functional Response Time Median 11:08 15:19 N/A 17:15 11:09 13:54 16:42 18:50 Functional Response Time Average 11:35 13:56 N/A 17:15 11:33 12:49 18:02 18:50 Functional Response Time at the 80th Percentile 13:14 15:19 N/A N/A 13:15 14:30 16:54:00 N/A Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Rogers FD 12:00 17:15 12:02 18:11:00 93.33% 6.67%83.87% 16.13% 11:11 17:15 12:22 16:54 Non‐Emergency Fire Responses 28 2 26 5 2019 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (CFS) Medical Responses out of Total Calls for Service Fire Responses 31 50.82% 30 49.18% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service N/A14:31 14:15 18:50:00 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses 49.18 93.33 6.67 60 33.33 3.03 3.03 50.82 83.87 16.13 64.52 19.35 12.9 3.23 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 2 4 6 8 10 12 Jan Feb Mar April May June July Aug Sept Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1521 5 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses = Emergency Medical Responses  in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Mergency Fire Responses in Suburban Areas Amount 13320 10063 Percentage of Total 72.22% 16.67% 12.50% 0% 53% 0% 31.58% 15.79% Functional Response Time Median 9:09 12:20 9:29 0 10:42 0 18:01 14:58 Functional Response Time Average 9:30 11:19 9:29 0 10:27 0 15:43 14:58 Functional Response Time at 80th Percentile 10:06 12:20 11:09 N/A 16:06 N/A 20:44 15:48 Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at 80th Percentile Amount Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Loretto FD 2019 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (CFS) 16 10 10:27 9 47% 15:33 15:28 53% 10:42 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 88.89% 9:17 9:50 2 51.35% 19 Medical Responses out of Total Calls for Service 18 48.65% Fire Responses out of Total Calls for Service Emergency Medical Responses Non‐Emergency Medical Responses 15:06 10:4410:41 11:09 Emergency Fire Responses Non‐Emergency Fire Responses 11.11% 9:29 9:29 48.65 88.89 11.11 72.22 16.67 12.5 0 51.35 53 47 53 0 31.58 15.79 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 1 2 3 4 5 6 Jan Feb Mar April May June July Aug Sep Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1621 6 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 13010 10000 Percentage of Total 92.86%0%7.14%0 100%0%0%0% Functional Response Time Median 11:00 0:00 25:00:00 0 11:30000 Functional Response Time Average 10:34 N/A 25:00:00 N/A 11:06 N/A N/A N/A Functional Response Time at the 80th Percentile 12:00 N/A N/A N/A 15:00 N/A N/A N/A Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Hanover FD 10 0 2019 HANOVER FIRE DEPARTMENT CALLS FOR SERVICE (CFS) Fire Responses out of Total Calls for ServiceMedical Responses out of Total Calls for Service Emergency Medical Responses Non‐Emergency Medical Responses Fire Emergency Fire Non‐Emergency 11:30 1 58.33% 14 10 41.67% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 15:00 N/A12:00 N/A 0 10:36 25:00:00 11:06 0 92.86% 7.14%100% 0% 11:00 13 25:00:00 58.33 92.86 7.14 92.86 0 7.14 0 41.67 100 0 100 0 0 0 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 1 2 3 4 5 6 7 Jan Feb Mar April May June July Aug Sept Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1721 7 - 18 - Recommendations In order to properly evaluate its fire service and plan for its success the City of Corcoran should explicitly outline its philosophy through adopted Vison, Mission, and Values statements. The subcommittee recommends adopting the following fire service Vision, Mission, and Values statements: Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. Once the organization’s philosophy is outlined through its Vision, Mission, and Values its service can be developed accordingly. The subcommittee identified seven key service components to evaluate. These components included: Prevention, Protection, Preparedness, Ability to Reach All Residents, Training, Community Education, and Response Times. This in-depth evaluation was used to determine recommendations for aligning Corcoran’s fire service with its Mission and position it for successful progress towards its Vision. These recommendations were guided by the values developed by the group. The City Council should carefully consider the staffing impacts of each recommendation. After thorough evaluation of the key service components, the Fire Service Subcommittee recommends that the City Council individually consider the adoption of each of the following service recommendations. The recommendations were split into two tiers by the subcommittee. Tier 1 are items for immediate implementation and Tier 2 are items to begin planning and groundwork for implementation. 218 - 19 - Recommendations Requiring Staff Time Tier 1 Priorities (Immediate Implementation) - Evaluate the current Fire Marshal structure, function, and duties. (Prevention) - Analyze existing response times, incorporate response time standards into existing contracts, and identify future response time expectations as they relate to the evolution of the fire service. (Protection) - Continuously evaluate call volume and response times to determine effectiveness of existing response strategies and recommend facility timing. (Summary) - Dedicate a page on the City’s website to fire information. (Prevention, Community Education) - Include a section in the City newsletter from one of the fire departments containing fire prevention information. (Prevention, Community Education) - Create and distribute a fire department questionnaire with all home-based business applications to relay important information to the fire departments about the typical number of occupants, chemicals used, and any flammable considerations. (Protection, Ability to Reach All Residents) - Develop a fire department “Access Needs” summary to be distributed with all driveway permits. Many residents are not aware of the physical restrictions fire departments face in accessing properties. This information sheet will allow residents to make informed decisions about access to their property. (Ability to Reach All Residents) Tier 2 Priorities (Begin Planning and Groundwork for Implementation) - Provide the fire departments with a list of all commercial and home-based businesses in town. (Ability to Reach All Residents) - Incorporate options for facilities and equipment placement within the service gap area as opportunities become available through development and city campus planning. (Preparedness) - Consider starting a Facebook page representing Corcoran Fire Service with regular contributions from all three departments. (Community Education) - Incorporate fire code compliance into any future rental ordinance. (Prevention) - Set the standard that all new multifamily complexes will be inspected for compliance every two years. (Prevention) - Consider adopting Minnesota Building Code Chapter 1306. Its adoption would place some burden on new construction but significantly helps with fire containment. (Protection) 219 - 20 - Recommendations Requiring Fire Department Service Changes (contract implications) Tier 1 Priorities (Immediate Implementation) - Regularly evaluate regional box alarms to ensure necessary staffing and resources are arriving on scene in a timely manner. (Ability to Reach All Residents) - The City should begin forming a Fire Education & Inspection team consisting of one representative from each fire department. This team will conduct business education visits one day per month. The purpose of the visits will be to educate business operators on fire code violations so that they may work towards code compliance. Businesses should be prioritized by the number of employees. (Prevention, Community Education) - All three fire chiefs should meet to determine regional training and collaboration needs. Once identified, the departments should implement at least one joint training annually. After each joint training the fire chiefs should meet to evaluate the joint training and plan the next joint training topics. (Training) Tier 2 Priorities (Begin Planning and Groundwork for Implementation) - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). (Prevention, Community Education) - After three years of education and inspection visits, the Fire Education & Inspection team should begin commercial fire code enforcement. The goal of the visits is compliance and none of the violations should come as a surprise to the business operators. (Prevention) - Utilize the Fire Education & Inspection team visits for the fire departments to develop response pre-plans to coordinate access and response for community businesses. (Protection, Preparedness, Ability to Reach All Residents) Recommendations Requiring Analysis, Policy Development, and Council Approved Action: Tier 1 Priorities (Immediate Implementation) - In order to meet the compounding demand of new developments bringing increased medical calls for service, in an area with an existing service gap, the subcommittee recommends the City begin exploring the timing and feasibility of a medical duty crew targeted at peak times. (Preparedness) - Begin planning for the addition of a new fire station to address the service area gap. Considerations should include forecasted service demand, development opportunities, and financial planning. (Summary) 220 - 21 - Recommended Standards to Adopt and Continued Best Practices - Incorporate a medical functional response time standard of 15:00 (measured at the 80th percentile) into existing fire service contracts. (Response Times) - Adopt a medical functional response time goal of 12:00 (at the 80th percentile) to work towards citywide. (Response Times) - Incorporate rural and suburban fire functional response time standards of 14:00 (measured at the 80th percentile) into existing fire service contracts. (Response Times) - Adopting the current suburban NFPA performance objective of 10:00 (at the 80th percentile) as the functional response time goal to work towards for service in suburban areas. (Response Times) - Continue having the fire chiefs participate in the monthly public safety plan review in order to identify opportunities for improved access and resources in new developments. (Prevention, Protection) - Continue contracting for fire plan review and inspection of all new commercial projects. (Prevention) - Continue to handle significant dispatching delays on a case by case basis, as any system changes are largely out of the City’s control at this time. (Preparedness) - Continue to have fire department staff attend police department trainings annually for cross-training on scene size-up and response. (Preparedness) Summary The Fire Service Subcommittee developed several recommendations for the City Council as a result of its analysis. A number of the recommendations are overlapping and lend themselves to continuity in forming the City’s vision for its future fire service (objective #1). Some of these recommendations rely on the implementation of others for their success; however, the group recommends that the Council consider them individually, as they all carry their own costs and benefits. The subcommittee sorted the recommendations into two tiers in order to help prioritize the actions recommended to the City Council. The subcommittee discussed ways to effectively solicit community input for discussion (objective #2) and determined that the vision for fire service should be a product of both community expectations and industry standards. Staff and elected officials shared that a strong majority of the feedback from the community was that they appreciate the existing level of service provided by the City’s fire departments. Additionally, existing data shows that the current fire service is close to industry standards. Consequently, this makes developing the City’s goals much easier. By evaluating the core components of the fire service and statistical data points we now know what service levels to monitor and maintain. It also allows us to see the challenges immediately facing our community so that we can try to stay out in front of 221 - 22 - them or, at least, mitigate their impacts. Incorporating community feedback on daily operational expectations needs to be a continuous process by both staff and elected officials. Soliciting community feedback on major investments should be accomplished through multiple media formats and community meetings (when appropriate). The Fire Service Subcommittee’s recommended response times and targets (objective #3) are outlined in detail in the Analysis Response Times section and the Recommendations Summary. The subcommittee also evaluated a number of core fire service components that were determined to be equally as important in developing the City’s vision for its future fire service. These recommendations are also outlined. The subcommittee evaluated if the identified targets are currently being achieved (objective #4). The subcommittee found that a significant amount of the core components and response times are currently being achieved but that following some specific recommendation would dramatically improve clarity in the delivery of service and position the City to accommodate growth in a scalable and fiscally responsible manner. Corcoran’s Fire Service Subcommittee considered if the addition of a new fire station in Corcoran will be necessary to achieve the response standards (objective #5). Based on all of the information, the subcommittee recommends that the City begin planning for the addition of a new fire station to address the service area gap, but that it is not the first priority moving forward. The subcommittee recommends that while planning for a facility investment, a few other cost-effective options should improve service to the community and delay the fire station’s urgency. In considering if the City can afford its own fire station (objective #6) the group finds that there are too many variables to immediately ascertain an answer; especially since the necessary timing may be impacted by the implementation of intermediate options. Once the City Council approves or selects its chosen recommendations provided by the subcommittee, staff can continue evaluating the data points over time and begin planning for what that future may hold. Ideally, smart intermediate investments will prolong the facility need as much as possible and the City can use this time for planning. In the process of achieving the City Council’s objectives for the subcommittee nearly all of ESCI’s recommended action steps outlined in the Fire Service Comprehensive Growth Plan were completed. The evaluation and recommendations provided by this subcommittee should be considered a continuation of the analysis work started in the Fire Service Comprehensive Growth Plan. 222 - 23 - Once the City Council selects the specific recommendations for adoption, staff will follow up with a work plan. The Fire Service Subcommittee would like to thank the Council for its consideration of the recommended options. 223 STAFF REPORT Agenda Item 9a. Council Meeting: February 11, 2021 Prepared By: Matt Gottschalk Topic: Fire Sub-Committee Report Update Action Required: Direction Summary: From 2016 – 2019 the City undertook significant planning efforts for the future of its fire service. On June 14, 2018, Emergency Services Consulting International (ESCI) presented the City with its Fire Service Comprehensive Growth Plan. As a result of the recommendations in the growth plan the Council elected to move forward with a subcommittee to define the expectations for the City’s fire service in the future and make recommendations to the Council for action. On July 12, 2018, the City Council created the Fire Service Subcommittee consisting of Councilor Brian Dejewski, Councilor Jon Bottema, and Director of Public Safety Matt Gottschalk. The subcommittee was directed to receive expert consultation from the City’s three fire chiefs in answering these specific questions: o How do we form the City’s vision for future fire service? o How do we effectively solicit community input for the discussion? o What are the recommended response times and targets? o Are the identified targets currently being achieved? o Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? o If so, can the City afford its own fire station? The fire subcommittee met monthly and completed its work in November of 2019. On December 12, 2019, the City Council adopted the subcommittee’s proposed vision, mission, and values statements and directed staff to develop a work plan based on the recommendations of the subcommittee. While in the early stages of developing a work plan in 2020, the COVID19 pandemic struck absorbing most of our public safety resources. Staff is now beginning to start developing the fire service work plan. Since fire service planning was last in front of the Council, we have added three new members. Prior to creating the work plan, staff would like to ensure that the Council’s vision and direction on the topic has not changed. Staff is requesting that the City Council review the following items in their entirety: o The Fire Service Comprehensive Growth Plan contained in the June 14, 2018 staff report. o The adopted fire service vision, mission, and values statements contained in the December 12, 2019 staff report. 224 o The Corcoran Fire Subcommittee Recommendations contained in the December 12, 2019 staff report. Once the Council has reviewed the documents, staff is requesting direction on the formation of the fire service work plan. Financial/Budget: This direction involves significant staff time but no new hard costs. Options: 1.Direct staff to proceed with developing the work plan according to the previously adopted recommendations. 2.Direct staff to proceed with developing the work plan with m odified recommendations. 3.Provide staff with other direction. Recommendation: 1.Direct staff to proceed with developing the work plan according to the previously adopted recommendations. Council Action: Direct staff to proceed with developing the work plan according to the previously adopted recommendations. Attachments: 1.June 14, 2018 Corcoran City Council Staff Report 11a. Fire Service Comprehensive Growth Plan 2.December 12, 2019 Corcoran City Council Staff Report 10b-b1. Fire Subcommittee Report 225 STAFF REPORT Agenda Item 11a. Council Meeting: June 14, 2018 Prepared By: Director Matt Gottschalk Topic: Fire Service Comprehensive Growth Plan Action Required: Review, Discuss, and Direct Staff Summary: On November 21, 2016 staff presented the Council with information recommending a Fire Service Study for the City of Corcoran. As a result of that presentation, staff was asked to bring back a request for proposal for the Council to review prior to publication. On February 23, 2017 staff brought forward a draft request for proposals for a Fire Service Comprehensive Growth Plan. The Council directed staff to publish the RFP as presented. On February 24, 2017, the request for proposals was published with the League of Minnesota Cities and sent to several consultants that had recently done work in the area. The deadline for proposals was March 30, 2017. At the May 11, 2017 Council meeting the City Council directed staff to move forward in commissioning a Fire Service Comprehensive Growth Plan study with Emergency Services Consulting International (ESCI). In the fall of 2017 staff was notified that the State Fire Marshal’s Office was changing their grant criteria and that Corcoran’s study would now qualify under their newly redesigned “Service Planning” grant. Staff assembled the supporting documentation, completed the grant application, and submitted it to the State Fire Marshal’s Office in January of 2018. On February 28, 2018 the City received formal notification that it would be receiving Service Planning grant funds. Staff worked with ESCI to provide all of the necessary information and documentation that they required. ESCI staff traveled to Minnesota for two days of on-site work. City staff reviewed draft reports and provided feedback to ESCI during the composition the study. ESCI has now completed the report and is scheduled for presentation at the June 14, 2018 council meeting. Staff is requesting that the Councilors study the attached Fire Service Comprehensive Growth Plan and assemble any questions they may have for the ESCI consultants. Questions may be asked during ESCI’s presentation of the study. If you have in-depth questions for ESCI, staff can relay them prior to the meeting so that they can adequately prepare for them. Attachment 1 226 Staff Report—June 14, 2018 Council Meeting Prepared by Director Gottschalk Page 2 Financial/Budget: There are no financial considerations associated with this portion of the Fire Service Comprehensive Growth Plan process. Alignment with Values: This item relates to the following adopted values: Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. Options: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Recommendation: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Council Action: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Attachments: Fire Service Comprehensive Growth Plan. 227 FIRE SERVICE COMPREHENSIVE GROWTH PLAN Minnesota 2018 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 E-Mail: info@esci.us • Corporate Office: 503.570.7778 228 City of Corcoran, MN Fire Service Comprehensive Growth Plan i TABLE OF CONTENTS Acknowledgments ........................................................................................................................ iii Evaluation of Current Conditions ................................................................................................... 1 Organizational Overview ................................................................................................................................. 1 Governance ................................................................................................................................................. 2 Organizational Design ................................................................................................................................. 5 Service Area and Infrastructure .................................................................................................................. 7 Budgets and Finance ................................................................................................................................... 9 Finance and Budget .................................................................................................................................. 11 Emergency Response Type and Frequency............................................................................................... 13 Management Components ........................................................................................................................... 14 Foundational Management Elements ...................................................................................................... 14 Management Documents and Processes.................................................................................................. 15 Record Keeping and Documentation ........................................................................................................ 17 Capital Assets and Capital Improvement Programs ...................................................................................... 20 Facilities .................................................................................................................................................... 21 Apparatus .................................................................................................................................................. 25 Staffing .......................................................................................................................................................... 27 Administrative and Support Staffing ......................................................................................................... 27 Emergency Response Staffing ................................................................................................................... 28 Fire and EMS Training Delivery ..................................................................................................................... 33 General Training Competencies ................................................................................................................ 33 Training Program Management and Administration ................................................................................ 35 Service Delivery and Performance ................................................................................................................ 38 Service Demand ........................................................................................................................................ 38 Future System Demand Projections ............................................................................................. 52 Population Growth and Community Risk ...................................................................................................... 52 Service Demand Projections ......................................................................................................................... 55 229 City of Corcoran, MN Fire Service Comprehensive Growth Plan ii Future Delivery System Models ................................................................................................... 57 Short and Mid-Term Strategies ..................................................................................................................... 57 Establishment of Response Standards and Targets .................................................................................. 57 Short Term Functional Improvements ...................................................................................................... 62 Potential Mid Term Improvements .......................................................................................................... 64 Future Fire Station Strategies and Alternatives ............................................................................................ 66 Potential Long-Term Strategies .................................................................................................................... 68 Potential Addition of a Third Fire Station in Rogers ................................................................................. 68 Potential Addition of a Fire Station in Corcoran ....................................................................................... 70 Hamel Fire Department ............................................................................................................................ 72 Maple Grove Fire Department .................................................................................................................. 73 Plymouth Fire Department ....................................................................................................................... 74 Analysis of Available Options ........................................................................................................................ 74 Option 1: Continue the Current Model ..................................................................................................... 75 Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies .......... 75 Option 3: Construct a New Fire Station and Implement a City Fire Department ..................................... 79 Future Staffing .......................................................................................................................................... 80 Exploration of Regional Cooperation Opportunities ................................................................................ 81 Thresholds and Triggers—Determining When a New Station is Needed ..................................................... 82 Cost Projections ............................................................................................................................................ 84 Continuation of the Current Model—Cost Projections ............................................................................ 84 Multiple-Variable Allocation ..................................................................................................................... 90 Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections .................................................................................................................................................................. 91 Fire Station Costing Examples ....................................................................................................................... 92 Construct an Additional Station and Implement a City Fire Department—Cost Projections ................... 94 Summary of Cost Projections .................................................................................................................... 95 Moving Forward .......................................................................................................................... 96 Findings and Recommendations ................................................................................................................... 96 Implementation Planning .............................................................................................................................. 97 Conclusion ................................................................................................................................. 100 Appendices ................................................................................................................................ 101 Appendix A: Table of Figures ...................................................................................................................... 101 230 City of Corcoran, MN Fire Service Comprehensive Growth Plan iii ACKNOWLEDGMENTS Emergency Services Consulting International (ESCI) would like to acknowledge and thank the assistance and support of the City of Corcoran administrative staff and personnel of the participating fire departments, without which this project could not have been successfully completed. CITY COUNCIL Ron Thomas, Mayor Jonathan Bottema, Councilor Brian Dejewski, Councilor Mike Keefe, Councilor Tonya LaFave, Councilor AGENCY STAFF Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Dave Malewicki, Fire Chief, City of Hanover Jeff Leuer, Fire Chief, Loretto Fire Department Brad Feist, Fire Chief, City of Rogers 231 City of Corcoran, MN Fire Service Comprehensive Growth Plan 1 EVALUATION OF CURRENT CONDITIONS Emergency Services Consulting International (ESCI) was engaged by the City of Corcoran to provide a Fire Service Comprehensive Growth Plan regarding the delivery of fire and emergency services within the city that will assist the agency in future efforts and long-range planning. This report serves as the culmination of the project and is configured in a matter that evaluates current conditions; projects future growth, development, and service demands; and provides recommendations to maintain or enhance current service delivery in the future. Using organizational, operational, staffing, and geographic information system (GIS) models; this phase of the study provides an evaluation of the current services delivered to the city. The evaluation and analysis of data and other information is based on state laws and regulations, National Fire Protection Association (NFPA) standards, Commission on Fire Accreditation International (CFAI)1 self-assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and generally accepted best practices within the emergency services community. Each section in the following report provides the reader with general information about that element, as well as observations and analyses of any significant issues or conditions that are pertinent. Observations are supported by data provided by the fire departments providing services to the City of Corcoran and collected as part of the data review and interview process. The purpose of this section is two-fold. First, it verifies the accuracy of baseline information along with ESCI’s understanding of the agency’s composition. This provides the foundation from which the Fire Service Comprehensive Growth Plan is developed. Secondly, the overview serves as a reference for the reader who may not be fully familiar with the details of the city or the contracted fire department’s operations. Where appropriate, ESCI includes recommended modifications to current observations based on industry standards and best practices. Organizational Overview The Organizational Overview component provides a summary of the agency’s composition, discussing its configuration and the services that it provides. Data provided by the City of Corcoran and the fire departments providing contracted services, as well as both internal and external stakeholders, was combined with information collected during ESCI’s fieldwork to develop the following overview. Fire, emergency medical, and other emergency services in the City of Corcoran are provided via contract with three area fire departments, rather than by the city itself. The City is served by the Rogers Fire Department, the Hanover Fire Department, and the Loretto Fire Department. The following figure displays the study area and the portions of the City of Corcoran that are served by the three fire departments. 1 The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. 232 City of Corcoran, MN Fire Service Comprehensive Growth Plan 2 Figure 1: Corcoran Service Area Map The service area consists of 36 square miles that constitute the city limits of Corcoran. The population served consists of an estimated 5,500 in the city. Governance The very basis of any service provided by governmental or quasi-governmental agencies lies within the policies that give that agency the responsibility and authority upon which to act. In most governmental agencies, including the fire departments serving Corcoran, those policies lie within the charters, ordinances, and other governing documents adopted by the agency. The following figure provides an overview of the fire departments, and City of Corcoran’s governance and lines of authority elements. 233 City of Corcoran, MN Fire Service Comprehensive Growth Plan 3 Figure 2: Governance Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency Agency name City of Corcoran Hanover Fire Department Loretto Volunteer Fire Department Rogers Fire Department Preferred acronym N/A HFD LFD or LVFD RFD Governance and Lines of Authority Governing body City of Corcoran City of Hanover City Council 501(C)(3) nonprofit corporation board of directors City of Rogers Head of governing body Mayor Ron Thomas Mayor Jeff Leuer, President/Fire Chief Loretto Volunteer Fire Department Incorporated Mayor and City Council Key employee of governing body Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Brian Hagen, City Administrator/ Clerk/Treasurer Jeff Leuer, President/Fire Chief Steve Stahmer, City Administrator Meetings Twice Monthly, 2nd & 4th Thursday Second Tuesday of each month (fire department) Monthly Board Meetings 3rd & 4th Tuesday of the month Policy and administrative roles defined Charter City/State Statute – Plan A City Council- Legislative Based on City policy Yes, In the Constitution and By Laws and Lexipol Yes Attributes of Successful Organizations Policy, rules, guiding documents State Statute, City Charter, City Code, Financial Mgmt. Guidelines, Employee Handbook Standard Operating Policies and Standard Operating Guidelines Constitution and By Laws and also Lexipol City Handbook Process for revision provided Yes As needed only. Currently under way. The Constitution and By Laws and Lexipol updated annually Yes Legal counsel maintained Yes- Carson Clelland & Schreder Via the City of Hanover Yes Yes Consultation available For City Staff Contract attorney, as needed Yes Labor counsel As needed, not retained N/A N/A Yes Financial controls Financial control system Financial Mgmt. Guidelines, Annual Audit Invoices approved by the Fire Chief, processed by City Finance Informal Yes 234 City of Corcoran, MN Fire Service Comprehensive Growth Plan 4 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Financial review Annual Audit, Quarterly Performance Reports Annual audit is performed by the city Monthly Report to full department Yes Auditor Abdo, Eick & Meyers Annual Yes, Audit report completed each time the treasurer or Fire Chief changes Yes Frequency of review Annual Audit, Quarterly by staff Upon change of Chief or Treasurer Annual Governing body minutes maintained Yes Yes Yes Yes Availability of minutes Last 2 yrs. Online, others by request Available on line Emailed to all members plus kept in a book in the fire station City webpage Discussion The City of Corcoran is established as a municipality under statutes of the State of Minnesota and organized by way of the Corcoran City Charter and City Code. The City’s governance model is that of a mayor, who serves a term of two years, and four city council members, each of whom serves a term of four years. A city administrator manages the day to day operations of the city, reporting directly to the city council. The City of Corcoran does not operate a municipal fire department, like some cities, but rather receives fire and EMS services via contract with three neighboring fire departments. Each is discussed below: Hanover Fire Department (HFD) Hanover is also a municipality, operating under a similar mayor/council form of governance, with a city administrator and staff. The Hanover Fire Department is a subdivision of the city and provides fire and rescue services not only to the City of Hanover, but also to the City of Greenfield and Rockford Township—in addition to the City of Corcoran. HFD is staffed entirely by POC personnel, under the direction of a POC fire chief. Loretto Fire Department (LFD) Loretto Fire Department (LFD) is organized differently. It is not a city agency like the others but is , instead, configured as a not profit organization, as defined under federal statute 26 U.S.C.§501, specifically as a 501(c)(3), tax exempt, organization. LFD, also titled the Loretto Volunteer Fire Department, is not a component of the municipality of Loretto, but a stand-alone entity. It operates under Articles of Incorporation, not municipal policy and procedure and the organization’s leadership is elected from within and by vote of the membership. LFD is staffed entirely by a POC model, consisting of 32 responders. 235 City of Corcoran, MN Fire Service Comprehensive Growth Plan 5 Rogers Fire Department (RFD) RFD is a municipal subdivision of the City of Rogers. Rogers governance is configured in the same manner as the City of Corcoran, with a mayor/council form of government. However, unlike Corcoran, Rogers operate s an all hazards fire and EMS department. A full-time fire chief manages the department, along with a full-time fire inspector. Emergency response is provided by a combination of the two full-time personnel and 41 “Paid On Call” (POC) first responders, staffing response vehicles from two fire stations. Organizational Design The structural design of an emergency services agency is vitally important to its ability to deliver service in an efficient and timely manner while providing the necessary level of safety and security to the members of the organization, whether career, paid-on-call, or volunteer. During an emergency, an individual’s ability to supervise multiple personnel is diminished thus industry standards recommend a span of control of four to six personnel under stressed situations. This is a recommendation carried forward from military history and has shown to be effective in emergency service situations. In addition, employees tend to be more efficient when they know to whom they report and have a single point of contact for supervision and direction. A recent research project conducted by the Columbia University, Northwestern University, and University of Queensland, Australia, found that, …when there are tasks that require teamwork, people get more done when there are leaders and followers. Without a clear chain of command, members often become sidetracked with grabbing power and lose track of the task at hand.2 The following figure summarizes the organizational design components of each of the study agencies: 2 “Why Hierarchies are Good for Productivity,” Inc. September 2012, p 26. 236 City of Corcoran, MN Fire Service Comprehensive Growth Plan 6 Figure 3: Organizational Design Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Organizational Structure Structure type Mayor/Council- Administrator Traditional top down hierarchy Traditional top down hierarchy Traditional top down hierarchy Descriptions of all jobs maintained Yes Yes Yes, for all positions Yes Job descriptions updated Yes In June, 2017 As needed; all are current Yes Employment agreements Yes N/A N/A Yes Chain of Command Defined Chain of command Council-City Administrator- Director of Public Safety Yes, via organizational chart Yes, via organizational chart Yes, via organizational chart Span of control Public Safety Director oversees fire service contracts The fire chief oversees all operational personnel 3:1 for administration and operations. Appropriate given existing staffing levels Chief oversees one inspector and all 41 POC personnel Hiring/Firing authority Council Fire Chief Final authority is with the board; Chief is a board member Fire Chief Formation and History Organization formed City, 1973 1931 1947 Incorporated in 1949 History maintained Yes Yes Yes No Individual or group responsible City Clerk Fire Chief Fire Chief N/A Discussion The City of Corcoran is configured as a municipality, operating under the direction of a city council and mayor. A city administrator manages daily operations of the city government, assisted by a public safety director that is responsible for law enforcement services as well as managing the contractual services provided by the fire departments serving the city. The fire departments in Rogers and Hanover are organized in a similar manner. A top-down hierarchical organization is in place, as is typical of most fire departments. A fire chief is appointed by the city to manage the fire department. The fire chief subsequently appoints subordinate positions, as needed, to accomplish the mission of the agency. 237 City of Corcoran, MN Fire Service Comprehensive Growth Plan 7 Loretto Fire Department differs from the others as a 501(c)3 nonprofit corporation. Still, a top down organizational chart is in place and causes the organization to operate essentially the same as the other two fire departments. However, in this instance the fire chief does not report to a city administrator or city council, but rather to the nonprofit corporation board of directors, of which the fire chief is also a member. Service Area and Infrastructure The size and composition of a fire department’s service area affects the type and number of personnel, fire stations and vehicles that are needed to provide services efficiently. Sometimes complex decision need to be made regarding the deployment strategies employed to properly position resources based on land area, geography, risk and similar factors. Following is a summary of the agency service areas and service delivery infrastructure resources. Figure 4: Service Area and Infrastructure Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department General Description of Agency Agency type Municipal Municipal fire department. Paid on call staffed. 501c3 Nonprofit Corporation Loretto Volunteer Fire Department Incorporated Full time Chief, Fire Inspector, & 41 POC Firefighters Area, square miles +/- 36 36 33 44 Headquarters 8200 County Rd 116 Corcoran, MN 55340 1 – 369 Labeauxe Ave. 259 Medina Street PO Box 22 Loretto, MN 55357 Station 1 Fire stations None 1 1 2 (1 temporary) Other facilities City Hall Campus, Public Works, Old Public Works None 1 off-site office None Population served 5,500 4,500 5,000 16,500 Service Delivery Infrastructure Emergency vehicles N/A Engines 2 3 3 Engine, reserve 0 0 0 Ladder truck 0 0 1 Ambulance 0 0 0 Ambulance, reserve 0 0 1 Quick response unit 0 2 Water tender 2 1 1 Brush 3 1 2 Rescue 1 1 1 238 City of Corcoran, MN Fire Service Comprehensive Growth Plan 8 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department ISO rating Current Classification Tied to responding fire department ratings 4/4X 4 in the City of Loretto, 4Y outside the city 3/3Y Date of last rating N/A October, 2016 2017 May of 2017 Staffing Total fire department personnel N/A 25 Paid On Call plus POC Chief 32 Paid On Call 42 Paid On Call (POC) responders 1 chief, 1 fire inspector Administrative and support personnel, full-time N/A 0 0 2 Administrative and support personnel, part- time N/A 0 1 fire chief @ 20% FTE, 4 POC assistant chief, 2 Admin. Asst. @ 30 hours/week 0 Operational personnel, full- time N/A 0 0 0 Operational personnel, volunteer/POC N/A 0 31 42 Operational personnel, POC N/A 26 30 Paid On Call members plus fire chief 42 Discussion The boundaries of the City of Corcoran consist of a 36-square mile township, six miles by six miles. The city’s current population is estimated to be 5,500, however the number is growing steadily. The areas served by the contract fire departments extend beyond their respective cities, with Roger’s service area the largest at 44 square miles consisting of 16,500 population served. Hanover’s population of 4,500 is included in a service area of 36 square miles, and Loretto Fire Department serves approximately 33 square miles that is home to 5,000 residents. The following figure compares the three fire department’s numbers of fire stations, pumpers (fire engines), and aerial ladder trucks. 239 City of Corcoran, MN Fire Service Comprehensive Growth Plan 9 Figure 5: Capital Asset Comparison Discussion The Rogers Fire Department operates out of a main fire station, but has also established a second, temporary station that is planned to be replaced with a permanent facility. Plans for a third station, which would be in proximity to the City of Corcoran’s northeastern border, are also in place, however a specific location and anticipated date of construction have not been identified. The Hanover Fire Department operates from a single facility, as does the Loretto Fire Department. Rogers has three structural fire engines in service, as does Loretto Fire Department, while Hanover has two. The only aerial ladder truck in the study area is operated by Rogers Fire Department. It is important to note that each of the study fire agencies provides services to areas that extend beyond their respective boundaries. Each department contracts for services to other cities, in the same manner that they do with Corcoran. These additional service areas may have an impact on the availability of response units to incidents in Corcoran, if they are otherwise committed to an emergency in another area. The matter will be considered in the Service Delivery section of this report. Budgets and Finance No emergency services agency, whether municipal or non-profit corporation can survive without adequate funding. This funding, which may come from a variety of sources such as ad valorem taxes, fundraisers, donations, etc., forms the basis from which the agency is able to purchase the necessary equipment to fulfill its mission. Without adequate funding that is also sustainable, an organization is destined for failure. In the current economy, most communities are searching for ways in which to reduce expenditures while maintaining levels of service. Simultaneously, emergency services organization are finding it increasingly difficult to deliver the services that the community desires and are often asking for more funding to adequately supply the expected levels of services. 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD 240 City of Corcoran, MN Fire Service Comprehensive Growth Plan 10 The following is a summary of the three fire department’s revenues, operating budget, and debt. The representations presented here illustrate total departmental budget including personnel, supplies/materials, and capital expenditures, information that will be used in future analyses in this report. Figure 6: Operating Budget and Financial Resources Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Designated fiscal year Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Revised current year general operating fund budget, fire department $298,700 $208,829 Operational Budget $327,400 Capital Outlay $100,000 Pension $55,000 Total Budget $482,400 $601,839 General fund property tax, city levy $3,716,165 (Levy w/ Debt) $1,410,972 N/A 5,357,938 Levy rate (current year) 45.994% 49.50% N/A 38.308% Bonds, fire department None None None $69,783 2011 Equipment $71,400 Station (final year) $58,000 2014 Equipment Other tax levy, public safety None None None None 241 City of Corcoran, MN Fire Service Comprehensive Growth Plan 11 Finance and Budget Without adequate funding, no emergency services organization can fulfill its mission. The personnel, whether career or volunteer, are compensated either through salary and benefits, or through per-call compensation and volunteer pension programs. Apparatus are expensive pieces of specialized equipment that can cost as much as $1.5 million and must be replaced periodically—as will be discussed in the next section of this report. Facilities, which can cost upwards of several million dollars to construct, are necessary to house the apparatus and provide housing and training for personnel. Although not replaced as often as appara tus, emergency services facilities cannot be expected to last forever. This report section reviews the current funding provided to the departments providing services to the City of Corcoran. As already mentioned, the City of Corcoran is served by three pr edominantly volunteer fire departments: Hanover VFD, Loretto VFD, and Rogers VFD. Based on information received from the City of Corcoran, funding for fire protection and medical first response for fiscal year 2017 totaled $298,700 and $328,113 for fiscal year 2018; with $64,119 allocated to Hanover VFD, $110,000 allocated to Loretto VFD, and $153,994 allocated to Rogers VFD. The following figure illustrates the Corcoran allocation to each of the department providing services to the city as well as their estimated funding from all other sources. Figure 7: Estimated Total Fire Department Funding (FY2018) Based on a cost per household comparison, the City of Corcoran is significantly below state and national rates as illustrated in the following figure. 242 City of Corcoran, MN Fire Service Comprehensive Growth Plan 12 Figure 8: Comparison of Cost of Fire Protection per Household The preceding figure does not simply state that Corcoran is underpaying for fire protection. It must be understood that the comparison, produced by the Minnesota Center for Fiscal Excellence, includes all forms of fire departments such as full-time career, combination, and predominantly volunteer.3 A greater indicator of adequate funding is the level of service provided to the community and the community’s satisfaction with that level of service. In short, if a community is willing to accept longer response times in exchange for lower tax rates, then the burden has been shifted to the taxpayers. However, if the level of service is not meeting the needs or desires of the community, it should be clearly communicated to them that improving the level of service will, in turn, create additional funding needs that will most likely translate into higher tax rates to support the system. In most rural fire protection systems, longer response times have been acceptable but, as communities grow and develop, and as populations move from more urban areas, their expectations may be drastically different than what the community has typically accepted. 3 “How Does Minnesota Compare? State Rankings of State and Local Government Revenues and Spending.” For Fiscal Year 2015. September 2017. P. 22. 243 City of Corcoran, MN Fire Service Comprehensive Growth Plan 13 Emergency Response Type and Frequency Rogers, Hanover, and Loretto Fire Departments respond to multiple requests for assistance from their residents each year. As typically found, most incidents are emergency medical in nature. The department’s emergency calls for 2016 are listed in the following figure. Figure 9: Emergency Response Type and Frequency Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Fire 18 21 Incidents Value of property exposed to fire, 2014 Data not provided $230,000 51 Value of property lost to fire, 2014 Data not recorded $126,000 $3.5 million Rupture or explosion 1 0 $760,000 EMS/rescue 106 119 1 Number of EMS transports 0 0 163 Hazardous condition 10 8 Service call 3 19 37 Good intent call 29 23 23 False call 22 10 102 Severe weather 11 0 105 Other 0 0 Total 200 200 482 Discussion Of the three, the Rogers Fire Department responds to the most incidents annually, totaling 482 in 2016, the most recent period for which a complete year of data is available. Hanover and Loretto each recorded 200 responses during the year. 244 City of Corcoran, MN Fire Service Comprehensive Growth Plan 14 Management Components Effective fire department management is a common challenge for fire service leaders. Today’s fire department must address management complexities that include an effective organizational structure, adequacy of response, maintenance of competencies, a qualified work force, and financial sustainability for the future. To be effective, the management of a fire department needs to be based on a number of components. The initial elements have been accomplished by the agency, completing a Strategic Plan that has institutionalized the organization’s mission, vision, and values. This process needs to be continually built upon to ensure that essential foundational elements such as policy and operational documents, development of internal and external communication practices, recordkeeping, and sustainable financial practices are implemented and maintained. In the following report section, ESCI examines the city’s and the three fire departments’ current efforts to manage the organization and identifies measures and best practices ESCI is recommending for the future. Foundational Management Elements The development of baseline management components in an organization enables it to move forward in an organized and effective manner. In the absence of foundational management elements, the organization will tend to operate in a random and generally ineffective manner. The following figure reviews the departments’ baseline management components. Figure 10: Foundational Elements Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Mission, Vision, Strategic Planning, Goals, and Objectives Mission statement adopted Yes Yes Yes Yes Displayed Yes Yes In bylaws only – every member has a copy Yes Periodic review Yes No Annual, as a part of annual bylaws Review Annually Vision established and communicated Yes No No Yes Values of staff established Yes No No Yes Strategic or master plan Yes None No No formal Strategic Plan Adopted by elected officials Yes N/A N/A Yes Published and available Yes N/A N/A Yes Periodic review Yes N/A N/A Annually 245 City of Corcoran, MN Fire Service Comprehensive Growth Plan 15 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency goals and objectives established Yes Informally only Yes Yes Date developed Annually N/A Annually by the board and as a part of budget development process, but no published document Annually Periodic review Yes N/A Annual Yes Tied to division/personnel performance statements/plans Yes N/A No No Objectives linked to programs In Progress No N/A Performance objectives established Yes Individual performance evaluations are being implemented No N/A Code of ethics established City Handbook Yes, included in policy manual Yes Yes Discussion All the agencies involved in this report have developed a Mission Statement, commendably, and Rogers Fire Department has developed statements of Vision and Core Values. However, of the three fire departments, none have undertaken a process of fully developing a Strategic Plan. A Strategic Plan sets a course of direction for an organization, stating its reason for existence and declaring priorities, goals, and plans for moving ahead. Doing so requires a facilitated process of guiding a working group though the process, resulting in a three-to-five-year road map for the organization. It is recommended that each of the fire departments undertake a Strategic Planning process and, further, that consideration be given to doing so collaboratively to establish a plan specifically for the delivery of services in Corcoran. Management Documents and Processes Similarly, an organization should establish appropriate documentation, policies, procedures, and identification of internal and external issues that affect the agency. Processes must also be established to address the flow of information and communication within the fire department as well as with its constituents. 246 City of Corcoran, MN Fire Service Comprehensive Growth Plan 16 Figure 11: Foundational Documents and Processes Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Availability of SOPs, Rules and Regulations, Policies Copies of rules provided Standard Operating Policies and Standard Operating Guidelines Yes Yes Last date reviewed Currently under review 2016 January 2015 Copies of SOGs or guidelines available Yes Yes Yes Regular update Currently under review Annually Yes Process for development of new SOGs Not defined Yes, chiefs do as time allows Not defined SOGs used in training evolutions Yes Yes Yes Policy manual available Yes, in the form of a Standard Operating Policy manual Yes Yes Reviewed for consistency Currently under review Yes Yes Reviewed for legal mandates Currently under review Yes Yes Training on policies provided Yes Yes Yes Critical Issues Has the agency identified critical issues? Informally only Informally only Yes First critical issue Budgeting and financing equipment needs Funding Daytime response Second critical issue Keeping an adequate number of responders POC numbers Retention Third critical issue Inability to plan due to not knowing if the contract with Corcoran will continue. Uncertainty. Not provided Response Time Internal Communications Regularly scheduled staff meetings (fire department) Yes 501c3 Board Meetings Monthly Quarterly Officers Meeting. Yes Written staff meeting minutes Yes Yes No Memos Yes Yes Yes Member newsletter No No No Member forums No No Yes Open door policy Yes Yes Yes 247 City of Corcoran, MN Fire Service Comprehensive Growth Plan 17 Discussion The departments, as Paid On Call staffed organizations, by necessity and mission, function in a paramilitary manner. Consistent service delivery is dependent on standardized rules, regulations, and policies that guide appropriate behavior and accountability. These guiding documents are vital for success in training at all levels and meeting the expectations of the citizens served by the City of Corcoran and the citizens outside of the city served by the study fire departments. All three fire departments have developed operating procedures to varying degrees. Loretto updated their manual in 2016; and Rogers in 2015. Hanover indicated that theirs were currently under review and those that were observed were found to be dated. Further, well developed practices for the review and update of operating guidelines was not articulated by the agencies. ESCI advises that all three agencies prioritize the development, annual review, and updating of operating guidelines within their organizations. Further, ESCI finds that one of the most valuable undertakings that could be pursued in the interest of enhanced service delivery in Corcoran, as well as the entire area served by the three fire departments would be to jointly develop shared, consistent Standard Operating Guidelines to be used by all three agencies. Doing so would standardize the ways in which emergencies are managed, avoid conflicts resulting from differing practices, increase firefighter safety, and substantially enhance the delivery and consistence of fire and EMS services. Critical Issues Each agency was asked to identify critical issues facing their organization. The responses were similar between all three, generally consisting of concerns with financial stability, uncertainty regarding service contracts and, consistently, the need to recruit and retain qualified responders. Each agency identified shared concerns and needs that are common to all. Commonly shared critical issues not only impact the participating fire agencies, but resultantly affect the City of Corcoran, as well. The common challenges suggest opportunities for the fire departments to share resources and work more closely together to improve the efficiency of service delivery regionally. The subject is beyond the scope of this study, but will be re-visited later in the report in future strategy discussions. Record Keeping and Documentation In any organization, documentation of activities is of paramount concern. The following figure reviews the practices that are in place in the study agencies. 248 City of Corcoran, MN Fire Service Comprehensive Growth Plan 18 Figure 12: Record Keeping and Documentation Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Document Control Process for public access established Not defined Informal Only Yes Hard copy files protected Yes In office. Locked. Yes Computer files backed up Yes Yes, daily Yes Document Security Building security Yes Locked Yes Office security Yes Office locked when not occupied Yes Computer security Yes Password protected Yes Monetary Controls Used Cash access controls No None kept on hand Yes Credit card controls Yes Chief and Assistant Chief are issued cards Yes Purchasing controls Yes, via city finance department Double signature permission required from a chief officer. No purchase orders are used. Yes Reporting and Records Records kept by computer Yes Yes Yes Type of platform Windows PC Windows Periodic report to elected officials Annually to Hanover and Corcoran Semi annually Weekly Financial report Yes Year-to-date profit and loss for the month itemizing all purchases goes to each member Yes Management report Yes Monthly Yes Operational report Yes Monthly Yes Annual report produced Yes Yes Yes Distributed to others Yes Yes – to five contract cities Yes Required Maintenance Records Incident reports Yes Yes Yes Patient care reports Yes Yes No Exposure records Yes Yes Yes SCBA testing Annual Yes Yes Hose testing Annual Yes Yes Ladder testing Annual Yes No Pump testing Annual Yes Yes Breathing air testing Annual Yes Yes 249 City of Corcoran, MN Fire Service Comprehensive Growth Plan 19 Discussion Practices for securing and controlling documentation are in place in all three organizations and, generally, are consistent with best practices. HFD indicated that they do not have procedures in place for cash access and, if the agency handles petty cash, tracking should be established. Other appropriate controls are in place in the two city fire departments via their respective city protocols. As a non -profit corporation, LFD has set its own document and financial procedures. Record keeping and reporting of agency activities is appropriately undertaken by all three agencies. Each report activities to the communities that they serve on a routine basis and reporting is provided in a transparent manner. Reporting of testing practices that are generally accepted as industry standards is completed by all three agencies. It is noted that HFD conducts appropriate annual testing of equipment, with the exception of ground ladder testing, which is recommended. 250 City of Corcoran, MN Fire Service Comprehensive Growth Plan 20 Capital Assets and Capital Improvement Programs Regardless of an emergency service agency’s financing, if appropriate capital equipment is not available for the use by responders, it is impossible for a fire department to deliver services effectively. Two primary capital assets that are essential to the provision of emergency response are facilities and apparatus (response vehicles). The study agencies maintain a balance of three basic resources that are needed to carry out its emergency mission: People, equipment, and facilities. Because firefighting is an extremely physical pursuit, the adequacy of personnel resources is a primary concern; but no matter how competent or numerous the firefighters are, the department will fail to execute its mission if it lacks sufficient fire apparatus distributed in an efficient manner. Of the three study area fire departments, four fire stations are incorporated into the service delivery model. Rogers Fire Department operating two, and Hanover and Loretto each responding from one facility. The agencies’ capital assets are again summarized in the following figure: Figure 13: Capital Asset Comparison 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD 251 City of Corcoran, MN Fire Service Comprehensive Growth Plan 21 Facilities Appropriately designed and maintained facilities are critical to a fire department’s ability to provide services in a timely manner and with appropriate deployment of assets. ESCI observed and reviewed the fire stations operated by three fire agencies. The findings are summarized in the following pages and any areas of concern observed are identified. Figure 14: Hanover Fire Station Hanover’s station is the departments only fire station, and also houses its administrative offices. The station was constructed in 2015 and is in excellent condition. The facility includes four, back in, double-depth apparatus bays along with offices and a large training room. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 369 Labeauxe Avenue. Hanover, MN Construction type Masonry and steel frame, steel clad walls and roof Date of construction 1994 Seismic protection/energy audits When originally designed Auxiliary power None Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Adequate storage, ADA accessible, dual gender appropriate. Apparatus bay space is maximized. Square footage Approximately 6,400 FACILITIES AVAILABLE Exercise/workout Some fitness equipment is in the apparatus bay mezzanine Kitchen/dormitory A small kitchen is adjacent to the training room Lockers/showers Yes Training/meetings A large training/meeting room seats approximately 50 Washer/dryer Yes SAFETY AND SECURITY Sprinkler system None Smoke detection Present Security Doors have combination locks Apparatus exhaust system None Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. 252 City of Corcoran, MN Fire Service Comprehensive Growth Plan 22 Figure 15: Loretto Fire Station Loretto operates out of one station, which also includes some of the administrative offices. Additional office space is located in an off-site space. The station was constructed in 1980 and, while in fair condition, the space is fully maximized. The facility includes five, back-in apparatus bays, which are barely adequate in depth. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 259 Medina Street North Construction type Masonry Date of construction 1980 Seismic protection/energy audits None Auxiliary power None Condition Fair Special considerations (ADA, mixed gender appropriate, storage, etc.) Not ADA compliant. Apparatus bays are crowded, and storage is limited. There is no room for future expansion. Square footage 5,000 FACILITIES AVAILABLE Exercise/workout None Kitchen/dormitory None Lockers/showers None Training/meetings A good-sized training and meeting area is located on the second floor, but in a space shared with the city of Loretto. Washer/dryer Turnout gear extraction machine is present. There is no dryer. SAFETY AND SECURITY Sprinkler system None Smoke detection Yes Security Doors have combination locks Apparatus exhaust system Yes Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. 253 City of Corcoran, MN Fire Service Comprehensive Growth Plan 23 Figure 16: Rogers Station 1 Rogers Station 1 is the department’s main station, as well as home to the administrative offices. It is a modern facility consisting of six apparatus bays, offices, and a large training room. Built in 1997, the station is in excellent condition and will continue to serve the department well for many years. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 21201 Memorial Drive Construction type Concrete block & brick Date of construction 1997 Seismic protection/energy audits When originally designed Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Yes Square footage 12,850 Sq. Ft. FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes Washer/dryer Yes SAFETY AND SECURITY Sprinkler system Yes Smoke detection Heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows. Staffing is via two 40 hour/week personnel, all other units are staffed via Paid On Call members. 254 City of Corcoran, MN Fire Service Comprehensive Growth Plan 24 Figure 17: Rogers Station 2 Rogers Station 2 is a temporary facility for housing fire units in anticipation of construction of a new fire station. It is located in a bay that is a portion of the city’s public works facility and consists of a single, double-width bay that houses an engine and a small rescue vehicle. There are no quarters, kitchen, or other staff facilities and there is no storage space provided. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 22350 South Diamond Lake Road (Temporary Location) Construction type Concrete Panels (Public Works building) Date of construction 2005 Seismic protection/energy audits Yes Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) No storage area – No space for additional apparatus Square footage 1,530 Sq. Ft. FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory No Lockers/showers No Training/meetings No Washer/dryer No SAFETY AND SECURITY Sprinkler system Yes Smoke detection Smoke & heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows; N/A 255 City of Corcoran, MN Fire Service Comprehensive Growth Plan 25 Apparatus Each of the fire departments maintain a sizeable fleet of response vehicles that range from fair to excellent condition. An inventory of fire apparatus, configuration, and condition is provided in the following figures. Figure 18: Hanover Assigned Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 2004 Spartan Good 2 1,500 800 Engine 12 Engine 1991 Ford 9000 Fair 2 1,250 700 Tanker 11 Tanker 1992 Freightliner Fair 1 None 2,200 Tanker 12 Tanker 2006 International Good 1 500 3,000 Rescue 11 Heavy Rescue 1998 Rescue Good 1 N/A N/A Grass 11 Grass 1975 Chevrolet Poor 1 150 250 Ranger 11 ATV w/tank 1975 Polaris Fair 1 150 250 Ranger 12 ATV w/tank 2017 Polaris New 1 8 GPM 100 Figure 19: Loretto Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 1996 Pierce Good 4 1,250 750 Engine 12 Engine/Tanker 2000 Pierce Good 4 1,250 2,500 Tanker 11 Tanker 2007 Pierce Excellent 4 500 3,000 Rescue 11 Rescue 2017 Pierce Excellent 4 1,250 1,000 Utility 11 Grass 1990 Ford 350 Fair 4 100 250 Utility 12 Utility 2006 Ford 250 Fair 2 N/A N/A Grass 12 Grass 2009 Polaris Excellent 2 100 250 Engine 11 Engine 1996 Pierce Good 4 1,250 750 256 City of Corcoran, MN Fire Service Comprehensive Growth Plan 26 Figure 20: Rogers Station 1 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity E11 Engine 2006 Pierce Excellent 5 2,000 750 E12 Engine 1996 Custom Fire Fair 5 1,250 1,000 A11 Aerial (Platform) 2001 Pierce Excellent 5 2,000 300 R11 Rescue 2011 GMC 2500 Excellent 4 N/A N/A R12 Heavy Rescue/IC 2014 Pierce Excellent 5 N/A N/A G11 Grass Rig 2000 Ford F350 Good 2 18 HP 300 G12 (ATV) ATV 2016 John Deere Excellent 2 5.5 HP 70 LSU Rehab Trailer 2004 Pace Good N/A N/A N/A T11 Tanker 1990 Ford L9000 Fair 2 N/A 3,500 Figure 21: Rogers Station 2 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 21 Engine 2011 Pierce Excellent 5 2,000 1000 Rescue 21 Rescue 2005 GMC Yukon Good 5 N/A N/A Discussion ESCI observed the three departments’ vehicles to be well maintained and in good to excellent condition generally. The apparatus operated by the agencies is similar in terms of design, water tank capacity, and fire pumping capability. The departments are able to operate on an emergency scene without issues of incompatible fire hose fittings or inadequate apparatus capabilities between one agency and another. Long range capital replacement planning is always a challenge, and one that the fire departments appear to have addressed adequately. Of note is the Hanover Fire Department which ESCI observed to have a fleet of good quality apparatus and for which the department reports that they have no debt, having fully paid for all apparatus when it was purchased. The City of Rogers reports that a comprehensive Capital Improvement Plan (CIP) is in place. The CIP accommodates the purchase of high cost equipment including fire apparatus, as well as equipment and future facility construction. Major capital expenses are financed via bonded debt under the plan and may be supplemented with pull tab or other revenue. Loretto Fire Department has been able to maintain a high-quality fleet of apparatus, as well. When on-site for field work, LFD had just taken delivery of a new fire engine and the balance of their equipment was all found to be in good and excellent condition. 257 City of Corcoran, MN Fire Service Comprehensive Growth Plan 27 Staffing Personnel resources serve as the backbone of any emergency service provider and the study departments are no exception. Regardless of the deployment of stations or the availability of vehicles and apparatus, people are the resource that place these other items into action, fulfilling the mission of the organization. Typically, today’s emergency service agencies are configured as a combination of career (paid full-time), part- time, paid-on-call, and volunteer personnel. Decisions regarding which staffing methodologies an agency utilizes are dependent upon several factors, including availability of paid-on-call or volunteer personnel, service demand, population density, socioeconomics and demographics of the community, and financial resources. This section of the report evaluates the study agencies’ personnel resources including administrative staffing, and operational staffing and performance. Administrative and Support Staffing One of the primary responsibilities of a fire department’s administration is to ensure that the operational segment of the organization has the ability and means to respond to and mitigate emergencies in a safe and efficient manner. An effective administration and support services system is critical to the success of a fire agency. Figure 22: Administrative and Support Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Administration and Other Support Staff Fire Chief 1 1 1, full-time (Fire Marshal & Emergency Manager) Assistant Chief 1 4 Training 1 Training Officer 1 EMS Coordinator Captain 4 1 Fire Prevention Captain 1 0 1 Fire Inspector, full-time Administrative Assistant None 2 None Total administrative & support staff 1 Chief, others are primarily responders with additional assigned duties 1 Chief, others are primarily responders with additional assigned duties 2 Percent administrative & support to total department personnel 4% 4% 4% Discussion In career organizations, administrative personnel often are not included in operations totals as they serve functions other than scene response. In combination departments, however, these staff are commonly both administrative and operational; serving many times as the primary responders during daytime hours. For the purposes of illustration, administrative personnel are separated here in an effort to display how the departments operate similarly. 258 City of Corcoran, MN Fire Service Comprehensive Growth Plan 28 Figure 23: Administrative and Support Staff Hanover Loretto Rogers Chief 1 1 1 Assistant Chief 0 4 0 Inspector 0 0 1 Administrative Assistant 0 2 0 Total 1 7 2 As mentioned previously, the personnel identified in the preceding figure as administrative and support staff also serve operational roles. The next figure identifies those within each organization that do not have administrative and support roles. Figure 24: Operational Staff Hanover Loretto Rogers Paid-on-Call Responder 26 30 40 Emergency Response Staffing It takes an adequate and properly trained staff of emergency responders to put the appropriate emergency apparatus and equipment to its best use in mitigating incidents. Insufficient staffing at an operational scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved. Tasks that must be performed at a fire can be broken down into two key components —life safety and fire flow. Life safety tasks are based on the number of building occupants, and their location, status, and ability to take self-preservation action. Life safety related tasks involve search, rescue, and evacuation of victims. The fire flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows entry by firefighters. The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of fires. In the absence of adequate personnel to perform concurren t action, the command officer must prioritize the tasks and complete some in chronological order, rather than concurrently. These tasks include: • Command • Scene safety • Search and rescue • Fire attack • Water supply • Pump operation • Ventilation • Back-up/rapid intervention 259 City of Corcoran, MN Fire Service Comprehensive Growth Plan 29 The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. This general concept is applicable to fire, rescue, and medical situations. Critical tasks must be conducted in a timely manner in order to control a fire or treat a patient. The fire chiefs are responsible for assuring that responding companies are capable of performing all of the described tasks in a prompt, efficient, and safe manner. The following figure lists the department’s emergency response staffing configuration. Figure 25: Emergency Response Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Emergency Service Staff Station or Assistant Chief 1 4 2, Paid On Call Captain 4 7 4 positions (POC) Lieutenant 2 1 4 positions (POC) Firefighter/EMT – career 0 0 0 Firefighter/EMT – volunteer/POC 18 17 41 Use of Career and Volunteer Personnel Career scheduling methodology N/A N/A 40-hour work week for full-time Length of normal duty period N/A N/A 8-hour day FLSA period, if applicable N/A N/A N/A Residency requirements N/A N/A Yes Wage for hours worked N/A N/A Yes Operational Services Provided Fire suppression Yes Yes Yes EMS/rescue, first response Yes Yes Yes EMS, advanced life support No No No Specialized rescue Trench, silo rescue, swift water rescue No Yes Fire prevention inspections Yes, accompanies contract inspector No Yes Emergency management Yes No Yes Public education Yes No Yes Hazardous materials response (level) Operations level Operations level Operations level 260 City of Corcoran, MN Fire Service Comprehensive Growth Plan 30 Discussion Although the preceding figure illustrates total numbers of operational personnel and, when combined with the administrative and support staff, provides a number of total staff for each department, it does little in the way of evaluating how the departments are staffed in comparison to others throughout the nation and region or how many personnel they are each able to generate for sufficient incident response. The following three figures illustrate how each department compares to others serving similar population sizes in regard to total personnel per 1,000 population. Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population Based on this comparison, Hanover VFD is trending slightly behind other departments throughout the Midwest and the nation serving similar populations. Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population 261 City of Corcoran, MN Fire Service Comprehensive Growth Plan 31 In contrast to Hanover, Loretto VFD is doing very well in the number of total personnel when compared to departments serving similar populations across the Midwest and the nation. Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population Although not as high as Loretto, Rogers VFD is also doing well regarding the comparison of personnel to other departments. These comparisons, however, do not necessarily translate into the ability to generate sufficient personnel for incident response. It is common for volunteer organizations to have a roughly 10 to 20 percent active participation rate. The following figure illustrates each department’s ability to generate its own personnel for structure fire response—incidents that require the most personnel—and does not include personnel from mutual and automatic aid departments. 262 City of Corcoran, MN Fire Service Comprehensive Growth Plan 32 Figure 29: Average Structure Fire Staffing Based on this analysis of 2015 and 2016 national fire incident reporting system (NFIRS) structure fire data obtained from the Federal Emergency Management Agency (FEMA) for the individual study departments, Loretto and Rogers Fire Departments are able to generate sufficient personnel independently while Hanover is more reliant on mutual and automatic aid. This is not necessarily a negative point as long as the department can rely on mutual and automatic aid departments to supplement their internal staff for fire incidents. 263 City of Corcoran, MN Fire Service Comprehensive Growth Plan 33 Fire and EMS Training Delivery Providing safe and effective fire and emergency services requires a well-trained workforce. Training and education of personnel are critical functions for each study agency. Without quality, comprehensive training programs, emergency outcomes are compromised, and emergency personnel are at risk. One of the most important jobs in any department is the thorough training of personnel. The personnel have the right to demand good training and the department has the obligation to provide it.4 Initial training of newly hired firefighters is essential, requiring a structured recruit training and testing process. Beyond introductory training, personnel need to be actively engaged on a regular basis and tested regularly to ensure skills and knowledge are maintained. To accomplish this task, agencies must either have a sufficient number of instructors within their own organization or be able to tap those resources elsewhere. Training sessions should be formal and follow a prescribed lesson plan that meets specific objectives. In addition, a safety officer should be dedicated to all training sessions that involve manipulative exercises. In the following pages, ESCI reviews the training practices in the three study agencie s, compares them to national standards and best practices, and recommends modifications, where deemed appropriate. General Training Competencies For training to be fully effective, it should be based on established standards. There are a variety of sources for training standards. All three departments use the National Fire Protection Association (NFPA) and International Fire Service Training Association (IFSTA) and Minnesota State established training standards as the basis for their fire suppression training practices, and national Emergency Medical Services standards are used as the baseline for medical training coursework. 4 Robert Klinoff, Introduction to Fire Protection, Delmar Publishers: New York, NY, 1997. 264 City of Corcoran, MN Fire Service Comprehensive Growth Plan 34 Figure 30: General Training Competencies Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department General Training Competency Incident command system Yes Yes Yes Accountability procedures Yes, via par tags Yes Yes – fireground operations Policy and procedures Yes Yes Yes Safety procedures Yes Yes Yes – City Safety Committee Recruit training Yes Mentor program Yes Special rescue (high angle, confined space, etc.) Limited Confined Space, Awareness level Yes Hazardous materials Operations Level Operations Level Operations Level Wildland firefighting Yes Yes, Basic only Yes Vehicle extrication Yes Yes Yes Defensive driving Yes In-house and outside instructors based on Emergency Vehicle Operations Course (EVOC) Yes Use and care of small tools Yes Yes Yes Radio communications & dispatch protocol? Yes Yes Yes EMS skills and protocol Yes EMT Basic and EMR continuing education Yes Discussion A review of the general training competencies that are included in the fire departments’ fire -related training program reveals that the necessary baseline subject areas are addressed by the training officers. Following is additional discussion related to the training program’s foundational configuration. 265 City of Corcoran, MN Fire Service Comprehensive Growth Plan 35 Training Program Management and Administration To function effectively, a training program needs to be managed. Administrative prog ram support is important, though often weakly addressed. An additional element of effective administration is the development of program guidance in the form of training planning, goals, and defined objectives. The next figure reviews the department’s training program administration and management practices. Figure 31: Training Program Administration and Management Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Training Administration Director of training program Chief – contracts to Customized Fire/Rescue Training Inc. One captain and one lieutenant assigned to fire training, another captain and lieutenant assigned to EMS training Rick Altendorf, Assistant Chief and Training Officer Program goals and objectives identified Yes Not formally Generally, to meet continuing education requirements of Firefighter I and II based on state standards Recordkeeping Individual training files maintained Yes Yes Yes Records and files computerized Yes Limited Yes Daily training records Yes Monthly N/A Company training records N/A Yes N/A Administrative Priority Budget allocated to training Not provided $12,000 $16,000 Using certified instructors Yes Some Yes Annual training report produced No No Each person gets their own quarterly training summary, no annual report Adequate training space/facilities and equipment Yes Yes Yes Training Program Record Keeping and Clerical Support Administrative secretary support Fire inspector & fire chief None Part-Time Administrative Assistant Records computerized software used Firehouse Software Yes Excel, Image trend & Target Solutions Training Facilities and Resources Training facilities (tower, props, pits) Yes None. Area streets and parking lots only No 266 City of Corcoran, MN Fire Service Comprehensive Growth Plan 36 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Live fire props Yes None. Use State Fire Marshal’s Office props as available Access to mobile burn props and used. Live fire training on donated structures. Fire and driving grounds Yes None None, parking lots and roads used Classroom facilities Yes Yes Classroom in Fire Station VCR, projectors, computer simulations Adequate Yes Adequate Books, magazines, instructional materials Adequate Yes Adequate Training Procedures Manual Manual developed and used Yes No agency training manual Orientation manual. Training handbook references State mandated annual training requirements IFSTA manuals used Yes Yes Jones & Bartlett Training Scheduling Career training schedule N/A N/A N/A Volunteer training schedule Yes Monthly drill only Monthly drill Minimum training hours, competencies Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Members must attend all mandatory training and 30% of non-mandatory training. Mandatory is 24 hours as required by the state. Additional department-specific training required as mandatory by the department of approximately 50 hours annually, plus attendance to 30% of non-mandatory training. Methodology Used for Training Manipulative Yes Yes Yes Task performances Yes Yes Yes Minimum annual training hours Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Approximately 50 hours/Year plus First Responder Recertification. Use of lesson plans Yes No Yes Night drills Yes Yes Yes Multi-agency drills Yes Yes Yes 267 City of Corcoran, MN Fire Service Comprehensive Growth Plan 37 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Inter-station drills Yes Yes N/A Physical standards or requirements Yes Physical ability test required upon hire. Medical physical examination every 2 years. Physical ability test upon initial hire and medical evaluation bi-annually. NFPA compliant. Annual performance evaluation conducted Yes/No – Full time staff only No Ongoing as part of regular training. No annual testing. Employee Development program Yes – Performance reviews No Mentor program for new hires. Basic requirements to progress through the ranks identified in the By Laws. Discussion The City of Corcoran has an interest in assuring that the agencies contracted for services train and operate in a similar manner. The training programs operate under the oversight of a chief officer or designee in all three agencies. Program goals and objectives are loosely defined and generally focused on meeting identified continuing education requirements. Administrative practices and record keeping is appropriate, although it is noted that there are efforts that are duplicated by all three agencies, which could be consolidated for greater efficiency. 268 City of Corcoran, MN Fire Service Comprehensive Growth Plan 38 Service Delivery and Performance Perhaps the most visible part of an emergency services system is that of response. When a citizen calls 9-1-1, they expect a quick response by qualified personnel to assist them with whatever emergency they may be involved with. Overall service delivery is comprised of the various components that have the most impact on response: Service Demand, Distribution, Concentration, Response Reliability, and Response Performance. Each of these components are reviewed and analyzed in this report section. Service Demand Service demand can be described as all requests for service, however, it is important to understand when and where that demand is coming from. This section evaluates service demand based on total volume, temporally (by very specific time periods), and geographically. The following figure illustrates the total service demand over the past two years by the departments that provide service to the City of Corcoran. Figure 32: Overall Service Demand (Corcoran) The large increase in demand from 2015 to 2016 is more than likely due to the change in the contract arrangements with the departments serving Corcoran, discontinuing the previous contract with Hamel Fire Department. It is evident that service demand is increasing overall. Although the data above illustrates total service demand, it is more useful to identify service demand by incident type. This allows policymakers to more adequately position assets that will provide the best service within the community. The following figure breaks down each department’s total service demand into three primary categories; fires, medical responses, and all other incident types, such as alarms, public assists, etc. 0 20 40 60 80 100 120 140 160 Hanover Loretto Rogers 2015 2016 269 City of Corcoran, MN Fire Service Comprehensive Growth Plan 39 Figure 33: Service Demand by Type Based on this illustration, a majority of incidents occurring within Corcoran are medical and non-fire in nature, such as alarms (without fire) and public assists. Actual fires are relatively low, and each department has a significant number of other incident types throughout the city. It is also beneficial to evaluate service demand temporally. The following paragraphs review the last two years’ service demand by month, day of week, and hour of day. Figure 34: Service Demand by Month This analysis indicates that service demand is typically higher during the warmer months as would be expected based on levels of human activity. The following figure evaluates services by day of week. 0 20 40 60 80 100 120 140 160 180 2015 2016 Fires Medical Other 0 10 20 30 40 50 60 70 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2015 2016 270 City of Corcoran, MN Fire Service Comprehensive Growth Plan 40 Figure 35: Service Demand by Day of Week Based on this analysis, service demand is generally higher during the regular workweek and on Saturdays as the general public travels to and from work and recreational activities. The final temporal analysis evaluations demand by hour of day. Figure 36: Service Demand by Hour of Day As expected from departments that provide emergency medical first responder services, demand begins to rise between 6:00 and 7:00 a.m.; peaking during the mid-afternoon hours; and then declines into the evening. This trend closely mirrors general human activity. 0 10 20 30 40 50 60 Sun Mon Tue Wed Thu Fri Sat 2015 2016 0 5 10 15 20 25 30 35 Mi d n i g h t 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2015 2016 271 City of Corcoran, MN Fire Service Comprehensive Growth Plan 41 This type of analysis allows policymakers to visualize when resources are needed the most. However, where these incidents occur is equally important so that decisions can be made regarding resource deployment. The following analysis plots the incident demand within Corcoran geographically and by incident type. Figure 37: Geographical Service Demand Distribution As illustrated in this figure, service demand is extremely low throughout the city with the exception of the east central section, which is much more densely populated than points further west. Unfortunately, this is the area that is furthest away from response resources as will be discussed next. 272 City of Corcoran, MN Fire Service Comprehensive Growth Plan 42 Resource Distribution Now that it has been determined when and where incidents occur, existing deployment of resources can be evaluated and matched against historical demand. The following figure illustrates each department’s ability to respond from their respective stations within an assumed four, six, eight, and 10-minute travel time. Figure 38: Four, Six, Eight and 10-Minute Travel Capability As can be seen in this figure, even within 10 minutes of travel, a significant portion of Corcoran is uncovered. This analysis, however, assumes that resources are at the station and ready for response when dispatched. Understanding that stations are not always staffed, as is common with volunteer systems, this analysis does not represent actual response time. 273 City of Corcoran, MN Fire Service Comprehensive Growth Plan 43 When evaluating distribution of resources, requirements from the Insurance Services Office (ISO) must also be considered. Those requirements indicate that, in order to receive the highest amount of credit, properties should be within 1.5 miles of a fire engine, 2.5 miles of an aerial apparatus (ladder) for properties over three stories in height or greater than 25,000 square feet, and within five total miles from a fire station. The following figure illustrates those travel distances based on current deployment of resources. The 2.5 -mile range is included to represent the area covered by the Rogers Fire Department, the only Corcoran-contracted department that operates an aerial apparatus. Figure 39: 1.5, 2.5 and 5-Mile Travel Capability 274 City of Corcoran, MN Fire Service Comprehensive Growth Plan 44 The map demonstrates 1.5, 2.5, and 5-mile travel from the fire departments directly involved in this analysis. Although the 1.5 and 2.5-mile distances have less of an impact on properties, those that lie greater than five miles from a fire station are at risk of being classified as ‘unprotected,’ which can lead to higher property insurance premiums. It is noted that large portions of Corcoran fall beyond 5 miles travel from the three study agencies. If the ISO and insurance provider considers stations in Maple Grove, Plymouth and Hamel in their travel distances, rates will improve. Further, automatic aid agreements with Maple Grove have reduced this risk since Stations 4 and 5 can reach much of the area currently outside five road miles from the departments currently serving Corcoran. The same can be said, to varying degrees, for the stations in Plymouth and Hamel. ESCI met with representatives of Maple Grove Fire Department and found that they are willing to respond on a mutual aid basis but are not inclined to do so on a fully automatic mutual aid basis, meaning the ISO may or may not count those stations toward ratings. Looking at the response area map and specifically the City of Corcoran, it is visually apparent that a gap exists. The placement of an additional station in the eastern portion of the city will address these gaps and is discussed in greater detail later in this report. Response Reliability The workload on emergency response units can also be a factor in response time performance. The busier a given unit or department, the less available it is for the next emergency. If a response unit is unavailable, then a unit from a more distant station must respond, increasing overall response time. A cushion of surplus response capacity above average values must be maintained due to less frequent, but very critical times, when atypical demand patterns appear in the system. Multiple medical calls, simultaneous fires, multi -casualty events, or multiple alarm fires are all examples. One way to look at resource workload is to examine the amount of time multiple calls occur within the same time frame on the same day. ESCI examined the calls during 2015 and 2016 to find the frequency that the departments are handling multiple calls within any given time frame. This is important because the more calls occurring at one time; the more stretched available resources become leading to extended response times from distant responding available apparatus. Figure 40: Call Concurrency Rates (2016) Single 2 3 4 5 Incidents 264 25 3 1 3 Concurrency % 89.2% 8.4% 1.0% 0.3% 1.0% For most departments, the majority of calls occur singularly, as is the case within Corcoran. However, as communities grow the propensity for concurrent calls increases. When the concurrency reaches a level to which it stretches resources to near capacity, response times begin to extend. Although multiple medical calls will cause drawdown, especially as concurrency increases, they usually occupy only one unit at a time. Concurrent fire calls, however, are of more concern as they may require multiple unit responses for each call depending upon the dispatch criteria. Typically, “other” calls that are not actual fires or medical calls have higher rates of concurrency than fires and depending on the dispatch criteria, may create periods of extensive resource drawdown. 275 City of Corcoran, MN Fire Service Comprehensive Growth Plan 45 It is important to note that an area with the highest workload will typically have the highest rate of concurrent calls and resource drawdown. This requires response units from other stations, to respond into this area. The impact on station area reliability can be affected by several factors such as: • Out of service for mechanical reasons • Out of service for training exercises • Out of area on move-up deployment • Lack of staffing • Concurrent calls When these factors impact the reliability of a station to respond within its prescribed territory, response time performance measures for the back-up station/apparatus can be negatively affected. Response Performance When discussing emergency services organizations, the primary issue of question is response performance. Response performance analysis evaluates how quickly an organization responds to an incident and is more commonly known as response time. The response time continuum, the time between when the caller dials 9- 1-1 and when assistance arrives, is comprised of several different components: • Processing Time—The amount of time between when a dispatcher answers the 9-1-1 call and resources are dispatched. • Turnout Time—The amount of time between when units are notified of the incident and when they are en route. • Travel Time—The amount of time the responding unit actually spends on the road to the incident. • Response Time—A combination of turnout time and travel time and generally accepted as the most measurable element. Other performance measurements are also valuable but not utilized in this analysis of staffing and deployment, such as: • Patient Contact Time—The actual time personnel arrived at the patient and began treatment. • Scene Time—The total amount of time resources have spent on the emergency scene prior to transport or clearing the incident. • Transport Time—The total amount of travel time spent transporting the patient to a definitive care facility. • Hospital Time—The total amount of time the transporting unit spent at the receiving facility before returning to service. • Total Commit Time—The total amount of time between dispatch and clearing the incident. Since none of the agencies involved in this project provide transport EMS, the components evaluated in this section will be limited to those found in the first list: processing, turnout, and total response. Before entering this discussion, however, the project team felt it necessary to provide a brief discussion about how the statistical information is presented, particularly regarding average versus percentile measures. 276 City of Corcoran, MN Fire Service Comprehensive Growth Plan 46 The average measure is a commonly used descriptive statistic, also called the mean of a data set. It is a measure which is a way to describe the central tendency, or the center of a data set. The average is the sum of all the points of data in a set divided by the total number of data points. In this measurement, each data point is counted, and the value of each data point has an impact on the overall performance. Averages should be viewed with a certain amount of caution because the average measure can be skewed if an unusual data point, known as an outlier, is present within the data set. Depending on the sample size of the data set, this skewing can be either very large or very small. As an example, assume that a particular station with a response time objective of six minutes or less had five calls on a particular day. If four of the calls had a response time of eight minutes while the other call was across the street and only a few seconds away, the average would indicate the station was achieving its performance goal. However, four of the five calls, or 80 percent, were beyond the stated respon se time performance objective. The reason for computing the average is because of its common use and ease of understanding. The most important reason for not using averages for performance standards is that it does not accurately reflect the performance for the entire data set. With the average measure, it is recognized that some data points are below the average and some are above the average. The same is true for a median measure which simply arranges the data set in order and finds the value in which 50 percent of the data points are below the median and the other half are above the median value. This is also called the 50th percentile. When dealing with percentiles, the actual value of the individual data does not have the same impact as it did in the average. The reason for this is that the percentile is nothing more than the ranking of the data set. The 90th percentile means that 10 percent of the data is greater than the value stated, and all other data is at or below this level. Higher percentile measurements are normally used for performance objectives and performance measurement because they show that the large majority of the data set has achieved a particular level of performance. This can then be compared to the desired performance objective to determine the degree of success in achieving the goal. For this analysis, ESCI was most interested in the ability to respond the appropriate resources to the highest percentage of incidents. For this reason, ESCI analyzed NFIRS data from each department f or 2015 and 2016 and generated average, 80th percentile, and 90th percentile response performance for emergency incidents only. The first component of the response time continuum to be evaluated is call processing time in the communications/dispatch center. Hennepin County Communication provided ESCI with computer aided dispatch (CAD) data for 2015 and 2016 for this analysis. The following figure captures the organization’s average and 90th percentile call processing performance. 277 City of Corcoran, MN Fire Service Comprehensive Growth Plan 47 Figure 41: Call Processing Performance Year Average 90th Percentile 2015 0:01:21 0:02:07 2016 0:01:17 0:02:00 NFPA 1221 recommends that communications centers process and dispatch emergency incidents within 60 seconds when measured at the 90th percentile. The data provided by the dispatch center indicates the 90th percentile performance to be twice the national standard. The discrepancy may be due to procedural matters in the center, or may be a result of flawed data collection, but it should be addressed. The fire departments and municipalities should work with the dispatch center to identify areas of improvement in an attempt to achieve a better call processing time. The second component of the response time continuum is turnout time, or the time between when resources are dispatched and when response units are en route to the incident. Turnout times can vary based on staffing patterns and will typically be longer for volunteer or paid-on-call departments. NFPA 1710, the standard that applies to career organizations, recommends a turnout time performance of 60 seconds for medical incidents and 1:20 (1 minute, 20 seconds) for fire incidents, when measured at the 90th percentile. NFPA 1720, the standard that applies to volunteer and combination departments, does not outline a specific turnout time performance recommendation. However, in order to determine if there is an identifiable deficiency in the overall response continuum, it is necessary to evaluate each department’s ability to get apparatus or units en route to an incident. The following figure summarizes each department’s historical average and 90th percentile turnout time performance. Figure 42: 90th Percentile Turnout Time Performance Hanover Loretto Rogers Average 90th Percentile Average 90th Percentile Average 90th Percentile 2015 0:03:51 0:07:45 0:01:23 0:02:40 0:02:50 0:07:39 2016 0:03:09 0:07:28 0:01:00 0:01:45 0:03:08 0:07:49 Regardless of what the call processing or turnout times are for a particular organization or a region, the most important aspect of response is actually getting the appropriate resources on the scene of the emergency. NFPA 1710 recommends a first unit arrival response performance of five minutes when measured at the 90th percentile regardless of population density and is applied to career fire departments. NFPA 1720 allows a tiered response performance objective based on varying levels of population density as illustrated in the following figure. 278 City of Corcoran, MN Fire Service Comprehensive Growth Plan 48 Figure 43: NFPA 1720 Response Performance Recommendations5 Classification Population Density per Square Mile Response Performance Target Percentile Urban >1000 9:00 90th Suburban 500 to 999 10:00 80th Rural <500 14:00 80th Wilderness/Remote Undeveloped Undetermined 90th The following figure illustrates the total response performance for the study agencies from time of dispatch to arrival at the incident for 2015 and 2016. Figure 44: Response Time Performance, 2015 and 2016 Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 The summary in this figure includes emergency responses (without mutual aid) within the City of Corcoran ONLY and provides—in addition to the average and 90th percentile measures—the 80th percentile total response performance. This performance is illustrated based on the entirety of the City of Corcoran falling into the ‘rural’ population density zone based on NFPA 1720 recommendations. As can be seen in the figure, the 80th percentile response performance for each department serving Corcoran is at or better than the recommended measure of 14 minutes. However, it is noted that the city staff desires to apply the ‘suburban’ density standard to the properties that fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Mutual and Automatic Aid Systems Communities have traditionally forged limited agreements to share resources under circumstances of extreme emergencies or disasters. These agreements, known as mutual aid agreements, allow one community to request the resources of another in order to mitigate an emergency situation or di saster that threatens lives or property. There are numerous mutual aid agreements, both formal and informal, in place between fire, police, and emergency medical agencies within the study area, both with the departments participating in this project and those surrounding the study area. However, it is important to define the level of mutual aid systems in place in this region. Mutual aid can take several forms, and this analysis of mutual aid programs will begin with a brief explanation of the various types of mutual aid systems used by the fire service in various parts of North America. 5 NFPA 1720 Volunteer Department Staffing and Response Target Table from Section 4.3.2. 279 City of Corcoran, MN Fire Service Comprehensive Growth Plan 49 BASIC MUTUAL AID UPON REQUEST This form of mutual aid is the most basic and is typically permitted under broad public laws that allow communities to share resources upon request during times of disaster or during local and regional emergencies. Often, these broad laws permit communities to make decisions quickly regarding mutual aid under specified limitations of liability. These broad laws can allow a community to tap into resources from their immediate neighbors, as well as very distant resources in communities with which they have very little day to day contact otherwise. Under this level of mutual aid, specific resources are typically requested by the fire department, through the appropriate chain of command, and sometimes coordinated by local or regional emergency management personnel. Depending on the level of the request, the response can sometimes be slow and the authorization process may be cumbersome due to the excha nge of official information or even elected official’s approval that may be required. WRITTEN MUTUAL AID AGREEMENTS This form of mutual aid takes the previous form one step further by formalizing written agreements between communities—typically immediate neighbors in a region—in an effort to simplify the procedures and, thus, cut response time. Usually, these written agreements include a process that takes the request and response authorization down to a lower level in the organization, such as the fire chi ef or other incident commander. By signing such agreements, communities are “pre-authorizing” the deployment of their resources under specified circumstances as spelled out in the agreement. Most often, these agreements are generally reciprocal in nature and rarely involve an exchange of money for service, though they may include methods for reimbursement of unusual expenses for long deployments. AUTOMATIC AID AGREEMENTS This form of mutual aid takes the process an additional step further by spelling out certain circumstances under which one or more community’s specific resources will respond automatically upon notification of a reported incident in the neighboring community. In essence, automatic aid agreements expand a community’s initial first alarm response to certain types of incidents by adding resources from a nearby neighbor to that response protocol. Typically, such agreements are for specific geographic areas where the neighbor’s resource can be expected to have a reasonable response time and are fo r only specific types of incidents. An example of such an agreement would be having a neighboring community’s engine respond to all reported structure fires in an area where it would be closer than the second or third-due engine from the home community. In other cases, the agreement might cover a type of resource, such as a water tender or aerial ladder, that the home community does not possess. An example of this would be having a neighboring community’s water tender respond to all reported structure fires in the areas of the home community that do not have pressurized hydrants. 280 City of Corcoran, MN Fire Service Comprehensive Growth Plan 50 Automatic aid agreements may be purely reciprocal, or they may involve the exchange of money for the services provided. Purely reciprocal agreements are common, but typically are used where each community has some resource or service it can provide to the benefit of the other. These services or resources need not be identical. For instance, one community may send an engine to the other community on automatic response to structure fires, while the second community agrees to send a water tender to the first community’s structure fire calls in exchange. These reciprocal agreements are sometimes made without detailed concern over quantification of the equality of the services exchanged, since they promote the effectiveness of overall services in both communities. In other cases, the written agreements spell out costs that one community can charge the other for services, typically where no reasonable reciprocation can be anticipated. One primary purpose of automatic aid agreements is to improve the regional application of resources and staffing. Since fire protection resources are most frequently established because of the occupancy risks in a community and not necessarily a heavy workload, these resources may be idle during frequent periods of time. While fire departments make productive use of this time through training, drills, pre-incident planning, and other functions, the fact is that these expensive resources of apparatus and staff are not heavily tied up on emergency incidents. Communities that share certain resources back and forth are, in essence, expanding the emergency response workload of those units across a larger geographic area that generally ignores jurisdictional lines. This expanded use of resources can strongly benefit both communities that might otherwise have significantly increased costs if they had to procure and establish all the same resources alone. Automatic aid can be used effectively to bolster a community’s fire protection resources, or to reduce unnecessary redundancy and overlap between communities. For the departments serving the City of Corcoran, they each rely on a mix of automatic and mutual aid in order to get the closest unit to the scene in the fastest manner as well as to ensure sufficient personnel are on scene to effectively mitigate the incident. The following figure summarizes each departments’ use of mutual and automatic aid during 2015 and 2016. 281 City of Corcoran, MN Fire Service Comprehensive Growth Plan 51 Figure 45: Mutual/Automatic Aid Given and Received As illustrated in this figure, Hanover VFD has decreased the amount of aid that it has provided to other departments over the past two years while increasing the amount of aid that it has received. Loretto VFD’s aid given has remained relatively stable and the amount of aid received from other departments has decreased. Rogers VFD has seen in increase in both aid given and aid received. It should be noted that the aid given by, and received from, is not limited to the study departments and would include other surrounding departments such as Hamel, Maple Grove, and Plymouth. 0 5 10 15 20 25 30 35 40 Aid Given Aid Received Aid Given Aid Received 2015 2016 Hanover Loretto Rogers 282 City of Corcoran, MN Fire Service Comprehensive Growth Plan 52 FUTURE SYSTEM DEMAND PROJECTIONS In order to project potential future service demand, it is first necessary to evaluate historical population growth and current community risk. These elements, combined with historical per capita incident rates, allow for a more accurate projection of future demand. Population Growth and Community Risk Population History and Growth Emergency services demand is typically driven by population and human activity. This holds true for Corcoran as well. As the population of the area has risen, so has the overall service demand. The overall population of the response area has fluctuated over the past sixteen years based on histo rical census data, as illustrated in the following figure. Figure 46: Population Growth History Over this same period, the average growth rate calculates to 0.07 percent with a low of -1.03 percent in 2002 and a high of 2.05 percent in 2016. With additional development, particularly on the eastern side of the city, the population will likely continue to increase. This will be discussed in later sections of this report. Community Risk Analysis The fire service assesses the relative risk of properties based on a number of factors. Properties with high fire and life risk often require greater numbers of personnel and apparatus to effectively mitigate a fire emergency. Staffing and deployment decisions should be made with consideration of the level of risk within geographic sub-areas of a community. Unlike medical responses that focus on human life, fire incidents are intended to protect property in addition to life. Property values translate into tax revenue for municipalities and the protection of that valuation is often imperative to the success of a fire department. 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 3004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 283 City of Corcoran, MN Fire Service Comprehensive Growth Plan 53 The following translates land use (potential scale and type of development within geographic sub-areas) to categories of relative fire and life risk. • Low risk—Areas zoned and used for agricultural purposes, open space, low-density residential, and other low intensity uses. • Moderate risk—Areas zoned for medium-density single family properties, small commercial and office uses, low-intensity retail sales, and equivalently sized business activities. • High risk—Higher-intensity business districts, mixed use areas, high-density residential, industrial, warehousing, and large mercantile centers. Corcoran has a diverse mix of risk across the jurisdiction including some high risk industrial occupancies but is predominantly rural residential and agricultural. Proper code enforcement and fire prevention efforts will assist the city in ensuring that these properties are operating safely. In addition to occupancy risk, the relative age of a population can impact service demand and service delivery. Studies have shown that departments that participate in emergency medical services generally see utilization rates higher in certain age groups; typically, those under the age of five and those over the age of 65. The following figure illustrates how the population in the city is distributed across the various age groups. Figure 47: Population by Age Group The relative distribution of the population indicates lower than expected population age 65 and over. Many communities across the nation see a correlation between housing occupancy type and service demand. In some cases, high rental property and vacancy rates lead to increased service demand. This is commonly tie d to socioeconomic issues but is highly variable. The City of Corcoran, however, currently enjoys a relatively low renter and vacancy rate, which should remain steady into the future. 0 200 400 600 800 1000 1200 1400 Under 5 5-14 15-24 25-34 35-44 45-54 55-64 65 and Over 284 City of Corcoran, MN Fire Service Comprehensive Growth Plan 54 Figure 48: Housing Occupancy Type There are different methods of calculating potential future population growth, and the mathematical and growth rate data indicate that the population of the response area will continue to remain stable for the foreseeable future, totaling an estimated 5,620 by 2040, as illustrated in the following figure. However, additional information will be presented following this chart that changes the projections considerably. Figure 49: Population Growth Projections The forecast of population growth is based on several models that include: • Mathematical forecast based on historical growth • Growth Rate using an average of historical growth rates 90.7% 6.6% 2.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Owner-Occupied Renter Occupied Vacant 0 1,000 2,000 3,000 4,000 5,000 6,000 Mathematical Growth Rate Based 285 City of Corcoran, MN Fire Service Comprehensive Growth Plan 55 However, the data above does not present the complete picture. The Metropolitan Council adopted Thrive 2040 in May 2014. That document, based on development driven population projections, places the overall population of Corcoran at 8,900 in 2030 and 11,300 in 2040, nearly double what historical growth indicates as shown in the following figure. Figure 50: Consolidated Population Growth Projections The City should continue to regularly monitor population growth and development and continually update their plans to serve that growing population. This information will be used in the following section to project future service demand. Service Demand Projections Using the information from the previous sections of this report, ESCI evaluated historical service demand, historical incident rates, and potential changes to the population in the future, to develop a number of models of future service demand. Historical incident rates were multiplied against future populations based on the average growth rate model (annual historical growth rate). This method indicates slow but steady growth over the planning period as illustrated in the following figure, with a majority of service demand coming from medical incidents. 286 City of Corcoran, MN Fire Service Comprehensive Growth Plan 56 Figure 51: Service Demand Projections – Historically Based Additionally, ESCI evaluated the projected populations based on the THRIVE 2040 report. These projected populations, as expected, create significantly more projected service demand as illustrated below. Figure 52: Service Demand Projections – Thrive Based Although it is nearly impossible to precisely predict population and service demand changes, it is evident that Corcoran will be faced with an increased service demand as time progresses and the overall population continues to grow due to development, particularly in the eastern portions of the City. Local officials should work closely with fire department representatives to monitor population changes annually and adjust future predictive models as necessary, relative to resource deployment. 0 20 40 60 80 100 120 140 160 180 200 Fire Medical Other 287 City of Corcoran, MN Fire Service Comprehensive Growth Plan 57 FUTURE DELIVERY SYSTEM MODELS Although the foregoing sections of this report focused primarily on the conditions that currently exist within the City of Corcoran, the intent of this study is to combine that evaluation with a look into the future and provide policy makers with information necessary to carry the system forward over the next 10 to 20 years, with a defined focus on the question of future fire station placement and personnel deployment. This portion of the report provides discussion related to the deployment of facilities, apparatus and personnel with a focus on future service delivery and an improvement in overall efficiency within the system. Short and Mid-Term Strategies Establishment of Response Standards and Targets ESCI observes that the city, and the contracting fire departments involved in this study, have not established formalized response performance standards and targets. It is difficult to adequately identify if, when, or where a fire station should be added, or how personnel resources should be deployed, if the city does not know what it is seeking to achieve in terms of response performance. However, city staff have indicated that they would consider applying the response standard of the National Fire Protection Association (NFPA) using the category of “rural”, which sets a response standard of 14 minutes at the 80th percentile, to areas outside the Metropolitan Utilities Service Area (MUSA). In addition, staff would like to apply the “suburban” response category of a 10 minute response, 80 percent of the time, to areas within the MUSA. Additional detail on these standards is provided in the following pages. To determine future service delivery models for the study area, it is first necessary to establish response standards and targets that will be used to identify the appropriate deployment of physical and personnel resources. While there are nationally published standards for the deployment of fire stations and apparatus, often these standards are simply too restrictive, or too expensive, for many organizations . In this report section, ESCI will provide an overview of the published standards and then work to establish an appropriate set of response standards and targets for the study area that deliver an expected level of service within the fiscal constraints of the region. However, before doing so, ESCI provides the following important consideration, one that does not apply in most circumstances, and with most fire departments. In Corcoran, an unique situation is found, that being that fire and EMS services are provided via contracted services, rather than by a city fire department or separate fire district, as is more commonly found. The Evaluation of Current Conditions section of this report finds that the contracted service approach works well for Corcoran’s citizens and provides an acceptable level of service, without the need for the City of Corcoran to establish and maintain its own fire department. The model works and works well. Receiving fire and EMS response by way of contracted service presents the im portance of defining the level of service for which the city is paying and taking steps to measure how well the provided services meet the city’s and citizens’ needs, expectations, and ability to pay. To measure service effectively, the city needs to do two things: First, establish defined response standards and targets, and secondly, track and measure the contract agency’s response performance, relative to the identified standards. 288 City of Corcoran, MN Fire Service Comprehensive Growth Plan 58 Response standards are based not only on response time, which is sometimes viewed as the only important measure, but also by the ability of the contract agency to assemble and adequate number of responders at an incident to address the emergency. Further, response time may be measured differently—for example, in some instances, response time may be calculated based on how soon a chief officer arrives on scene. However, that measure is invalid, because a chief does not bring with him/her the personnel and equipment with which to extinguish a fire or mitigate a medical emergency. Instead, a more appropriate measure is that of when an engine, rescue, or other resource has arrived that is equipped to manage the incident. In review of the service contracts that are in place in Corcoran, ESCI finds that they call for fire departments to provide service to various portions of the city, but they do not specify how quickly or how effectively they are expected to do so. In the absence of defined response standards and targets, the city is left in a position of “you get what you get” from their contractors. ESCI hastens to point out that we do not imply that the services provided by Rogers, Loretto, and Hanover Fire Departments is flawed. It is not. We simply underscore the importance of establishing a process by which to quantify and measure response performance and translate it into contract language that allows the city to hold the contract responders to an identified standard. Identifying that standard and stating it in a measurable manner is not an easy process. The balance of this discussion will help to provide information with which to do so. It must first be made clear that response standards have to be developed by the individual community, based on the expectations of elected officials and citizens balanced against the financial aspect of what a community is able and willing to afford. For this reason, ESCI cannot establish these standards for Corcoran, but rather will provide guidance and examples of what we consider to be acceptable metrics. NFPA 1710 recommends that career fire departments adopt response performance objectives that deliver an equal level of service across the entirety of the response area irrespective of population density, geography, or response area size. For an area the size of the study region, it is improbable that a single response performance objective can be accomplished. The standard recommends the following for career fire departments: • Call Processing 0:60 at the 90th Percentile • Turnout 1:00 at the 90th Percentile6 • Total Response 5:00 at the 90th Percentile7 6 1:20 for fire incidents. 7 5:20 for fire incidents. 289 City of Corcoran, MN Fire Service Comprehensive Growth Plan 59 A note about standards: The standards promulgated by the National Fire Protection Association (NFPA) are not requirements. In fact, there are no model requirements by which a fire department is bound regarding service delivery, but rather, standards that are developed by consensus process, setting a baseline. Few, if any fire departments comply with all the established standards and, in fact, response agencies are expected to develop their own standards, considering the nationally established standards, based on their circumstances and their community’s ability to fund services. For volunteer and combination fire departments NFPA 1720 provides a separate set of response performance objectives based on various levels of population density. NFPA 1720 does not provide for a turnout time performance objective since many personnel may be responding from home, work, or elsewhere throughout the community. The standard recommends the following for volunteer and combination fire departments: • Call Processing: 0:60 at the 90th Percentile • Turnout: None • Total Response Time: Urban: 9:00 at the 90th Percentile Suburban: 10:00 at the 80th Percentile Rural: 14:00 at the 80th Percentile The standard also defines the various population densities as follows: • Urban: Greater than 1,000 population per square mile • Suburban: 500 to 1,000 population per square mile • Rural: Less than 500 population per square mile The following figure illustrates how these population densities are distributed throughout the study area. 290 City of Corcoran, MN Fire Service Comprehensive Growth Plan 60 Figure 53: Population Density Note: Maple Hill Estates is a mobile home park which is why it is covered by 2 census blocks in the mapping data, likely because it is a more densely populated area due to mobile homes in a small space. Also, the census block data did not contain information on Jackie Lane, which is why it does not appear properly. It consists of about 5 streets with a normal array of homes. 291 City of Corcoran, MN Fire Service Comprehensive Growth Plan 61 As illustrated in the preceding figure, the entirety of the City of Corcoran is under 500 population per square mile (based on census block data) making the entire response area rural based on the NFPA standards. The historical response performance for the study departments was provided previously in this document. Based on this information, ESCI recommends that the departments continue to attempt to achieve compliance with NFPA 1720 as their adopted response performance objectives as listed in the following figure: Figure 54: Recommended Response Performance Objectives Population Density Performance Objective Percentile Urban >1,000 9:00 90th Suburban 500–999 10:00 80th Rural <500 14:00 80th Since the entire response area is considered rural (at present), only the yellow shaded performance objective would apply to the study departments. However, future development of lower density areas will call for other criteria to be adopted. In addition, the city has indicated to ESCI that they wish to consider applying the “Suburban” standard to properties that are within the MUSA. Application of either standard will require modification to the existing service contracts. However, having provided the above explanation, ESCI hastens to point out that things are changing in Corcoran as this report is being composed. Based on consideration of the growth that is being experienced today, and more importantly projected by community comprehensive planning efforts, the rural population density should not be expected to remain at that level moving into the future. The City of Corcoran 2030 Future Land Use Plan predicts that a substantial increase in use, primarily residential, is expected to occur along the eastern and southern borders of the city, as shown in the following figure. Key Recommendation: • The City is advised to work with the contract fire departments to determine whether the above standard is achievable and, if not, what standard can be met. Once that determination has been made, the result should be refined to parallel language in the service contracts, establishing the response standards and targets that they agree to provide. 292 City of Corcoran, MN Fire Service Comprehensive Growth Plan 62 Figure 55: City of Corcoran 2030 Land Use Plan Map The map demonstrates that the city can anticipate increased population density in the areas shaded in yellow, orange, and brown. Those areas represent Low, Medium, and High Density residential areas, respectively, and include the entirety of the eastern and southern parts of the city. It is advised that, when the city establishes response performance objectives, it should do so in consideration of at least two, and potentially three population density categories as detailed in Figure 54, previously. Short Term Functional Improvements The development of response standards discussed above will help Corcoran and the response agencies to quantify its goals and targets with respect to service delivery. In addition to the above, ESCI has identified a number of short term initiatives that can be applied to the City of Corcoran, and surrounding service area, that can provide enhancements to current practices that are relatively easy and inexpensive to put into practice. Many of the concepts listed are ones typically applied to a cooperative effort or merger/consolidation study which is beyond the scope of work of this project. While this project is not a consolidation study , the following is a summary of potential functional initiatives that ESCI believes can be implemented to increase effectiveness within the study region with little to no fiscal impact and each department retaining their individual identity and independence. 293 City of Corcoran, MN Fire Service Comprehensive Growth Plan 63 Enhanced Automatic Aid System The Corcoran contracting fire department, and Hennepin and Wright County fire departments generally, have a well-developed Mutual Aid system in place that provides needed resource support to the participating agencies. The system could be more fully automated, avoiding the need for command officers to call for specific resources when needed. Establishment of a fully automate Mutual Aid, (Automatic Aid) system with a dropped boundary approach that sends the closest resource regardless of jurisdiction, can enhance service delivery. Unification of Standard Operating Guidelines Each of the agencies has developed Standard Operating Guidelines that are well established. While the SOGs are generally acceptable as they stand, each contract agency has developed their own. Since the departments work together often and operate in a similar manner, the current procedures do not differ a great deal, however, it is essential that during mutual aid operations all personnel are working from the same “play book.” Efforts to standardize the procedures regionally will improve operating efficiency and, most importantly, firefighter safety. Regionalized Incident Command Incident Command practices, while similar, vary between the subject agencies. Standardization of a regional approach is important to both safety of responders and the effectiveness of the response. Like Standard Operating Guidelines, a regional or county-wide adopted system can and should be in place. Joint Apparatus and Equipment Purchasing Purchasing of small equipment, turnout gear and ever fire apparatus can be undertaken as a shared initiative. Often significant cost savings may be realized as a result of economies of scale that can be gained by joint/bulk purchasing. Capital Replacement Planning Planning for long term replacement of capital assets is a shared need between all of the agencies. None currently have replacement schedules in place for fire apparatus. Approaching apparatus replacement planning from a regional perspective may offer opportunities for cost savings and operational efficiencies. Shared Recruitment and Retention Efforts All of the contract agencies depend heavily on the use of Paid on Call responders and, as a result, share a common need for recruitment and retention of capable personnel. Shared recruitment and retention activities offer the opportunity to pool personnel resources and offer additional gains, as noted below. Collaborative Training Practices Training of emergency responders is a need that is common to all three organizations. Currently, training is generally conducted independently, with some, but limited joint drill sessions. Because the three departments often respond to the same emergencies, and assuming that the above effort to combine operating procedures, opportunities are present to address shared training needs based on a regionalized perspective. 294 City of Corcoran, MN Fire Service Comprehensive Growth Plan 64 Further, training facilities are limited in the study area. Often, responders need to train on community buildings, using parking lots or other resources. Consideration should be given to the future development of a shared training ground. One consideration could be the inclusion of some training props and facilities in the construction of a new station in Corcoran, if doing so is pursued. A key element to joint training efforts will be consistency of standards. First, a minimum standard for training would need to be agreed to by all participants. Secondly, minimum requirements for attendance and make- up of missed trainings would need to be agreed to, established, and equally applied in all of the agencies. Shared/Cross Trained Response Personnel In viewing the service delivery practices by the fire departments in the study area it is readily apparent that all three service providers function in a very similar manner in terms or response procedures, personnel training and levels of service provided. Should the fire departments pursue some of the initiatives listed above, including joint training and shared recruitment and retention efforts, all personnel involved will be qualified to work as Paid On Call responders within any of the three fire departments. POC personnel, generally, are members of the department that is closest to their home. However, they may work during the day in one of the other communities, closer to another fire department’s station. While rarely done, personnel that are trained and qualified could respond from work or anyplace else that they are at the time of an emergency call, to the closest fire station and respond with that agency, effectively sharing responders and increasing the personnel available to each fire department. Potential Mid Term Improvements The items listed above are ones that can be readily achieved, at little or no cost and that offer opportunitie s for improved efficiency as well as an enhance capacity to address the community growth and future service demand that is presented in this report. All can be achieved quickly, as there are no contractual or legal requirements involved, only the agreement by the agencies to do so. Other opportunities also exist, but are more involved and, as a result, time consuming. The following initiatives take the fire departments and the City of Corcoran to a higher degree of collaboration and, in fact, forms of consolidation. They offer opportunities for increased effectiveness and keep the governance of all four agencies intact as it is today, while enabling operations go be undertaken collaboratively. Administrative Consolidation An administrative consolidation occurs when two or more agencies maintain their separate legal status and separate operational elements but combine some or all of their administrative functions. Examples include combining clerical, HR, IT, and/or financial functions while maintaining separate operational activities, or even combining agency administration and management under one fire chief. An administrative consolidation is accomplished legally through an Interlocal Cooperation Agreement or the formation of a Joint Powers Authority (JPA) between the agencies. The three study fire departments have very small administrative staffs, so there are not a large number of functions that could be combined, but efficiency could certainly be gained from things like shared administration of training programs, fire prevention efforts and routine clerical and administrative tasks. 295 City of Corcoran, MN Fire Service Comprehensive Growth Plan 65 Operational Consolidation Under an operational consolidation, all operations are consolidated under a single organization that serves all participating agencies. The agencies remain independent organizations from a legal/political/taxing standpoint; but from a service level standpoint, the organization operates as one agency. Like other strategies listed, an operational consolidation is accomplished legally through an Inte rlocal Cooperation Agreement or formation of a Joint Powers Authority. Under an operational consolidation, governance of the three fire departments and city of Corcoran would remain as it is at the city council and board level. However, this strategy largely joins the three entities, operationally, through the execution of a more comprehensive operational agreement. The resulting organization features a single organizational structure and chain of command. Regionalization considerations The above initiatives are often undertaken as the early steps toward a more comprehensive consolidation of efforts and, in many cases, the legal unification of the participating agencies in the form of a legal merger. That concept falls beyond the scope of work of this study, but nonetheless warrants future consideration, and is discussed further later in this report. Key Recommendations: • As stated the short-term initiatives listed above are easily accomplished and ESCI recommends that each of them be evaluated internally and implemented if found to be feasible. • The mid-term concepts will require more assessment and analysis of their feasibility, but ESCI also recommends that, at a minimum, the three fire departments and City of Corcoran have a conversation about how the concepts may be applied. ESCI can provide additional detail and guidance, if needed. • 296 City of Corcoran, MN Fire Service Comprehensive Growth Plan 66 Future Fire Station Strategies and Alternatives In June 2011, the City of Corcoran produced an updated Comprehensive Plan that identified areas of future growth within the community. Part of the process of developing this plan was to reclassify certain property types into more narrow categories, i.e. Single Family Residential into Low, Medium, and High Density Residential. The current (2008) and 2030 forecast for land use within the city is summarized in the following figure. Figure 56: Comparison of 2008 and 2030 Land Use8 2008 2030 Change Ag Preserve 1,796.23 1,821.13 +24.90 Ag Rural 16,264.09 12,222.17 -4,041.92 Single Family Res. 2,948.28 1,568.15 -1,380.13 Manufactured Home 28.56 0.00 -28.56 Commercial 59.32 299.60 +240.28 Business Park 0.00 80.40 +80.40 Industrial 205.34 506.08 +300.74 Public/Semi-Public 141.87 115.10 -26.77 Parks and Open 111.28 79.24 -32.04 Golf Course 417.87 92.32 -325.55 Right-of-Way 871.13 871.13 0.00 Open Water 236.94 236.94 0.00 Wetland 0.00 0.00 0.00 High Density Res. 0.00 341.87 +341.87 Low Density Res. 0.00 3,388.14 +3,388.14 Medium Density Res. 0.00 153.74 +153.74 Mixed Res. 0.00 640.05 +640.05 Mixed Use 0.00 475.05 +475.05 Rural Service/Commercial 0.00 189.82 +189.82 25,088.91 25,110.93 +0.03 What this information alludes to is an overall decrease in agricultural properties (including golf courses ) and a significant increase in housing, particularly Low Density Residential. Although the figure indicates a decrease in “Single Family Residential” properties, there is an increase in Medium Density Residential, High Density Residential, and Mixed-Use Residential that largely offsets that decrease. This is the result of the reclassification mentioned previously. As illustrated in the following figure, most of the change in land use is expected to occur along the eastern and southern borders of the city. 8 City of Corcoran, 2030 Comprehensive Plan: Future Land Use Plan, Tables 4 and 5. 297 City of Corcoran, MN Fire Service Comprehensive Growth Plan 67 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan9 9 City of Corcoran, 2030 Comprehensive Plan; Future Land Use Plan, Figures 7 and 8. 298 City of Corcoran, MN Fire Service Comprehensive Growth Plan 68 When the reader observes the 2008 Land Use Map, Figure 57, in comparative reference to the 2030 Future Land Use Plan, the difference is clear, and significant. As the Comprehensive Plan moves forward, the character of Corcoran will change dramatically. From a long-range planning perspective regarding fire and EMS services, the growth is sure to translate into significantly increasing service demand. Large tracts of, what is now, agricultural or rural properties are expected to develop into Low Density Residential and Mixed-Use properties and other portions are planned in the Medium and High Density Residential categories. This type of change in land use will, without question, lead to additional service demand on the public safety and emergency services providers in the affected areas. In addition, there is currently a very high density of service demand in the southeastern portion of the city that is currently outside recommended travel distances from existing stations. The following discussions address a variety of approaches that have been identified regarding fire and EMS resource deployment, viewed in the light of the projected community growth. Potential Long-Term Strategies A long-term, high-level, view of future needs is important to provide a “big picture” perspective of how the organization needs to continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload and how both impact the future deployment of fire stations and personnel. Before proceeding with the identified options that are available to the city, ESCI determined that one identified variable needed to be assessed. The City of Rogers is considering the addition of a third fire station sometime in the future. To determine how the initiative may impact services in the City of Corcoran, the following discussion is provided. Potential Addition of a Third Fire Station in Rogers To prepare for the expected increase in service demand, and to potentially address lack of sufficient coverage of the current high service demand in the southeastern quadrant of their city, the City of Rogers has explored the potential of placing an additional station just north of the Corcoran border in the general proximity of County Road 116 and Valley Drive. The concept is intended to address anticipated growth I Rogers, but, if constructed, may affect Corcoran, as well. Although this potential station would lie outside of Corcoran, it could provide a quicker response to the northeastern portions of the city should they continue to provide service, as illustrated in the next figure. 299 City of Corcoran, MN Fire Service Comprehensive Growth Plan 69 Figure 58: Potential Rogers Station Travel Model This figure depicts travel times from the existing fire stations, with the addition of the proposed third station in Rogers, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The maps demonstrate that the addition of a third station in Rogers will improve response times to the northeast corner of the City of Corcoran. However, the more significant area of conce rn to Corcoran officials is focused more to the south of the portion of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the added Rogers station, coverage to the current and future high service demand area would still be outside recommended travel distance models. 300 City of Corcoran, MN Fire Service Comprehensive Growth Plan 70 Potential Addition of a Fire Station in Corcoran Another concept that warrants consideration is that of building a fire station within the City of Corcoran. ESCI reviewed mapping data and related information to select a potential location in the vicinity of the existing City Hall campus, at or near the intersection of County Road 10 and County Road 116. ESCI mapped the station location that has been discussed. The following map depicts that location, as well as the proposed third Rogers station: Figure 59: Potential Added Corcoran and Rogers Station Travel Model 301 City of Corcoran, MN Fire Service Comprehensive Growth Plan 71 Although placing a station in the location identified by Rogers would produce a response overlap if the City of Corcoran was to construct a new station within the city, to the southeast; unless the Rogers station is staffed with full time personnel, or significant numbers of Paid On Call personnel currently live in close proximity to the potential station location, the response performance from the north would not be significantly improved. It is also unknown if, or when Rogers will build a third station. The fire chief indicates that the timing of doing so is unknown, and that the initiative is also dependent on the extension of County Road 117, as well as the development of a 500-unit subdivision in the area. The subdivision work has started. Further, it is unknown whether Corcoran will decide to construct a station in the city and how it will be staffed. Comparatively, if the addition of a station at the proposed Corcoran location is not implemented and Rogers moves forward with their third station, coverage to the current high service demand area would still be outside recommended travel distance models. The fire departments in Hamel, Maple Grove and Plymouth were not directly included in this study because they do not currently contact services to Corcoran. However, due to their proximity to the city, it is appropriate to include some analysis or response coverage from those departments, found below. 302 City of Corcoran, MN Fire Service Comprehensive Growth Plan 72 Hamel Fire Department The city received response from the Hamel Fire Department in the past and does not contract with Hamel at this time. ESCI decided to look at how the Hamel station compares in regard to response coverage, resulting in the following finding. Figure 60: Hamel Station Location Coverage This map includes travel times from the existing fire stations, with the addition of the Hamel station, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The preceding map demonstrates that the travel times from the Hamel station reach the 8 and 10-minute thresholds only a very small portion of the southern and eastern of the areas of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the inclusion of the Hamel station, coverage to the current and future high service demand area would still be outside recommended travel distance models and of limited advantage in the context of travel time. 303 City of Corcoran, MN Fire Service Comprehensive Growth Plan 73 Maple Grove Fire Department Similarly, the two closest Maple Grove stations were mapped using four, six, eight, and 10-minute travel times. Figure 61: Maple Grove Station Location Coverage As demonstrated, coverage is improved with the inclusion of the Maple Grove stations. Considerable portions of the city still fall in the 8, 10 and longer travel time categories. When ESCI spoke with Maple Grove representatives they indicated that, while they are comfortable and willing in regard to the provision of mutual aid response, they are not inclined to enter into a contract for service with Corcoran. 304 City of Corcoran, MN Fire Service Comprehensive Growth Plan 74 Plymouth Fire Department Travel times from Plymouth Fire Department’s Station 3 is reflected in the next map. Figure 62: Plymouth Station Location Coverage From an initial response standpoint, little is gained in coverage from this station. Analysis of Available Options Based on the preceding analysis of current conditions and the review of current risk and development trends within Corcoran, ESCI has evaluated the need for additional resources to enable the city to provide services to both current and future populations. In essence, the city has three options to provide future fire protection and medical first response to its residents: 1. Continue the Current Model 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies 3. Construct an Additional Station and Implement a City Fire Department 305 City of Corcoran, MN Fire Service Comprehensive Growth Plan 75 Option 1: Continue the Current Model Based on current levels of expectation within the community, the existing model is viable for the near future. However, as development continues, particularly on the east side of the city, service demand is likely to increase, which could lead to extended response times. Pros: ▪ Costs will remain low for the provision of fire protection and medical first response. ▪ No additional capital investment would be required. ▪ Existing community satisfaction should not be impacted. Cons: ▪ As development continues, response times could increase with increased service demand. ▪ Surrounding departments could require additional funding to accommodate increased service demand within Corcoran. ▪ Changing demographics may desire a higher level of service. Continuation of the current service approach does not address future needs or address current shortcomings in the service delivery approach. It has been demonstrated in this report that the existing response system is maximized, and, in some respects, the current model is stretched. A status quo continuation of the current service delivery approach will not meet the response needs of the city if community growth develops as projected and resultant service demand increases. Continuing with the current model in the long term, is not advised. Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies This scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As already presented, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development, particularly to the east, is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the following figure. 306 City of Corcoran, MN Fire Service Comprehensive Growth Plan 76 Figure 63: Potential Corcoran Station Location Travel Times 307 City of Corcoran, MN Fire Service Comprehensive Growth Plan 77 Figure 63 models a potential station in the vicinity of County Road 116 and County Road 10, just to the south of the Corcoran City Hall and Police Department. Adjusting the location within a half mile in either direction will not negatively impact the modeled performance. An additional analysis is offered, comparing 1.5 and 5-mile travel distances (ISO criteria) to further visualize the adequacy of coverage from this location. Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station 308 City of Corcoran, MN Fire Service Comprehensive Growth Plan 78 As demonstrated graphically in Figure 64, the location significantly improves 1.5 and 5-mile coverage, compared to the existing station configuration. ISO is likely to view the change favorably which will affect insurance rates positively. The question then becomes, who will staff the station? Multiple considerations come in to play to answer the question, including administrative and operational capacity of the potential contractors, along with their willingness and financial ability to do so. A key factor is, of course, the availability of responders. Based on the proposed location, ESCI asked that each department submit a roster of member address to be mapped. The result is illustrated in the following figure. Figure 65: Current Volunteer Residences 309 City of Corcoran, MN Fire Service Comprehensive Growth Plan 79 Although only one current volunteer lives within the vicinity of the proposed station location, several other members, all of the Loretto Fire Department, live within the city limits of Corcoran and could provide a quicker response from the proposed location than from the current VFD station. However, whether Loretto, or another contract agency is used is a decision that will be dependent on factors not limited to responder locations, including the contract cost, capacity of an agency to take on the additional responsibility and their ability to do so from an administrative standpoint. Pros: ▪ Improves response capability to the highest area of service demand. ▪ Reduces response times to a growing area of service demand. ▪ May result in lower property insurance rates for homeowners within five miles of the new station. ▪ Continues the relationship with the volunteer fire departments and enhances the partnership by providing a station from which the volunteers can respond. Cons: ▪ Will require a capital investment in a fire station. ▪ May require the re-negotiation of contracts with other departments currently serving Corcoran. ▪ Not all calls for service will be answered from volunteers’ homes; response potential could be negatively projected. Of the three options identified and evaluated here, ESCI considers the above to be the preferred option for the City of Corcoran. Option 3: Construct a New Fire Station and Implement a City Fire Department This report would be incomplete if the notion of starting an entirely new fire department, operated by the City of Corcoran, was not identified as an option. The only difference between this scenario and the previous is that the city would implement its own fire department, which would require significant input from the community due to questions regarding staffing and response capability. The following questions would need to be considered: 1. Would existing departments continue to work with the city to cover the outlying areas? If not, would additional stations be necessary? 2. Would sufficient personnel be available to provide services without jeopardizing the surrounding departments’ response capabilities? 3. Would the city be willing to invest in a station PLUS sufficient apparatus to adequately operate the station? 4. Does the city want to get into the business of providing fire protection and medical first response? 310 City of Corcoran, MN Fire Service Comprehensive Growth Plan 80 These questions are all valid and should be carefully considered prior to making any decision o n moving forward. Although listed last, question four is perhaps the most important since it involves the creation of an entirely new entity within the current City governmental structure and, with it, additional duties, responsibilities, and liabilities for the city. City leaders should continue to work with fire departments to ensure that service is provided throughout the jurisdiction in a way that is satisfactory to the residents and should consider a series of public meetings to gather public input as to future expectations, ability to fund the various options, and most importantly, their willingness to fund the option chosen. Two primary concerns come into play when considering the alternative. First is cost, which is considerable. The second is the challenge of staffing a new fire department. Doing so with career personnel would likely be viewed as cost prohibitive in this instance, and a Paid On Call model would likely be preferred. The problem with a Paid On Call approach is simply that the new Corcoran Fire Department would be competing for members from the same pool of personnel resources as that of the other fire departments. What was identified consistently as a critical issue by the departments in the Evaluation of Current Conditions section of this report—that of recruitment and retention of responders—would simply be exacerbated under this option. The implementation of this strategy is not advised. Future Staffing All of the fire departments serving the City of Corcoran are dependent on a Paid On Call method of staffing response. The methodology has worked well and continues to do so today. However, the city and the fire departments are urged to view their staffing practices with an eye to the future. ESCI’s recent experience in Minnesota has found that, while many, if not the majority, of fire departments in the state employ a POC staffing model, all are finding it more and more difficult to recruit and maintain responders. And the problem if further challenging in communities that are growing. In this instance, the city is not able to tell the fire department’s how to staff its responses, but nonetheless needs to know what the long-range staffing picture looks like. Determining what adequate staffing levels are for a fire department is more elusive that it would seem. Agencies typically staff according to the normally expected service demands and, if possible, include some reserve capacity for multiple or larger incidents. However, agencies typically depend on outside assistance for major, manpower-intensive incidents that occur on an infrequent basis. It is simply impractical to fully staff for every contingency. Staffing decisions are best made in consideration of what the organization seeks to accomplish in terms of response performance. Community expectations and an agency’s financial capacity must be balanced to achieve an acceptable level of service delivery. Staffing allocation is then based on meeting targeted needs and expectations, within the organization’s ability to afford new hires. The development of response time standards and performance targets as discussed within this report will assist the city and its contract fire departments with future staffing decisions. 311 City of Corcoran, MN Fire Service Comprehensive Growth Plan 81 In some agencies, an option to full dependence on career staffing sometimes includes working with other area fire agencies and community college fire science programs to place qualified intern or student personnel as first responders. An additional or alternative approach is the establishment of resident firefighter, volunteer, or apprentice programs, any of which conceivably improve on the existing situation. Fire departments in the study area and surrounding communities are feeling the pressure of maintaining the current Paid On Call approach. Many are considering, or have implemented the addition of career personnel, but doing so comes at a substantial cost which, potentially, will result in increasing costs to the city at some point in time. Although the analysis of alternative staffing methodologies falls outside of the scope of work of this report and is an issue that needs to be addressed by the fire departments as contract service providers, the city is encouraged to meet with the fire agencies and discuss long range plans for meeting future staffing needs. Finally, should the city decide to move forward with building a new fire station, it is urged to consider future staffing needs in the design. The construction plans should either include residential accommodations for paid, part-time, resident or other staffing approaches or, at a minimum, incorporate space considerations for the addition of crew quarters in the future. Exploration of Regional Cooperation Opportunities It is broadly recognized that jurisdictional boundaries seldom make efficient and effective service delivery parameters. Citizens often recognize and appreciate regional approaches to service delivery as an all-too-rare example of governmental cooperation and efficiency. While completing this analysis of current and future station locations, it became apparent that service delivery may be improved, and costs may be contained, if a regional approach is considered. While the City of Corcoran does not have a fire department of its own to engage in a shared service delivery approach, there are multiple collaborative opportunities available to the fire departments serving the city, which may, and should be, considered as future initiatives. A few examples include: • Jointly staffed fire station(s) • Joint purchasing agreement between area fire agencies • Functional consolidation with allied fire agencies in areas such as: ▪ Shared training program ▪ Shared prevention and public education programs ▪ Special Operations/Technical Rescue services • Operational consolidation with neighboring agencies which could include: ▪ Shared incident command staffing ▪ Fully dropped boundary incident response ▪ Collaborative station staffing with personnel from differing agencies 312 City of Corcoran, MN Fire Service Comprehensive Growth Plan 82 As providers of services in the study area, the three fire departments could set the stage for greater levels of cooperation and collaboration between additional area agencies. In addition, when ESCI met with representatives of Maple Grove and Plymouth as a part of information gathering, both indicated a willingness to consider exploration of future cooperative efforts. Often, the effort may lead to some form of more formal and legal integration of two or more area agencies. That integration may be in the form of various types of consolidation or may be one of legal merger or fire district formation. A study of the feasibility of formalized or more structured cooperative service delivery opportunities falls outside of the scope of work for this study and would constitute another project in itself. However, ESCI finds that exploration of how the area agencies may work more closely together to increase efficiencies, contain costs, and achieve long-range future cost avoidance, is warranted and highly recommended. It is further noted that grant funding is currently available to study the feasibility of shared service deliv ery options via the Minnesota State Fire Marshal’s Office. Thresholds and Triggers—Determining When a New Station is Needed In many communities, the question that must be addressed is when is a new fire station, additional response resource, or alternative response program required to meet response goals. In many cases the overall answer is part financial and part professional judgement of policy makers and fire department leaders. The problem comes in identifying a quantifiable trigger point for adding resources; since it can vary from community to community or even within a specific jurisdiction. While there is an abundance of opinion, there is very little definitive guidance in fire service literature on how this should be accomplished. First and foremost, the decisions about not only where, but when, to build a new fire station should not be made without first determining and documenting what the city is trying to achieve as far as response time, reliability, and performance from the contracting fire departments. The discussion earlier in this report explains in detail the importance of establishing these standards, and does not need to be repeated here. The City is advised to base this kind of decision on the following questions: 1. What are our response time standards and targets? 2. Are the identified targets being achieved by the responding agencies today? 3. Will the addition of new fire station(s) result in achieving the response standards that are not being met today? If the answer to question 3 is yes, a new station is advised. However, two additional considerations must come into play: 1. Can we afford to add a station at this time; and, 2. Are we able to assure that, once constructed, we will be able to staff and equip the station adequately? Another way to identify variables and determining factors as to whether an additional station area is needed would be to place them into a matrix. The following figure is only an example and is not meant to recommend response time parameters or given decision points. 313 City of Corcoran, MN Fire Service Comprehensive Growth Plan 83 Figure 66: New Station Deployment Decision Matrix Action Choices Travel Distance Criterion Response Time Parameter Out of Area Calls Building/ Risk Inventory Maintain status quo All risks within 1.5 miles. First due company is within 4 minutes travel, 90% of the time. 100% of calls in station first due area. Existing inventory and infill. Temporary facilities and minimal staffing Risks 1.5 to 3 miles from existing station. First due company exceeds 4 minutes travel, 10% of the time, but never exceeds 8 minutes. More than 10% of calls are outside of first due area. New area has 25% of same risk distribution as in initial area. Permanent station needed Risk locations exceeding 4 miles from the station. First due company exceeds 4 minutes travel, 20-25% of the time. More than 20–25% of calls are in outlying area. New area has 35% of same risk distribution as in initial area of coverage. Permanent station essential Outlying risk locations exceeding 5 miles from any station. First due company exceeds 4 minutes travel, 30% of the time. More than 30% of calls are in outlying area. New area has 50% of same risk distribution as in initial area. In general, more than one of the criterion measures displayed in this matrix must be slipping to initiate the decision to position another station. For example, it is not uncommon to have new commercial and industrial occupancies protected by automatic fire protection systems outside of a station’s coverage area. Simply because an area is out of the range of the response standard does not trigger a new fire facility. It is ESCI’s experience that multiple elements of response performance and risk need to be out of balance—along with having additional economic resources—to justify additional stations or staffing. Reminding the reader that the above table is an example only, it can be viewed as a general guide that could be used as is or modified for Corcoran’s conditions. ESCI finds that, if the above concept is applied in Corcoran, it indicates that a permanent station is needed, if not essential, based on the matrix. 314 City of Corcoran, MN Fire Service Comprehensive Growth Plan 84 Cost Projections Regardless of the chosen option for future fire protection and medical first response, there is the potential for additional cost. This report section attempts to identify potential future costs associated with each option listed previously. Continuation of the Current Model—Cost Projections As mentioned previously, continuing the current model of contracting with adjacent departments to provide services within the city is still a viable option; at least for the near-term. However, as development continues, and populations grow, service demand is likely to overextend the current model’s ability to provide adequate service. If this option is chosen, it is foreseeable that the current contract providers will need additional funding as service demand increases. This will likely be due to their need to justify responses outside of their primary response area to a contracted area. As presented in earlier portions of this report, the cost per household for fire protection in Corcoran is well below the state and national averages, so an increase in the cost of these services should not come as a surprise to most. The question remains as to how much of an increase to expect. Currently, all three fire departments contract values are based on blended formulas of property values and calls for service. The formulas are similar but vary slightly and each is negotiated with the agencies providing service in a manner that is deemed to be fair, considering variances in the different cities in the different coverage areas. The approach has been in place for some time and is working in a manner that is acceptable to all involved and does not need to be changed. However, should the city find a need to modify the formula in the future, and alternative approach is offered below. ESCI generally advises clients to keep cost apportionment formulas fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The typical factors included in cost allocation formulas include: • Area • Valuation • Heated Square Footage • Service Demand • Fixed Rate • Population • Parcels • Averaged Composite What follows is a non-prioritized listing of system variables that can be used (singly or in combination) to allocate cost between allied entities. Each option is summarized by the concept, its advantages and disadvantages, and other factors that should be considered. 315 City of Corcoran, MN Fire Service Comprehensive Growth Plan 85 Area Concept: The cost of emergency service can be apportioned based on the geographic area served relative to the whole. Apportionment founded on service area alone may work best in areas that are geographically and developmentally homogeneous. Pro: Service area is easily calculable from a variety of sources. Con: Service area does not necessarily equate to greater risk or to greater workload. Consider: Service area may be combined with other variables (such as assessed value and number of emergencies) to express a compound variable (such as assessed value per square mile and emer gencies per square mile). Valuation Concept: The valuation of properties is established by the local tax assessor under laws of the state. Usually, higher- valued structures and complexes carry a greater risk to the community from loss by fire. Consequently , assessed value also tends to approximate the property at risk within a community. Emergency services agencies are charged with being sufficiently prepared to prevent loss of life and property. Therefore, the cost of contracted service may be apportioned relative to the assessed value of the jurisdictions. Typically, valuation is used to apportion cost of shared service by applying the percentage of each partner’s valuation to the whole. Pro: Valuation is updated regularly helping to assure that adjustments for changes relative to new construction, annexation, and inflation are included. Because a third party (the assessor) establishes valuation in accordance with state law, it is generally viewed as an impartial and fair measurement for cost apportionment. Although the provision of emergency medical services is not typically considered a property-related service, apportionment tied directly to property value has merit. Con: Valuation may not reflect the property risk associated with certain exempt property, such as schools, universities, government facilities, churches, and institutions. Valuation may not always represent the life risk of certain properties, such as nursing homes or places of assembly, which might dictate more significant use of resources. In addition, some large facilities may seek economic development incentives through valuation exemptions or reductions. Adjustments may need to be made to valuation if such large tracts of exempt property in one jurisdiction cause an imbalance in the calculation. 316 City of Corcoran, MN Fire Service Comprehensive Growth Plan 86 Consider: Some states discount valuation depending on the class of property (commercial, residential, or agricultural), which may skew the overall proportion of those properties compared to risk. As an additional consideration, assessors usually establish the valuation in accord with the property tax cycle, which can lag somewhat behind the budget cycle of local agencies and the time when service contracts are reviewed or negotiated. Also, commercial facilities contain greater fire containment systems based on building code requirements such as sprinkler systems. Heated Square Footage Concept: Much like the use of valuation, heated square footage is a method that allows agencies to view the property risk within their community through a process that evaluates each and every property they protect. Larger structures typically carry a higher risk due to occupancy or overall size of the space. Unlike valuation, however, exempt properties and those properties that may have received discounts on their valuation are rated equally based on size. Pro: Local building, zoning and assessor’s offices keep routine records on existing and new construction and these records are regularly updated to accurately reflect the community’s value and appeal. Like valuation, these reviews are typically viewed as impartial and fair because they are completed by a third- party evaluator. Con: Some properties that may contain high risks to life and property may not actually contain much in the way of heated square footage. Commercial and industrial areas that contain hazardous materials, such as petroleum pipeline facilities, storage tanks and fill stations, would not be included in this calculation. Communities with higher concentrations of these non-heated facilities would see this type of measure as an imbalance in the apportionment system. Consider: While this concept may work well in communities that are largely residential, it would be difficult to apply in industrial and chemical settings. When using this concept, a weighting or offset system would need to be implemented to account for those non-heated facilities. Service Demand Concept: Service demand may be used as an expression of the workload of an emergency service provider or geographical area. Cost allocation based on emergencies would consider the total emergency response of the service area; and apportion system cost relative to the percentage of emergencies occurring in the jurisdictions. 317 City of Corcoran, MN Fire Service Comprehensive Growth Plan 87 Pro: Easily expressed and understood. Changes in the workload over the long term tend to mirror the amount of human activity (such as commerce, transportation, and recreation) in the corresponding area. Con: Emergency response fluctuates from year-to-year depending on environmental and other factors not directly related to risk, which can cause dependent allocation to fluctuate as well. Further, the number of incidents may not be representative of actual workload; for example, one large emergency event requiring many emergency workers and lasting many hours or days versus another response lasting only minutes and resulting in no actual work. Last, emergency response is open to (intentional and/or unintentional) manipulation by selectively downgrading minor responses, by responding off the air, or by the use of mutual aid. Unintentional skewing of response is most often found in volunteer fire systems, where dispatch and radio procedures may be imprecisely followed. Further, service demand does not follow a predetermined ratio to land area. As such, the service demand per square mile ratios may produce large variations. This should be taken into consideration if this methodology is used. Consider: Using a rolling average of incidents over several years can help to suppress the normal tendency for the year-to-year fluctuation of emergencies. Combining the number of emergencies with the number of emergency units and/or personnel required may help to align incidents with actual workload more closely; however, doing so adds to the complexity of documentation. In a similar manner (and if accurate documentation is maintained), the communities could consider using the total time required on emergencies as an aid to establish the comparative workload represented by each jurisdictional area. Fixed Rate Concept: The use of fixed fees or rates (such as a percentage) to calculate allocation of shared cost is more common between municipalities and independent districts. Occasionally, fixed-rate contracts involve the exchange of in-kind services. Pro: The concept is simple and straightforward. A menu of service options and the fees corresponding to those alternatives can be developed by the contractor agency. The contracting agencies can tailor a desired level of service based on risk and community expectation by choosing from the various menu items. Con: Partnering communities may change (i.e., population, jobs, commerce, structures, and risk) at divergent rates causing disconnection between the rationales used to establish the fee and the benefit received. A fixed-rate contract may be difficult to coherently link to the services provided and/or received, which can lead to a lack of support by officials and the community. 318 City of Corcoran, MN Fire Service Comprehensive Growth Plan 88 Consider: Partnering agencies need to assure that provision for rate adjustment is included in the agreement, including inflation. The agreement should address the issue of full cost versus marginal cost. The inclusion or non-inclusion of administrative and/or overhead cost also requires statement, as does the reconciliation of in-kind service exchange. The ownership and/or depreciation of capital assets should be addressed, as should rent, utilities, and liability insurance. In the case of a fixed fee, the agreement should establish how the participation of other public agencies in the partnership would affect cost. Population Concept: Payment for service can be based on the proportion of residential population to a given service area. This variable is easily determined and can be adjusted annually based on U.S. Census population estimates. It is a known fact that human activity generates service demand for emergency services providers. Areas of higher population (urban and suburban) will see higher service demand rates than areas of lower population (rural). Basing cost allocation on population places more of the cost on the areas w here incidents are more likely to occur. Pro: Residential population is frequently used by governmental agencies to measure and evaluate programs. The U.S. Bureau of Census maintains an easily accessible database of the population and demographics of cities, counties, and states. Estimates of population are updated regularly. Laypersons intuitively equate residential population to the workload of fire departments.10 Con: Residential population does not include the daily and seasonal movement of a transient population caused by commerce, industry, transport, and recreation. Depending on the local situation, the transients coming in (or going out) of an area can be very significant, which can tend to skew community risk. Residential population does not statistically link with emergency workload; rather, human activities tend to be the linchpin that connects people to requests for emergency assistance. For example, if residential population actually determined emergency workload, emergencies would peak when population was highest within a geographic area. However, in many communities where the residential population is highest from about midnight to about 6:00 a.m. (bedroom communities), that time is exactly when the demand for emergency response is lowest. It turns out that emergency demand is highest when people are involved in the activities of daily life—traveling, working, shopping, and recreating. Often, the persons involved in such activities do not reside in the same area. 10 The average citizen may easily associate population to emergency workload, but no statistical link can be made between the two. 319 City of Corcoran, MN Fire Service Comprehensive Growth Plan 89 Consider: Some areas experience a daily or seasonal influx of people who are not counted as residential population. This transient population can be estimated by referring to traffic counts, jobs data, and hotel/motel occupancy rates. Residential population plus transient population is referred to as functional population. Where functional population is significantly different from residential population, service agreements based on population should be adjusted to account for it. Parcels Concept: The number of parcels within a given community can be used to determine proportional cost shares due to the variable density of those parcels. Communities with smaller parcels tend to have higher population densities while those more rural areas can have very large parcels with much lower popula tion density. Much like population, areas of higher parcel population will likely see higher service demand rates than areas of low parcel density. Pro: Although infrequently used, the employment of parcels into a cost-share calculation allows organizations to evaluate the need for service to areas that may not be developed but still contain a certain level of risk. Even undeveloped properties contain a fire risk, albeit low. Medical risk is extremely low unless recreational facilities are included in the count. This type of calculation also ignores those properties that may not be taxable such as government buildings, non-profit organizations and churches. Con: Parcel counts ignore the types of properties being included in the count. Certain parcels may contain high risk properties while others have an extremely low risk. This type of calculation also ignores the population of any given parcel, which as previously discussed, typically drives emergency services demand. Consider: Determining cost share based on parcel count should only be used solely if the various departments have a relatively equal distribution of non-taxable properties or if one or more departments have an extremely high concentration of non-taxable properties. As mentioned previously, each of the funding options discussed can be used singularly or in combination with one or more other variables. The following paragraphs evaluate the multiple-variable allocation method and provide some examples of how this methodology can be implemented. 320 City of Corcoran, MN Fire Service Comprehensive Growth Plan 90 Multiple-Variable Allocation Frequently, although everyone may agree on the benefit of allied emergency services, officials find it difficult to reach an accord on the cost. The differences between community demographics and/or development, along with changes that occur within the system over the long term, can cause the perception of winners and losers. This can be especially prevalent when a single variable is used to apportion cost. A service contract based on more than one allocation determinate may help solve these problems. By apportioning the costs over more than one variable, the members of the alliance will be able to reach a long-term agreement that fits the diversity of the partnering agencies. When choosing a cost-sharing strategy for partnered fire protection, it is important to keep any apportionment formula fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The information provided in the previous section details each funding alternative. Given the lengthy discussion provided with each alternative, ESCI has compiled the information into a summary table illustrating how each funding alternative would be distributed among the cost share departments in the following figure. Figure 67: Funding Formula Criteria (Example) Jurisdiction Area Assessed Value Heated Square Footage Service Demand Population Parcels Hanover 25.0% 27.6% 25.4% 27.6% 20.0% 20.1% Loretto 40.0% 26.2% 28.8% 26.2% 50.0% 42.4% Rogers 35.0% 46.2% 45.8% 46.2% 30.0% 37.5% In addition to the individual funding alternatives, several multiple-variable scenarios are also provided as an example of how this type of methodology can be applied and modified. Keep in mind that the percentages applied in the figures above and below are examples only and can be adjusted based on consensus of the appropriate representatives. This ‘calculator’ will be provided to the City of Corcoran at the conclusion of this project for use in future allocation decisions. Figure 68: Multi-Variable Cost Calculation (Example) Jurisdiction Multiple Variable #1 Multiple Variable #2 Multiple Variable #3 Hanover 26.2% 26.3% 24.3% Loretto 31.2% 30.5% 37.1% Rogers 42.7% 43.2% 38.6% 100.0% 100.0% 100.0% 321 City of Corcoran, MN Fire Service Comprehensive Growth Plan 91 Figure 69: Multi-Variable Distribution (Example) Multiple Variable #1 Area 10% Assessed Value 50% Service Demand 25% Population 15% 100% Multiple Variable #2 Area 5% Assessed Value 40% Service Demand 40% Population 15% 100% Multiple Variable #3 Area 10% Assessed Value 5% Service Demand 45% Population 40% 100% Based on the current cost per household, compared to what that cost might be if Corcoran was at the same level as the Minnesota state average, the city could see an increase of approximately $90,883 (1,922 household x $218 per household – state average) to a total of $418,996 annually for fire services funding. Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections This option could have two components: capital investment in a new fire station, and a potential modified cost allocation formula. As already discussed in the Resource Distribution discussion, an additional station in eastern Corcoran will address gaps in travel time, which become more important as development continues and population and service demand increases. The costs of a new station will depend heavily on what type of building is constructed including size, function, land cost, material costs, etc. However, there are a number of newly constructed stations across the region that can provide some guidance in this regard. What follows is a short list of recently completed facilities with an approximate cost of construction. 322 City of Corcoran, MN Fire Service Comprehensive Growth Plan 92 Fire Station Costing Examples Below are some examples of recently constructed stations. These examples are offered simply as illustrations of some facilities and their square footage construction cost. It is noted that the pricing listed is inclusive of site preparation and construction costs but does not include the cost of land or provision of utilities to the construction site. A satellite volunteer facility, like the one that may be most appropriate for this application can be significantly streamlined from larger headquarters stations like those presented below, perhaps including no more than two single-deep bays, a station office, kitchenette, lockers and showers, decontamination facilities, turnout gear storage, and some small utility and storage spaces. This may total as little as 5,000 square feet and range in cost from $1M to $2M, depending on site conditions and the type of materials used for construction. For such a station, the capability to expand both the apparatus bays and the support spaces in the future is recommended, and this strategy can allow a building to grow along with a community, spreading the financial impacts over time. It is also advised that, when planning for a new facility, other needs be considered, whether current or future needs. As discussed earlier, these may include training accommodations and props, as well as quarters for future residency staffing programs. ESCI recommends working with your bond planner to determine what the community can afford over time, and with an architect who is an expert in the design of fire station facilities to guide you through what is necessary now and what might become necessary in the future. AREA COST YEAR COST ESCALATED TO 2018* 2018 COST PER SQUARE FOOT KENYON FIRE STATION 13,500 $2,750,000 2017 $2,909,465 $ 216 MAPLE GROVE STATION #5 9,415 $1,359,000 2004 $2,277,751 $ 242 NAVARRE FIRE STATION 7,400 $1,138,000 2004 $1,907,344 $ 258 WOODBURY FOX RUN STATION 7,300 $1,178,000 2001 $2,179,017 $ 298 RAMSEY FIRE STATION #2 11,850 $3,465,000 2016 $3,892,257 $ 328 BAYPORT FIRE STATION 18,150 $5,600,000 2016 $6,290,516 $ 347 LINO LAKES FIRE STATION 13,000 $3,900,000 2016 $4,561,607 $ 351 ST. LOUIS PARK STATION #2 16,760 $5,298,000 2012 $6,746,093 $ 403 323 City of Corcoran, MN Fire Service Comprehensive Growth Plan 93 Kenyon Volunteer Fire Dept.– Cost 2,750,000 Maple Grove Station 5 – Cost $1,359,000 Navarre Fire Department – Cost $1,138,000 Woodbury Fox Run Station – Cost $1,178,000 Ramsey Fire Station – Cost $3,465,000 Bayport MN – Cost $5,600,000 Lino Lakes Fire Station – Cost - $3,900,000 St Louis Park Station – Cost $5,298,000 324 City of Corcoran, MN Fire Service Comprehensive Growth Plan 94 As can be seen from the examples presented, costs for a facility can vary greatly depending on the building, its location, and functionality. The City should consider the total use of the facility before m aking a final decision on size and scope. Many fire stations of this type also include a community room or other area so that the community can have a place to hold special events rather than a single use fire station. In addition to the capital investment, the servicing departments may still want to re-negotiate the funding of their departments. The allocation method presented previously would still apply in this case. Construct an Additional Station and Implement a City Fire Department—Cost Projections This final option will contain the capital investment cost of a new station and could potentially bring new costs to the city depending on what staffing model is chosen to operate the facility. As already presented, there are only a few current volunteers that live within the city limits of Corcoran and recruitment of new personnel would be a daunting task, as volunteerism nationwide has been on the decline for a number of years. Even if they City was able to adequately recruit personnel to staff a City owned and operated fire department, a facility and personnel alone cannot adequately provide protection to the community. Additional capital purchases would include apparatus, personal protective equipment (PPE) such as turnout gear, self-contained breathing apparatus (SCBA), tools, equipment, etc. The table below estimates the costs to completely outfit a department of 20 members. Figure 70: Estimated Cost of Apparatus and Equipment Equipment Count Price Extended Price Engine/Pumper 2 $350,000 $700,000 Tanker 1 $250,000 $250,000 Brush Unit 1 $200,000 $200,000 Turnout Gear 30* $2,500 $75,000 SCBA 20* $6,000 $120,000 Rescue Tools 1 Set $60,000 $60,000 Small Tools Various $10,000 $10,000 Hose and Appliances Various $50,000 $50,000 *Includes spares. $928,500.00 $1,465,000.00 The estimate costs in this figure are not intended to be all-inclusive, but they do highlight the cost of the additional equipment and supplies that would be necessary to start a fire department from the ground up. 325 City of Corcoran, MN Fire Service Comprehensive Growth Plan 95 Summary of Cost Projections Although the costs associated with the various options are estimates, suffice it to say that continuing the current model is, by far, the least expensive. However, if the city wishes to adequately prepare for the future of fire protection and medical first response within the corporate limits, as well as help to improve the overall level of service and reduce property insurance premiums, some expense will be necessary. The following figure summarizes the cost projections presented in this section. Figure 71: Summary of Cost Projections Option Elements Estimated Total Increase Continue Current Model Funding Formula Adjustment $90,883 New Station with Continued Contracts New Station $300,000–$2,000,000 New Station with New Fire Department New Station $300,000–$2,000,000 New Apparatus and Equipment $1,465,000 Recruitment of Personnel $10,000–$25,000 326 City of Corcoran, MN Fire Service Comprehensive Growth Plan 96 MOVING FORWARD The content of this report provides insight into the City of Corcoran’s current fire and EMS delivery system, and to the future challenges that will face the city in the coming years. Upon completion of the preceding analysis, it becomes clear that the city will need to adjust its plans for the future to keep pace with growing demands. Findings and Recommendations It is ESCI’s conclusion that the approach identified above, “Construct an Additional Station and Continue to Contract with Surrounding Agencies” is the preferred long term approach. As stated, this scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As presented in the travel time models, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the travel time maps. Two key considerations will come into play: 1. The timing of construction of a new station will need to be based on identification of response targets and analysis of current response performance and/or response shortcomings 2. Staffing of the new station will need to be analyzed carefully to assure that acceptable levels can be achieved. In the near term, doing so will likely be accomplished via the existing Paid On Call methodology, however long time consideration to other staffing strategies should be considered in future planning as well. Timing of the addition of the station is fairly clear, based on the analysis provided herein. Although we repeat that the identification of response time targets is ESCI’s preferred approach, the city has also indicated the desire to apply the NFPA 1720 response performance criteria, and ESCI agrees with the methodology. As explained previously, the staff chooses to apply the ‘suburban’ density standard to the properties tha t fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table below, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 327 City of Corcoran, MN Fire Service Comprehensive Growth Plan 97 ESCI advises that the approach of using the NFPA standards be considered concurrently with discussion of desired response targets, however, in regard to the standards quoted, and ESCI’s understanding of the city’s response performance desires, we draw the following conclusions: Implementation Planning Many studies and reports have been published and presented to clients over the years by ESCI. Often, clients are overwhelmed with information and options. It takes time to digest the report and then figure out what to do next. ESCI finds it helpful to offer a process whereby the clients can break the process down into smaller segments. Those smaller pieces allow policy-makers, fire chiefs, and communities to examine details and have discussions about what is possible. The following is offered as a framework to consider in the initial stages of evaluation. It is a strategic planning approach to partnerships. The first decision is whether the three organizations are to do anything at all, or continue on a status quo basis. Once a decision is made, the following steps are offered as a means by which to implement the chosen approach. Conduct Vision Session(s) with Policymakers The initial stage of implementation begins with the most elementary decision: “Do we want to move forward or not?” It is extremely important that, at this stage of the process, it is clearly recognized that this is a public policy decision on the part of the governing entities involved. A decision to consider altering the way in which a critical public safety service is provided, in some cases even permanently altering the governance of those services, is clearly in the purview of the elected bodies. While senior management input should be considered, the final decision should not rest at any level lower in the organization than those who are elected to represent the customers. Key Recommendations: • Understanding that portions of the City of Corcoran fall outside of desired travel time models and appreciating that future development will increase service demand considerably, and, • Finding that current response performance at the 80th percentile in the context of the NFPA Standards is marginal in some areas at this time, it is recommended that the city seek the construction of a fire station in Corcoran within a time frame of two years. • Critical to the addition of a fire station will be the determination of how it will be staffed. It is recommended that the city meet jointly with the contract fire agencies to determine the most effective approach and associated cost, considering the options of 1. Contracting with a single service provider, or 2. Staffing with a combination of qualified responders under some of the approaches listed in this report including resident firefighters, use of an integrated strategy discussed in the short-term strategies in which responders from all three contract fire departments can respond to the new station depending on their location, and 3. Future consideration of, career or part time career personnel. 328 City of Corcoran, MN Fire Service Comprehensive Growth Plan 98 For this reason, it is recommended that the elected representatives of the City of Corcoran first meet together for the initial discussion of the findings of this study and its projected operational and fiscal outcomes. During this policy stage, involvement by additional staff should be somewhat limited, perhaps at the senior management level, and then for the sole purpose of providing technical support. It is important to limit the discussion at this point to a very high level, conceptual, conversation only. Avoid “getting into the weeds”. At this stage, the city council should address only the following questions: 1. Do we concur with the findings of the ESCI report in regard to future needs? 2. If so, are we willing to consider building a fire station at all, understanding that we will need a great deal more information? 3. Should we provide direction to staff to continue to seek more information? Establish a Joint Planning Committee The next step in the process is to establish a Joint Planning Committee that will be given the overall responsibility with leadership and management of the evaluation, planning and implementation process. This will be the “nuts and bolts” group that works through the details, overcomes the challenges, reacts to new information, and makes many of the actual decisions on the implementation plan. This group should have much wider representation from stakeholders both inside and outside of the individual organizations involved. Membership in the Joint Planning Committee may include senior management personnel and, where appropriate, labor/Paid On Call representatives. The following is an example of a Joint Planning Committee: • City Manager or Board Chair (or equivalent) from each organization • Corcoran Director of Public Safety • Fire Chiefs • Finance person from each organization • Paid On Call representatives from each agency, if appropriate The Joint Planning Committee should select a chair for the committee meetings and set goals regarding how often the group will meet, how information will be communicated, and how will the group pursue consensus. The group should start by addressing the first, high level questions, for example: In addition, their first order of business should be to determine the rules and procedures of this committee. This should include such items as: • What is the direction to us at this point from the elected officials? • Do we adequately understand the findings in the report are there questions that we need to ask? 329 City of Corcoran, MN Fire Service Comprehensive Growth Plan 99 Develop an Implementation Strategic Plan Once ground rules have been set, and the committee understands its direction, the next step is the development of a draft strategic implementation plan to be returned to the elected officials. The purpose of the initial strategic planning session should be as follows: • To further articulate and refine the joint vision set by the elected officials. • To identify critical issues that will be met as the implementation process unfolds • To identify potential impediments to implementation such as: ▪ Cost and funding ▪ Conflicts present between agencies ▪ Availability of needed data and information ▪ Lack of sufficient staff to carry through implementation processes ▪ Outside influences and time demands • To set the specific goals and objectives of the implementation process and the timelines for accomplishment • To establish any workgroups necessary for implementation This process should result in the preparation of an implementation planning document that can be shared with the policy body, stakeholders, and others who will be involved in or affected by the implementation process. The document should provide the joint vision and the goals o f the project, describe the strategy or strategies being pursued, the desired outcome, and the individual objectives, tasks and timelines for accomplishment. When fully and adequately prepared, this document will serve as the master “road map” for the process and will help guide the next steps of developing working groups and assigning responsibilities. Meet, Identify, Challenge, Refine, and Overcome When new challenges, issues, impediments, or opportunities are identified by the members or workgroups, they need to be communicated to the full committee so that the information can be coordinated with findings and processes of the other members. Where necessary, the Joint Planning Committee or the chair can meet with the elected officials to discuss significant issues that may precipitate a refinement of the original joint vision. The process is continual as the objectives of the strategic plan are accomplished one by one. When sufficient objectives have been met, the Joint Planning Committee can declare various goals as having been fully met until the point comes when the actual implementation approval needs to be sought from the policy bodies. This formal “flipping of the switch” will mark the point at which implementation ends and integration of the agencies begins. 330 City of Corcoran, MN Fire Service Comprehensive Growth Plan 100 CONCLUSION The ESCI project team began collecting information concerning the City of Corcoran fire and EMS services in August of 2017. The team members recognize this report contains a large amount of information and ESCI would like to thank the City of Corcoran and its contract fire departments and many council members, Paid on Call responders and employees for their efforts in bringing this project to fruition. ESCI would also like to thank the various individuals and external organizations for their input, opinions, and candid conversations throughout this process. It is ESCI’s sincere hope the information contained in this report is used to its fullest extent and the emergency services provided to the citizens of Corcoran and the surrounding ar ea will be improved by its implementation. 331 City of Corcoran, MN Fire Service Comprehensive Growth Plan 101 APPENDICES Appendix A: Table of Figures Figure 1: Corcoran Service Area Map ................................................................................................................. 2 Figure 2: Governance .......................................................................................................................................... 3 Figure 3: Organizational Design .......................................................................................................................... 6 Figure 4: Service Area and Infrastructure ........................................................................................................... 7 Figure 5: Capital Asset Comparison .................................................................................................................... 9 Figure 6: Operating Budget and Financial Resources ....................................................................................... 10 Figure 7: Estimated Total Fire Department Funding (FY2018) ......................................................................... 11 Figure 8: Comparison of Cost of Fire Protection per Household ...................................................................... 12 Figure 9: Emergency Response Type and Frequency........................................................................................ 13 Figure 10: Foundational Elements .................................................................................................................... 14 Figure 11: Foundational Documents and Processes ......................................................................................... 16 Figure 12: Record Keeping and Documentation ............................................................................................... 18 Figure 13: Capital Asset Comparison ................................................................................................................ 20 Figure 14: Hanover Fire Station ........................................................................................................................ 21 Figure 15: Loretto Fire Station .......................................................................................................................... 22 Figure 16: Rogers Station 1 ............................................................................................................................... 23 Figure 17: Rogers Station 2 ............................................................................................................................... 24 Figure 18: Hanover Assigned Apparatus ............................................................................................................ 25 Figure 19: Loretto Apparatus ............................................................................................................................. 25 Figure 20: Rogers Station 1 Apparatus ............................................................................................................... 26 Figure 21: Rogers Station 2 Apparatus ............................................................................................................... 26 Figure 22: Administrative and Support Staffing ................................................................................................ 27 Figure 23: Administrative and Support Staff .................................................................................................... 28 Figure 24: Operational Staff .............................................................................................................................. 28 Figure 25: Emergency Response Staffing .......................................................................................................... 29 Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population ........................................................ 30 Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population .......................................................... 30 Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population .......................................................... 31 Figure 29: Average Structure Fire Staffing ........................................................................................................ 32 Figure 30: General Training Competencies ....................................................................................................... 34 Figure 31: Training Program Administration and Management ....................................................................... 35 Figure 32: Overall Service Demand (Corcoran) ................................................................................................. 38 Figure 33: Service Demand by Type .................................................................................................................. 39 Figure 34: Service Demand by Month............................................................................................................... 39 Figure 35: Service Demand by Day of Week ..................................................................................................... 40 Figure 36: Service Demand by Hour of Day ...................................................................................................... 40 Figure 37: Geographical Service Demand Distribution ..................................................................................... 41 Figure 38: Four, Six, Eight and 10-Minute Travel Capability ............................................................................. 42 Figure 39: 1.5, 2.5 and 5-Mile Travel Capability ............................................................................................... 43 332 City of Corcoran, MN Fire Service Comprehensive Growth Plan 102 Figure 40: Call Concurrency Rates (2016) ......................................................................................................... 44 Figure 41: Call Processing Performance ............................................................................................................ 47 Figure 42: 90th Percentile Turnout Time Performance ..................................................................................... 47 Figure 43: NFPA 1720 Response Performance Recommendations .................................................................. 48 Figure 44: Response Time Performance, 2015 and 2016 ................................................................................. 48 Figure 45: Mutual/Automatic Aid Given and Received .................................................................................... 51 Figure 46: Population Growth History .............................................................................................................. 52 Figure 47: Population by Age Group ................................................................................................................. 53 Figure 48: Housing Occupancy Type ................................................................................................................. 54 Figure 49: Population Growth Projections ........................................................................................................ 54 Figure 50: Consolidated Population Growth Projections ................................................................................. 55 Figure 51: Service Demand Projections – Historically Based ............................................................................ 56 Figure 52: Service Demand Projections – Thrive Based .................................................................................... 56 Figure 53: Population Density ........................................................................................................................... 60 Figure 54: Recommended Response Performance Objectives ......................................................................... 61 Figure 55: City of Corcoran 2030 Land Use Plan Map ...................................................................................... 62 Figure 56: Comparison of 2008 and 2030 Land Use ......................................................................................... 66 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan .......................................................... 67 Figure 58: Potential Rogers Station Travel Model ............................................................................................ 69 Figure 59: Potential Added Corcoran and Rogers Station Travel Model .......................................................... 70 Figure 60: Hamel Station Location Coverage .................................................................................................... 72 Figure 61: Maple Grove Station Location Coverage ......................................................................................... 73 Figure 62: Plymouth Station Location Coverage ............................................................................................... 74 Figure 63: Potential Corcoran Station Location Travel Times ........................................................................... 76 Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station ........................................................ 77 Figure 65: Current Volunteer Residences ......................................................................................................... 78 Figure 66: New Station Deployment Decision Matrix ....................................................................................... 83 Figure 67: Funding Formula Criteria (Example) ................................................................................................ 90 Figure 68: Multi-Variable Cost Calculation (Example) ...................................................................................... 90 Figure 69: Multi-Variable Distribution (Example) ............................................................................................. 91 Figure 70: Estimated Cost of Apparatus and Equipment .................................................................................. 94 Figure 71: Summary of Cost Projections ........................................................................................................... 95 333 STAFF REPORT Agenda Item 10b. Council Meeting: December 12, 2019 Prepared By: Director Matt Gottschalk Topic: Fire Subcommittee Report Action Required: Adoption and Direction Summary: In 2016 the City began planning for the future of its fire service in order to meet the needs of the community as it grows. On November 21, 2016 the City Council directed staff to publish a Request for Proposal (RFP) for a fire service study. The study was initiated in 2017 and conducted by Emergency Services Consulting International (ESCI). On June 14, 2018 ESCI presented the City with its Fire Service Comprehensive Growth Plan. The plan outlined several findings and recommendations, including the need for a strategic plan incorporating a three-to-five-year road map for the organization. The Council discussed the report and decided to establish a subcommittee to provide recommendations to the Council on future action. On July 12, 2018 the City Council created the Fire Service Subcommittee consisting of Councilmember Brian Dejewski, Councilmember Jon Bottema, and Director of Public Safety Matt Gottschalk. The subcommittee was directed to receive expert consultation, as needed, from the fire chiefs and City staff. The subcommittee was tasked with providing feedback to the Council on these questions: o How do we form the City’s vision for future fire service? o How do we effectively solicit community input for the discussion? o What are the recommended response times and targets? o Are the identified targets currently being achieved? o Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? o If so, can the City afford its own fire station? The fire subcommittee began meeting monthly to analyze and evaluate the City’s fire service. The group used this analysis to formulate its recommendations to the Council and completed its work in November of 2019. In alignment with ESCI’s study, the group recognized the need for establishing the vision, mission, and values for the fire service to guide the formation of the City’s strategic plan and performance targets. The Fire Service Subcommittee recommends that the Council consider adopting the following vision, mission, and values statements for the future of the City’s fire service: Attachment 2 334 Staff Report—December 12, 2019 Council Meeting Prepared by Director Gottschalk Page 2 Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. The subcommittee also initiated the standardized collection of response time data to be used in evaluating current and future fire service needs. The evaluation and corresponding recommendations are contained in the attached Corcoran Fire Subcommittee Recommendations document. Staff is requesting that the Council review the recommendations, formally adopt vision, mission, and values statements for the fire service and direct staff to create a work plan containing the Council’s endorsed recommendations. Financial/Budget: The next step of creating a work plan will take considerable staff time but result in no additional hard cost to the City; however, the subsequent service recommendations will most likely result in additional costs to the City. These costs would be identified with each individual project. Options: 1. Adopt the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan containing the Council’s endorsed recommendations. 2. Direct staff to schedule a work session to further examine this topic. Recommendation: Adopt the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan containing the Council’s endorsed recommendations. Council Action: 335 Staff Report—December 12, 2019 Council Meeting Prepared by Director Gottschalk Page 3 Consider adopting the proposed vision, mission, and values statements for the City’s fire service and direct staff to develop a work plan con taining the Council’s endorsed recommendations. Attachments: 1. Corcoran Fire Subcommittee Recommendations 336 Corcoran Fire Subcommittee Recommendations December 12, 2019 337 - 2 - Contributing Members Brian Dejewski- Corcoran City Council Member Jon Bottema- Corcoran City Council Member Matt Gottschalk- Corcoran Director of Public Safety (Report Author) Dave Malewicki- Fire Chief, Hanover Fire Department Jeff Leuer- Fire Chief, Loretto Fire Department Brad Feist- Fire Chief, Rogers Fire Department Index Page Introduction…………………………………………………………………………………………………3 Vision, Mission, and Values………………………………………………………………………….3 Analysis………………………………………………………………………………………………………..5 Supporting Data………………………………………………………………………………………….13 Recommendations………………………………………………………………………………………18 Summary……………………………………………………………………………………………………..21 338 - 3 - Introduction The City of Corcoran has undertaken organized planning efforts to support its fire service as the community grows. This planning examines the unique challenges present in efficiently growing a shared service model. In 2017, the City of Corcoran commissioned a Fire Service Comprehensive Growth Plan to be completed by Emergency Services Consulting International (ESCI). This plan was delivered to the Corcoran City Council on June 14, 2018. The plan outlined several findings and recommendations, including the need for a strategic plan incorporating a three-to-five-year road map for the organization. The Corcoran City Council directed the formation of a Fire Service Subcommittee to provide the Council with recommendations in response to the study. The specific objectives sought from the subcommittee were: 1. How do we form the City’s vision for future fire service? 2. How do we effectively solicit community input for the discussion? 3. What are the recommended response times and targets? 4. Are the identified targets currently being achieved? 5. Will the addition of a new fire station in Corcoran be necessary to achieve the response standards? 6. If so, can the City afford its own fire station? On July 12, 2018, the City Council appointed Council Member Brian Dejewski, Council Member Jon Bottema, and Director of Public Safety Matt Gottschalk as the core members of the subcommittee. The committee would receive expert consultation from staff and the fire chiefs of the three contracted fire departments as needed. The subcommittee began meeting in July of 2018 and concluded its work in November of 2019. The following information is a summary of the research and deliberations of the group. Vision, Mission, and Values A common theme throughout the growth plan was that the City cannot evaluate success or failure of its fire service without clearly delineating its service expectations. These service expectations should be rooted in the City’s philosophy for its fire service. Under basic management principles this philosophy is characterized by an organization’s adopted Vision, Mission, and Values. Once this is outlined, deeper analysis can occur. This also begins to explore the first topic asked of the group by the Council: “How do we form the City’s vision for future fire service?” The subcommittee invested significant time in developing thoughtful vision, mission, and values statements to work from. 339 - 4 - A vision provides direction on what the organization aspires to achieve or become. The subcommittee spent time evaluating what an achievable aspiration for fire service in Corcoran should look like and developed the following recommended vision statement: Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Once the vision was identified the subcommittee moved on to the mission statement. A mission statement creates focus, outlines an organization’s reason for existence (including purpose and intention) and describes what the organization is (or should be) doing now to achieve its vision. The subcommittee considered Corcoran’s fire service history and current expectations in evaluating what it should be doing to successfully achieve its vision. The subcommittee developed the following recommended mission statement: Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. After the mission was established, the subcommittee worked to develop a values statement. The values statement should identify the principles necessary to guide behavior and culture for the successful fulfillment of the organization’s mission and vision. The recommended values statement developed by the subcommittee is: Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. 340 - 5 - Analysis Once the philosophy was established and outlined through the vision, mission, and values, the subcommittee began its analysis through the lens of these guiding principles. In order to further explore the question “How do we form the City’s vision for future fire service?” the subcommittee determined that four key elements needed to be established. First, determine what service components need to be evaluated, second provide clarity on what currently exists, third, identify existing service gaps, and fourth, provide clear options for the evolution of service in each of these fundamental service components going forward. The subcommittee identified the following fire department service components for assessment: Prevention, Protection, Preparedness, Ability to Reach All Residents, Training, Community Education, and Response Times. The fire chiefs from all three departments participated in the subsequent meetings to accurately evaluate these components and project future needs in alignment with the City’s vision. Prevention The subcommittee spent significant time evaluating fire prevention and identified it as one of the most significant gaps in future service projections. Presently, the City of Corcoran has a limited contractual agreement with MetroWest (also the contracted Building Inspector) to provide Fire Marshal services on an hourly basis. This service is limited to commercial construction plan review (including site inspection) and participation in the monthly public safety plan review process for new developments. There are currently no other proactive fire prevention efforts underway in the City. The primary service gaps identified were: - Lack of regular community communication to observe fire safety practices like checking batteries in smoke detectors, practicing evacuation plans, and recreational fire guidelines. - Extremely limited documentation of expectations for the City’s Fire Marshal. - Existing businesses are out of compliance with fire code (some significantly) and many operators are not aware of the regulations or best practices. Lack of compliance can present dangerous situations for their staff and responding public safety personnel. - No plans in place for future community compliance with fire code in new construction or existing businesses. The subcommittee outlined the following recommendations to the Council to begin addressing these gaps as fire service in Corcoran evolves: - Dedicate a page on the City’s website to fire information. - Include a section in the City newsletter on fire prevention and information. 341 - 6 - - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). - Continue having the fire chiefs participate in the monthly public safety plan review. - Continue contracting for fire plan review and inspection of all new commercial projects. - Incorporate fire code compliance into any future rental ordinance. - Set the standard that all new multifamily complexes will be inspected for compliance every two years. - Evaluate the current Fire Marshal structure, function, and duties. - Begin forming a Fire Education & Inspection team consisting of one representative from each fire department. This team will conduct business education visits one day per month. The purpose of the visits will be to educate business operators on fire code violations so that they may work towards code compliance. Businesses should be prioritized by the number of employees. This recommendation also carries other duties in future recommendations. - Begin commercial fire code enforcement after three years of education and inspection visits. The goal of the visits is compliance and none of the violations should come as a surprise to the business operators. Protection The City is engaged in several practices to continue to develop its fire protection throughout the community. The City conducts public safety plan reviews for all new construction projects brought forward by developers. As part of this process, the plans are evaluated for emergency access, hydrant infrastructure, and public safety best practices. The City has also added new water tanker fill stations along county corridors to support its rural firefighting operations. The City continues to add hydrants throughout the community as development occurs. Hydrants continue to be added to existing areas as water infrastructure becomes available. All new hydrants installed in the City are outfitted with Storz connections already in place. The City has also developed a highly functional relationship between its Public Works department and the Fire Departments for support in shuttling water and scene safety needs like plowing, salting, and demolition as necessary. The City also currently meets the NFPA 1720 standard for the first engine to scene on all structure fires. The subcommittee identified four primary service gaps in its existing fire protection: - The significant geographic coverage gaps articulated in the comprehensive growth plan. - The lack of fire department response pre-plans for commercial properties in the City. - The lack of the formal adoption of Minnesota’s (optional) building code Chapter 1306 as it relates to fire protection. - The lack of response time expectations and requirements both in existing contracts and for evaluating future investments. 342 - 7 - In order to address these service gaps in fire protection the subcommittee recommends that the City Council consider the following recommendations: - Continue the public safety plan reviews to identify opportunities for improved access and resources in new developments. - Analyze existing response times, incorporate response time standards into existing contracts, and identify future response time expectations as they relate to the evolution of the fire service. - Have new home-based businesses in the City complete information sheets for the fire departments containing information related to hazardous materials and the number of occupants. - Utilize the previously recommended Fire Education & Inspection team visits for the fire departments to develop response pre-plans for community businesses. - Consider adopting Minnesota Building Code Chapter 1306. Its adoption would place some burden on new construction but significantly helps with fire containment. Preparedness The subcommittee evaluated the City’s fire preparedness. Several strengths were identified along with some significant planning needs. Currently, all three fire departments operate up to date equipment meeting all NFPA equipment standards. The three departments are also meeting their ISO rating goals. All three departments currently utilize Active 911 and operate under the same standardized Incident Command Structure (ICS). The preparedness service gaps identified by the subcommittee were: - Significant dispatching delays from Hennepin County. - No pre-plans are currently in place for responding to commercial fires. - The City has a significant geographical service gap outlined in the growth plan. This area also contains the City’s highest population density along with the highest centralized demand for service (according to the growth plan). Nearly all new development is occurring in this area. - The current paid on-call model is being stretched and is projected to be insufficient in meeting future demands. - Medical calls for service already make up a significant portion of the City’s demand for service and the incoming senior targeted developments will continue to increase this demand. The subcommittee developed the following preparedness recommendations: - Continue to handle significant dispatching delays on a case by case basis, as any system changes are largely out of the City’s control at this time. - Continue to have fire department staff attend police department trainings annually for cross-training on scene size-up and response. - Utilize the Education and Inspections Team to develop commercial pre-plans. 343 - 8 - - Incorporate options for facilities and equipment placement within the outlined service gap area as opportunities become available through development and city campus planning. - In order to meet the compounding demand of new developments bringing increased medical calls for service, in an area already containing an existing service gap, the subcommittee recommends the City begin exploring the timing and feasibility of a medical duty crew targeted at only peak times. Significant discussion went into how to take a scalable approach to meeting increasing service demands. Evaluation of the statistics shows that a significant number of today’s calls for service and the incoming demand could be better served with a targeted approach to medical and good intent calls, rather than investing in the entire fire service. This would result in significantly less overhead expense. A comprehensive evaluation would be necessary, but based on the data collected so far, this crew would be able to respond to a statistical majority of all current fire department calls for service while on-duty. This feasibility study would need to include a number of components including appropriate timing based on cost/benefit, anticipated cost, composition (full-time, part-time, or volunteer staff), equipment options, anticipated impact on existing fire contract calculations (up or down depending on staff composition). The subcommittee believes this approach would be the most efficient next step to investigate in meeting growing service demands. If current trends continue, the need to invest in fire response resources will follow the demand for increased medical response. With the geographical service gap identified, the City should explore opportunities to close that gap as opportunities become available through development and city campus planning. Facility location logic is addressed at length in the City’s Fire Service Comprehensive Growth Plan. Continuously monitoring and evaluating call for service volume and response time data in relation to the adopted standards will dictate the urgency for those investments. Ability to Reach All Residents The subcommittee found that, despite the City’s geographic challenges, it is already making progress in improving its ability to reach all residents. Much of this can be attributed to making investments in various communication platforms, including the Code Red public alert system. Additionally, the City continues to improve physical access to properties by incorporating significant public safety planning efforts into its new developments and infrastructure. The fire service subcommittee identified the following service gaps in the City’s ability to reach all residents: - Some commercial buildings in non-hydrant areas have limited physical access and no corresponding pre-plan. - A significant number of commercial buildings without sprinkler systems. 344 - 9 - - A large number of in-home businesses with currently unquantifiable threats to fire safety. - The fire departments continue to work with significant budget and staffing constraints and service demands are continuing to grow across the board. In order to continue improving the City’s ability to reach all residents, the fire subcommittee recommends that the City Council consider the following recommendations: - Develop a fire department “Access Needs” summary to be distributed with all driveway permits. Many residents aren’t aware of the physical restrictions fire departments face in accessing properties. This information sheet will allow residents to make informed decisions about access to their property. - Provide the fire departments with a list of all commercial and home-based businesses in town. - Create and distribute a fire department questionnaire with all home-based business applications to relay important information to the fire departments about the typical number of occupants, chemicals used, and any flammable considerations. - Utilize the Fire Education & Inspection team to begin creating pre-plans to coordinate access and response coordination. - Regularly evaluate regional box alarms to ensure necessary staffing and resources are arriving on scene in a timely manner. Training The fire subcommittee went on to evaluate training across the fire service. Firefighters must have 24 hours of continuing education every two years. The subcommittee found that all three fire departments currently exceed the minimum requirements. The Rogers Fire Department currently conducts in-house training twice per month with specialized trainings each month including topics like first responder training, underground parking preplans, and others. The Loretto Fire Department has dedicated training officers and also trains twice per month. The Hanover Fire Department trains monthly on fire topics plus medical training sessions every other month. The subcommittee identified the following service gaps in its evaluation of fire service trainings: - While collaborative trainings between the departments do occur, they are not currently formalized or standardized in any way. - There is no interdepartmental evaluation of regional training needs. - Collaborative training opportunities may result in increased efficiency. 345 - 10 - The fire subcommittee recommends that the City Council consider incorporating the following training recommendations: - All three fire chiefs should meet to determine regional training and collaboration needs. Once identified, the departments should implement at least one joint training annually. - After each joint training the fire chiefs should meet to evaluate the joint training and plan the next joint training topics. Community Education The subcommittee identified several different ways that the fire departments were choosing to engage in community education efforts. All three departments take an active role in the City’s Night to Unite! event. This allows them opportunity to interact with the community in a casual manner, answer any questions that come up, and show the community their equipment. Beyond Night to Unite! the subcommittee found there was little consistency in the way each department approached public education. They all incorporate their websites and social media to varying degrees. The departments also conduct school visits in their areas. Unfortunately, the City of Corcoran has five different school districts and they do not all have a physical presence in the community. The subcommittee identified the following service gaps in community education: - While the fire departments make an explicit effort to engage the schools, there is a lack of consistency among the city’s five school districts. Each school approaches Fire Prevention Week differently. These variables make it challenging to ascertain youth education levels related to fire safety. - There is a significant service gap in rental (and future multi-housing) education, compliance, and enforcement. - There is currently no proactive educational approach that has been developed to educate business owners and neighborhoods about fire safety issues. The fire subcommittee identified the following recommendations for the City Council to consider related to community education: - Include an article from one of the fire departments in each of the quarterly City newsletters. - Dedicate a page on the City’s website to fire safety information. - Consider starting a Facebook page representing Corcoran Fire Service with regular contributions from all three departments. - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). - Begin taking a proactive approach to education and inspection through the implementation of the Fire Education & Inspection team. 346 - 11 - Response Times In evaluating the fire service, the subcommittee found that NFPA 1720 outlines tiered response time standards depending on the type of region served. Corcoran is predominantly rural with developing suburban areas. The classification of a rural or suburban fire response is determined by density and hydrant presence. The classification of rural or suburban medical response is determined by whether the property falls within the City’s Metropolitan Urban Service Area (MUSA). NFPA standards outline a performance target of 14 minutes at the 80th percentile for rural response and 10 minutes at the 80th percentile for suburban response times. The logic in response time variation would seem to be rooted in the geographic area covered, density of surrounding structures as it relates to scene management, and the immediacy of available resources (hydrants vs. water tanker transports, etc.) It is also important to note that NFPA standards were developed as an industry standard, not the industry standard. A community should develop its own response time standards based on a combination of community expectations, industry standards, and available resources. While the variables in fire response expectations are logically influenced by the environment, the subcommittee unanimously agreed that response time expectations for medical calls for service shouldn’t necessarily have to be bound by the same restrictions. One of the unique benefits found in the analysis of the shared service model is that it allows more compartmentalized evaluation and investments. The group expressed the sentiment that medical calls for service should have a uniform response time standard throughout the community regardless of geographic location. The group subsequently broke the response time data collection out into different categories to ensure that these diverse expectations can be delineated and that any subsequent investments will be directed at addressing the specific expectation. This targeted approach should also result in more financially sound investments. This separation of data later affirmed the assumption that a statistically large portion of the fire service calls were medical in nature. The subcommittee also determined that response data must be collected in a uniform way in order to understand what level of service the City is currently receiving. The subcommittee worked with the fire chiefs to develop a shared definition for a “functional response time” and all three agencies committed to collecting the data in that fashion. The fire departments defined functional response time as “The arrival of the necessary apparatus and personnel on scene to take action.” It is important to note that this is not the same as “first on scene” arrival time. The group initiated the collection of functional response time data in January of 2019. The data is intended to only provide general summary data and should not be used to evaluate any individual call for service. The information collected from January through October 2019 tells us that 50.82% of all fire department calls for service (CFS) are medical in nature and 49.18% are fire related responses. 347 - 12 - Of all the medical calls for service, 91.94% required emergency response while 76.67% of fire related calls elicited an emergency response. Medical Response The rural emergency medical response calls for service resulted in a median functional response time of 10:03, an average functional response time of 10:35, and an 80th percentile functional response time of 12:13. The suburban emergency medical response calls for service resulted in a median functional response time of 12:35, an average functional response time of 12:37, and an 80th percentile functional response time of 15:19. This medical response time data aligns with the GIS based assertions provided in the Fire Service Comprehensive Growth Plan that our highest population density (eastern Corcoran) also has the longest response time. This data supports future investments within the geographical service gap outlined in the growth plan. Based on this information, the fire subcommittee recommends that the City Council incorporate a medical functional response time standard of 15:00 (measured at the 80th percentile) into existing fire service contracts and adopt a medical functional response time goal of 12:00 (at the 80th percentile) to work towards citywide. In the opinion of the subcommittee, investments in improving medical response times in eastern Corcoran should be immediately considered to provide equitable service across the entire community and to support the anticipated increase in call volume in this region. Medical calls for service currently comprise over half of the fire department calls for service in Corcoran and 21% of these currently occur in the developing suburban areas (with rapid growth anticipated). This data does not include additional medicals that currently only elicit a police response. Since medical calls for service do not generally require the same amount of overhead expense as fire response in both equipment and staffing, addressing the medical response needs seems to be a logical first step towards overall improvement. The data in the Fire Service Comprehensive Growth Plan and Fire Department Call for Service Response Time data support timely investments in medical response in the geographic service gap outlined in the growth plan. Fire Response The rural emergency fire response calls for service resulted in a median functional response time of 11:09, an average functional response time of 11:09, and an 80th percentile functional response time of 14:24. For comparison, the NFPA performance objective for rural emergency fire response is 14:00. The suburban emergency fire response calls for service resulted in a median functional response time of 13:54, an average functional response time of 12:49, and an 80th percentile response time of 14:30. For comparison, the NFPA performance objective for a suburban fire response is 10:00 at the 80th percentile. Corcoran’s response time data (longer response in suburban and shorter response in rural) is inversed according to NFPA performance objectives (shorter in suburban and longer in rural). 348 - 13 - Since most suburban growth is occurring within the geographical service gap outlined in the growth plan, this data supports future investments in that area. Based on this information, the fire subcommittee recommends that the City Council incorporate a rural and suburban fire functional response time standard of 14:00 (measured at the 80th percentile) into existing fire service contracts. If the City Council chooses to adopt the recommended vision statement: “The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride.” The fire subcommittee recommends adopting the current suburban NFPA performance objective of 10:00 (at the 80th percentile) as the functional response time goal to work towards for service in suburban areas. In the opinion of the fire subcommittee, the City of Corcoran should begin planning investments for improving fire response times in eastern Corcoran in the near future. According to industry standards, communities should strive for a lower fire response time in suburban areas; however, Corcoran’s suburban response is longer than the rural parts of the community. This community impact is slightly mitigated by the fact that, currently, only 10% of emergency fire responses are occurring in suburban areas. This demand is anticipated to grow over time as development continues; however, probably not at the elevated rate of medical calls. Additionally, investments in reducing fire response times are significantly more expensive and require substantially more planning for the necessary capital investments. The data in the Fire Service Comprehensive Growth Plan and Fire Department Call for service Response Time data both support timely planning for fire response investments in the geographic service gap area outlined in the growth plan. Any facility investments should improve response times for both medical and fire responses in rural and suburban areas. Supporting Data The following data was collected by all three of Corcoran’s fire departments starting in January. This data was arranged in graphic and numeric fashion to help visualize current service demands. 349 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 44 13 4 1 406104 Percentage of Total 70.97%20.97%6.45%1.61%66.67%10.00%16.67%6.67% Functional Response Time Median 10:03 12:35 11:09 17:15 11:09 13:54 16:42 15:48 Functional Response Time Average 10:35 12:37 14:39:00 17:15 11:09 12:49 16:52 16:15 Functional Response Time at the 80th Percentile 12:13 15:19 11:09:00 N/A 14:24 14:30 20:44 15:48 Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 (Except Hanover FD) Sources = Loretto FD, Hanover FD, Rogers FD Total Calls For Service November 2019 City of Corcoran Editor: Police Technician Emma Remillard 50.82%49.18% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Medical Responses out of Total Calls for Service Fire Responses 14:31 20:44 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses 57 5 46 14 16:30 2019 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (CFS) 13:00 17:15:00 62 60 10:51 15:18 16:30 16:42 91.94%8.06%76.67%23.33% 10:21 14:12 12:50 50.82 91.94 8.06 70.97 20.97 6.45 1.61 49.18 76.67 23.33 66.67 10 16.67 6.67 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 2 4 6 8 10 12 14 16 18 20 Jan Feb Mar April May June July Aug Sept Oct Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1435 0 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 18 10 1 1 20641 Percentage of Total 60%33.33%3.03%3.03%64.52%19.35%12.90%3.23% Functional Response Time Median 11:08 15:19 N/A 17:15 11:09 13:54 16:42 18:50 Functional Response Time Average 11:35 13:56 N/A 17:15 11:33 12:49 18:02 18:50 Functional Response Time at the 80th Percentile 13:14 15:19 N/A N/A 13:15 14:30 16:54:00 N/A Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Rogers FD 12:00 17:15 12:02 18:11:00 93.33% 6.67%83.87% 16.13% 11:11 17:15 12:22 16:54 Non‐Emergency Fire Responses 28 2 26 5 2019 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (CFS) Medical Responses out of Total Calls for Service Fire Responses 31 50.82% 30 49.18% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service N/A14:31 14:15 18:50:00 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses 49.18 93.33 6.67 60 33.33 3.03 3.03 50.82 83.87 16.13 64.52 19.35 12.9 3.23 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 2 4 6 8 10 12 Jan Feb Mar April May June July Aug Sept Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1535 1 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses = Emergency Medical Responses  in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Mergency Fire Responses in Suburban Areas Amount 13320 10063 Percentage of Total 72.22% 16.67% 12.50% 0% 53% 0% 31.58% 15.79% Functional Response Time Median 9:09 12:20 9:29 0 10:42 0 18:01 14:58 Functional Response Time Average 9:30 11:19 9:29 0 10:27 0 15:43 14:58 Functional Response Time at 80th Percentile 10:06 12:20 11:09 N/A 16:06 N/A 20:44 15:48 Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at 80th Percentile Amount Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Loretto FD 2019 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (CFS) 16 10 10:27 9 47% 15:33 15:28 53% 10:42 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 88.89% 9:17 9:50 2 51.35% 19 Medical Responses out of Total Calls for Service 18 48.65% Fire Responses out of Total Calls for Service Emergency Medical Responses Non‐Emergency Medical Responses 15:06 10:4410:41 11:09 Emergency Fire Responses Non‐Emergency Fire Responses 11.11% 9:29 9:29 48.65 88.89 11.11 72.22 16.67 12.5 0 51.35 53 47 53 0 31.58 15.79 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 1 2 3 4 5 6 Jan Feb Mar April May June July Aug Sep Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1635 2 Emergency Medical Responses Non‐Emergency Medical Responses Emergency Fire Responses Non‐Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Non‐Emergency Fire Responses in Suburban Areas Amount 13010 10000 Percentage of Total 92.86%0%7.14%0 100%0%0%0% Functional Response Time Median 11:00 0:00 25:00:00 0 11:30000 Functional Response Time Average 10:34 N/A 25:00:00 N/A 11:06 N/A N/A N/A Functional Response Time at the 80th Percentile 12:00 N/A N/A N/A 15:00 N/A N/A N/A Amount  Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount  Percentage of Total Jan. 2019 ‐  Oct. 2019 Source = Hanover FD 10 0 2019 HANOVER FIRE DEPARTMENT CALLS FOR SERVICE (CFS) Fire Responses out of Total Calls for ServiceMedical Responses out of Total Calls for Service Emergency Medical Responses Non‐Emergency Medical Responses Fire Emergency Fire Non‐Emergency 11:30 1 58.33% 14 10 41.67% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 15:00 N/A12:00 N/A 0 10:36 25:00:00 11:06 0 92.86% 7.14%100% 0% 11:00 13 25:00:00 58.33 92.86 7.14 92.86 0 7.14 0 41.67 100 0 100 0 0 0 Am o u n t  of  Ca l l s  fo r  Se r v i c e Months 0 1 2 3 4 5 6 7 Jan Feb Mar April May June July Aug Sept Oct Total  Calls For Service Non‐Emergency Fire Responses in Suburban Areas Non‐Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non‐Emergency Medical Responses in Suburban Areas Non‐Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 1735 3 - 18 - Recommendations In order to properly evaluate its fire service and plan for its success the City of Corcoran should explicitly outline its philosophy through adopted Vison, Mission, and Values statements. The subcommittee recommends adopting the following fire service Vision, Mission, and Values statements: Vision The Corcoran Fire Service will provide effective and efficient emergency services at or above industry standards for all residents and be recognized by our community as a source of pride. Mission The Corcoran Fire Service exists to protect the life and property of the people of Corcoran by preventing and responding to fires, hazardous material incidents, natural disasters, and medical emergencies. Our service will be focused on the needs of our community and will always be provided with professionalism, integrity, and pride. Values The Corcoran Fire Service values continuous improvement to maintain a constant state of preparedness in order to serve the needs of our community with honor and bravery. We will further our community’s fire prevention through education and adherence to fire safety standards and support the community’s fire protection through smart investments in facilities, equipment, training, and staffing. Once the organization’s philosophy is outlined through its Vision, Mission, and Values its service can be developed accordingly. The subcommittee identified seven key service components to evaluate. These components included: Prevention, Protection, Preparedness, Ability to Reach All Residents, Training, Community Education, and Response Times. This in-depth evaluation was used to determine recommendations for aligning Corcoran’s fire service with its Mission and position it for successful progress towards its Vision. These recommendations were guided by the values developed by the group. The City Council should carefully consider the staffing impacts of each recommendation. After thorough evaluation of the key service components, the Fire Service Subcommittee recommends that the City Council individually consider the adoption of each of the following service recommendations. The recommendations were split into two tiers by the subcommittee. Tier 1 are items for immediate implementation and Tier 2 are items to begin planning and groundwork for implementation. 354 - 19 - Recommendations Requiring Staff Time Tier 1 Priorities (Immediate Implementation) - Evaluate the current Fire Marshal structure, function, and duties. (Prevention) - Analyze existing response times, incorporate response time standards into existing contracts, and identify future response time expectations as they relate to the evolution of the fire service. (Protection) - Continuously evaluate call volume and response times to determine effectiveness of existing response strategies and recommend facility timing. (Summary) - Dedicate a page on the City’s website to fire information. (Prevention, Community Education) - Include a section in the City newsletter from one of the fire departments containing fire prevention information. (Prevention, Community Education) - Create and distribute a fire department questionnaire with all home-based business applications to relay important information to the fire departments about the typical number of occupants, chemicals used, and any flammable considerations. (Protection, Ability to Reach All Residents) - Develop a fire department “Access Needs” summary to be distributed with all driveway permits. Many residents are not aware of the physical restrictions fire departments face in accessing properties. This information sheet will allow residents to make informed decisions about access to their property. (Ability to Reach All Residents) Tier 2 Priorities (Begin Planning and Groundwork for Implementation) - Provide the fire departments with a list of all commercial and home-based businesses in town. (Ability to Reach All Residents) - Incorporate options for facilities and equipment placement within the service gap area as opportunities become available through development and city campus planning. (Preparedness) - Consider starting a Facebook page representing Corcoran Fire Service with regular contributions from all three departments. (Community Education) - Incorporate fire code compliance into any future rental ordinance. (Prevention) - Set the standard that all new multifamily complexes will be inspected for compliance every two years. (Prevention) - Consider adopting Minnesota Building Code Chapter 1306. Its adoption would place some burden on new construction but significantly helps with fire containment. (Protection) 355 - 20 - Recommendations Requiring Fire Department Service Changes (contract implications) Tier 1 Priorities (Immediate Implementation) - Regularly evaluate regional box alarms to ensure necessary staffing and resources are arriving on scene in a timely manner. (Ability to Reach All Residents) - The City should begin forming a Fire Education & Inspection team consisting of one representative from each fire department. This team will conduct business education visits one day per month. The purpose of the visits will be to educate business operators on fire code violations so that they may work towards code compliance. Businesses should be prioritized by the number of employees. (Prevention, Community Education) - All three fire chiefs should meet to determine regional training and collaboration needs. Once identified, the departments should implement at least one joint training annually. After each joint training the fire chiefs should meet to evaluate the joint training and plan the next joint training topics. (Training) Tier 2 Priorities (Begin Planning and Groundwork for Implementation) - Include a provision in each fire department’s service contract to require each department to host at least one public education event per year (besides Night to Unite!). (Prevention, Community Education) - After three years of education and inspection visits, the Fire Education & Inspection team should begin commercial fire code enforcement. The goal of the visits is compliance and none of the violations should come as a surprise to the business operators. (Prevention) - Utilize the Fire Education & Inspection team visits for the fire departments to develop response pre-plans to coordinate access and response for community businesses. (Protection, Preparedness, Ability to Reach All Residents) Recommendations Requiring Analysis, Policy Development, and Council Approved Action: Tier 1 Priorities (Immediate Implementation) - In order to meet the compounding demand of new developments bringing increased medical calls for service, in an area with an existing service gap, the subcommittee recommends the City begin exploring the timing and feasibility of a medical duty crew targeted at peak times. (Preparedness) - Begin planning for the addition of a new fire station to address the service area gap. Considerations should include forecasted service demand, development opportunities, and financial planning. (Summary) 356 - 21 - Recommended Standards to Adopt and Continued Best Practices - Incorporate a medical functional response time standard of 15:00 (measured at the 80th percentile) into existing fire service contracts. (Response Times) - Adopt a medical functional response time goal of 12:00 (at the 80th percentile) to work towards citywide. (Response Times) - Incorporate rural and suburban fire functional response time standards of 14:00 (measured at the 80th percentile) into existing fire service contracts. (Response Times) - Adopting the current suburban NFPA performance objective of 10:00 (at the 80th percentile) as the functional response time goal to work towards for service in suburban areas. (Response Times) - Continue having the fire chiefs participate in the monthly public safety plan review in order to identify opportunities for improved access and resources in new developments. (Prevention, Protection) - Continue contracting for fire plan review and inspection of all new commercial projects. (Prevention) - Continue to handle significant dispatching delays on a case by case basis, as any system changes are largely out of the City’s control at this time. (Preparedness) - Continue to have fire department staff attend police department trainings annually for cross-training on scene size-up and response. (Preparedness) Summary The Fire Service Subcommittee developed several recommendations for the City Council as a result of its analysis. A number of the recommendations are overlapping and lend themselves to continuity in forming the City’s vision for its future fire service (objective #1). Some of these recommendations rely on the implementation of others for their success; however, the group recommends that the Council consider them individually, as they all carry their own costs and benefits. The subcommittee sorted the recommendations into two tiers in order to help prioritize the actions recommended to the City Council. The subcommittee discussed ways to effectively solicit community input for discussion (objective #2) and determined that the vision for fire service should be a product of both community expectations and industry standards. Staff and elected officials shared that a strong majority of the feedback from the community was that they appreciate the existing level of service provided by the City’s fire departments. Additionally, existing data shows that the current fire service is close to industry standards. Consequently, this makes developing the City’s goals much easier. By evaluating the core components of the fire service and statistical data points we now know what service levels to monitor and maintain. It also allows us to see the challenges immediately facing our community so that we can try to stay out in front of 357 - 22 - them or, at least, mitigate their impacts. Incorporating community feedback on daily operational expectations needs to be a continuous process by both staff and elected officials. Soliciting community feedback on major investments should be accomplished through multiple media formats and community meetings (when appropriate). The Fire Service Subcommittee’s recommended response times and targets (objective #3) are outlined in detail in the Analysis Response Times section and the Recommendations Summary. The subcommittee also evaluated a number of core fire service components that were determined to be equally as important in developing the City’s vision for its future fire service. These recommendations are also outlined. The subcommittee evaluated if the identified targets are currently being achieved (objective #4). The subcommittee found that a significant amount of the core components and response times are currently being achieved but that following some specific recommendation would dramatically improve clarity in the delivery of service and position the City to accommodate growth in a scalable and fiscally responsible manner. Corcoran’s Fire Service Subcommittee considered if the addition of a new fire station in Corcoran will be necessary to achieve the response standards (objective #5). Based on all of the information, the subcommittee recommends that the City begin planning for the addition of a new fire station to address the service area gap, but that it is not the first priority moving forward. The subcommittee recommends that while planning for a facility investment, a few other cost-effective options should improve service to the community and delay the fire station’s urgency. In considering if the City can afford its own fire station (objective #6) the group finds that there are too many variables to immediately ascertain an answer; especially since the necessary timing may be impacted by the implementation of intermediate options. Once the City Council approves or selects its chosen recommendations provided by the subcommittee, staff can continue evaluating the data points over time and begin planning for what that future may hold. Ideally, smart intermediate investments will prolong the facility need as much as possible and the City can use this time for planning. In the process of achieving the City Council’s objectives for the subcommittee nearly all of ESCI’s recommended action steps outlined in the Fire Service Comprehensive Growth Plan were completed. The evaluation and recommendations provided by this subcommittee should be considered a continuation of the analysis work started in the Fire Service Comprehensive Growth Plan. 358 - 23 - Once the City Council selects the specific recommendations for adoption, staff will follow up with a work plan. The Fire Service Subcommittee would like to thank the Council for its consideration of the recommended options. 359 Council Work Session Agenda September 23, 2021 - 5:30 pm 1. Call to Order / Roll Call 2. Fire Service Work Plan* 3. Unscheduled Items 4. Adjournment *Includes Materials - Materials relating to these agenda items can be found in the Council Chambers Agenda Packet book located by the entrance. The complete Council Agenda Packet is available electronically on the City website at www.corcoranmn.gov. HYBRID MEETING OPTION AVAILABLE The public is invited to attend the regular Council meetings at City Hall. Meeting Via Telephone/Other Electronic Means Call-in Instructions: +1 312 626 6799 US Enter Meeting ID: 836 2167 4601 Press *9 to speak during the Public Comment Sections in the meeting. Video Link and Instructions: https://us02web.zoom.us/j/83621674601 visit http://www.zoom.us and enter Meeting ID: 836 2167 4601 Participants can utilize the Raise Hand function to be recognized to speak during the Public Comment sections in the meeting. Participant video feeds will be muted. In-person comments will be received first, with the hybrid electronic means option following. For more information on options to provide public comment visit: www.corcoranmn.gov 360 1 Corcoran Fire Service Work Plan Version 1.0 September 23, 2021 361 2 Introduction On December 12, 2019, the Corcoran Fire Subcommittee presented its recommendations for forming the City’s vision for its future fire service to the City Council. The Council adopted the recommendations and directed staff to develop a work plan for completing the recommendations. In 2020, the Corcoran Fire Service Work Plan was put on hold during the COVID19 pandemic. On February 11, 2021, staff presented the original subcommittee recommendations to the new City Council seeking any feedback or amendments. Staff was directed to proceed with the original adopted recommendations and develop a work plan to accomplish them. The following work plan is intended to accomplish the goals outlined in the 2019 Corcoran Fire Subcommittee Recommendations and reaffirmed by the City Council in 2021. Each recommendation has been placed in the timeline along with the corresponding staff m embers completing them. Staff will update the Council at the end of each working phase to outline the ongoing evaluation and analysis items, the status of each item in the phase, and any new timeline updates. This work plan is intended to be a living document. During the completion of these recommendations new tasks and timelines will develop. These developments will be added to the existing plan in order to centralize all of the moving pieces. For example, when staff presents recommendations on larger items, like facility planning, new items will need to be added to future phases (subject to Council feedback and direction). The latest revision of the plan will serve as the active working document. Completed Items (CI) CI- All three fire chiefs should meet to determine regional training and collaboration needs. Once identified, the departments should implement at least one joint training annually. After each joint training the fire chiefs should meet to evaluate the joint training and plan the next joint training topics. -Now standard practice. CI- Continue having the fire chiefs participate in the monthly public safety plan review in order to identify opportunities for improved access and resources in new developments. -Now standard practice. CI- Continue contracting for fire plan review and inspection of all new commercial projects. Now standard practice. CI- Continue to handle significant dispatching delays on a case-by-case basis, as any system changes are largely out of the City’s control at this time. 362 3 -Now standard practice Ongoing Evaluation and Analysis (OEA) OEA- 1. Continuously evaluate call volume and response times to determine effectiveness of existing response strategies and recommend facility timing. (Director of Public Safety) OEA- 2 Incorporate options for facilities and equipment placement within the service gap area as opportunities become available through development and city campus planning. (Director of Public Safety) OEA- 3 Regularly evaluate regional box alarms to ensure necessary staffing and resources are arriving on scene in a timely manner. (Director of Public Safety, Fire Chiefs) OEA- 4 Begin planning for the addition of a new fire station to address the service area gap. Considerations should include forecasted service demand, development opportunities, and financial planning. (Director of Public Safety, City Administrator, Fire Chiefs, Planner) OEA- 5 Continue to have fire department staff attend police department trainings annually for cross-training on scene size-up and response. (Director of Public Safety, Fire Chiefs) Phase 1.0 (October 2021 – March 2022) 1.1- Create and distribute a fire department questionnaire with all home-based business applications to relay important information to the fire departments about the typical number of occupants, chemicals used, and any flammable considerations. (Director of Public Safety, Fire Chiefs, Planning, Admin Support Staff) 1.2- Provide the fire departments with a list of all commercial and home-based businesses in town. (Planning, Construction Services Coordinator) 1.3- Develop a fire department “Access Needs” summary to be distributed with all driveway permits. Many residents are not aware of the physical restrictions fire departments f ace in accessing properties. This information sheet will allow residents to make informed decisions about access to their property. (Director of Public Safety, Fire Chiefs, Planning, Admin Support Staff) 1.4- Begin forming a Fire Education & Inspection team consisting of one representative from each fire department. This team will conduct business education visits one day per month. The purpose of the visits will be to educate business operators on fire code violations so that they may work towards code compliance. Businesses should be prioritized by the number of employees. (Director of Public Safety, Fire Chiefs, Fire Marshall) 363 4 Phase 2.0 (April 2022 – September 2022) 2.1- Evaluate the current Fire Marshal structure, function, and duties. Make any appropriate staffing recommendations. (Director of Public Safety) 2.2- Begin exploring the timing and feasibility of a medical duty crew targeted at peak times. Make any appropriate staffing recommendations. (Director of Public Safety and Fire Chiefs) 2.3- Set the standard that all new multifamily complexes will be inspected for compliance every two years. (Director of Public Safety, Fire Chiefs, Fire Marshall) 2.4- Analyze existing response times, incorporate response time standards into existin g contracts (starting 2023) and identify future response time expectations as they relate to the evolution of the fire service. (Director of Public Safety, Fire Chiefs, City Attorney, City Administrator) 2.5- Include a provision in each fire department’s service contract (starting in 2023) to require each department to host at least one public education event per year (besides Night to Unite!). (Director of Public Safety, Fire Chiefs, City Attorney, City Administrator) 2.6- Incorporate a medical functional response time standard of 15:00 (measured at the 80th percentile) into existing fire service contracts (starting in 2023). (Director of Public Safety, Fire Chiefs, City Attorney, City Administrator) 2.7- Incorporate rural and suburban fire functional response time standards of 14:00 (measured at the 80th percentile) into existing fire service contracts (starting in 2023). (Director of Public Safety, Fire Chiefs, City Attorney, City Administrator) 2.8- Adopt a medical functional response time goal of 12:00 (at the 80th percentile) to work towards citywide. (City Council) 2.9- Adopt the current suburban NFPA performance objective of 10:00 (at the 80th percentile) as the functional response time goal to work towards for service in suburban areas. (City Council) Phase 3.0 (October 2022 – March 2023) 3.1- Dedicate a page on the City’s website to fire information. (Communications) 3.2- Consider starting a Facebook page representing Corcoran Fire Service with regular contributions from all three departments. (Communications) 3.3- Include a section in the city newsletter from one of the fire departments containing fire prevention information. (Communications) 364 5 3.4- Incorporate fire code compliance into any future rental ordinance. (Director of Public Safety, Planner, City Attorney) Phase 4.0 (April 2023 – September 2023) 4.1- Utilize the Fire Education & Inspection team visits for the fire departments to develop response pre-plans to coordinate access and response for community businesses. (Fire Chiefs, Fire Marshall) 4.2- Consider adopting Minnesota Building Code Chapter 1306. Its adoption would place some burden on new construction but significantly helps with fire containment. (Director of Public Safety, Fire Chiefs, Planning, City Attorney, City Council) Phase 5.0 (October 2023 – March 2024) (TBD) Phase 6.0 (April 2024 – September 2024) (TBD) Phase 7.0 (October 2024 – March 2025) (TBD) Phase 8.0 (April 2025 – September 2025) 8.1- After three years of education and inspection visits, the Fire Education & Inspection team should begin commercial fire code enforcement. The goal of the visits is compliance and none of the violations should come as a surprise to the business operators. (Fire Marshall) 365 Year Hanover Rogers West Suburban Total Year Hanover Rogers West Suburban Total Year Hanover Rogers West Suburban Total 2019 65,306 $ 116,319 $ 166,883 $ 348,508 $ 2019 24 69 47 140 2019 2,721 $ 1,686 $ 3,551 $ 2,489 $ 2020 64,532 $ 123,977 $ 177,594 $ 366,103 $ 2020 22 19 31 72 2020 2,933 $ 6,525 $ 5,729 $ 5,085 $ 2021 63,023 $ 138,774 $ 181,184 $ 382,981 $ 2021 29 40 38 107 2021 2,173 $ 3,469 $ 4,768 $ 3,579 $ 2022 65,796 $ 170,967 $ 209,172 $ 445,935 $ 2022 32 34 34 100 2022 2,056 $ 5,028 $ 6,152 $ 4,459 $ 2023 77,658 $ 258,837 $ 233,547 $ 570,042 $ 2023 31 92 39 162 2023 2,505 $ 2,813 $ 5,988 $ 3,519 $ 2024 80,413 $ 332,357 $ 208,160 $ 620,930 $ 2024 42 110 67 219 2024 1,915 $ 3,021 $ 3,107 $ 2,835 $ 2025 81,965 $ 362,859 $ 234,460 $ 679,284 $ Contract Cost by Year Calls For Service Cost Per CFS $65,306 $64,532 $63,023 $65,796 $77,658 $80,413 $81,965 2019 2020 2021 2022 2023 2024 2025 $- $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 $80,000 $90,000 Hanover Fire $116,319 $123,977 $138,774 $170,967 $258,837 $332,357 $362,859 2019 2020 2021 2022 2023 2024 2025 $- $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 $350,000 $400,000 Rogers Fire $166,883 $177,594 $181,184 $209,172 $233,547 $208,160 $234,460 2019 2020 2021 2022 2023 2024 2025 $- $50,000 $100,000 $150,000 $200,000 $250,000 West Suburban Fire $348,508 $366,103 $382,981 $445,935 $570,042 $620,930 $679,284 2019 2020 2021 2022 2023 2024 2025 $- $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Total Fire 24 22 29 32 31 42 2019 2020 2021 2022 2023 2024 0 5 10 15 20 25 30 35 40 45 Hanover CFS 69 19 40 34 92 110 2019 2020 2021 2022 2023 2024 0 20 40 60 80 100 120 Rogers CFS 47 31 38 34 39 67 2019 2020 2021 2022 2023 2024 0 10 20 30 40 50 60 70 80 West Suburban Fire CFS 140 72 107 100 162 219 2019 2020 2021 2022 2023 2024 0 50 100 150 200 250 Total CFS 366 2019 2020 2021 2022 2023 2024 2025 $348,508 $366,103 $382,981 $445,935 $570,042 $620,930 $679,284 140 72 107 100 162 219 1 2 3 4 5 6 0 50 100 150 200 250 1 2 3 4 5 6 7 0 100000 200000 300000 400000 500000 600000 700000 800000 Ca l l s F o r S e r v i c e Year Co s t Cost and Calls For Service by Year 367 June, 2018 Fire Service Comprehensive Growth Plan City of Corcoran, Minnesota Lane Wintermute Consulting Division Director, ESCI 368 •Assess current service delivery and infrastructure conditions and provide comparisons to industry standards and best practices where applicable •Project future growth and forecast service effects •Identify and evaluate future system delivery system needs, including current and future fire station locations 369 Evaluation of Current Conditions Future System Demand Projections Future Service Delivery Models and Strategies 370 Section I: Evaluation of Current Conditions Service Area Overview 371 Section I: Evaluation of Current Conditions Governance Figure 1: Governance Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency Agency name City of Corcoran Hanover Fire Department Loretto Volunteer Fire Department Rogers Fire Department Preferred acronym N/A HFD LFD or LVFD RFD Governance and Lines of Authority Governing body City of Corcoran City of Hanover City Council 501(C)(3) nonprofit corporation board of directors City of Rogers Head of governing body Mayor Ron Thomas Mayor Jeff Leuer, President/Fire Chief Loretto Volunteer Fire Department Incorporated Mayor and City Council Key employee of governing body Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Brian Hagen, City Administrator/ Clerk/Treasurer Jeff Leuer, President/Fire Chief Steve Stahmer, City Administrator Meetings Twice Monthly, 2nd & 4th Thursday Second Tuesday of each month (fire department) Monthly Board Meetings 3rd & 4th Tuesday of the month Policy and administrative roles defined Charter City/State Statute – Plan A City Council- Legislative Based on City policy Yes, In the Constitution and By Laws and Lexipol Yes 372 Evaluation of Current Conditions •Capital Assets –Four fire stations –8 Fire Engines (Pumpers) –1 Aerial Ladder Truck 373 Evaluation of Current Conditions •Emergency Response Staffing Administrative and Support Staff Hanover Loretto Rogers Chief 1 1 1 Assistant Chief 0 4 0 Inspector 0 0 1 Administrative Assistant 0 2 0 Total 1 7 2 Operational Staff Hanover Loretto Rogers Paid-on-Call Responder 26 30 40 374 Service Delivery Analysis •Service Delivery and Performance –Service Demand –Resource Distribution –Response Reliability –Response Performance 375 Service Delivery Analysis •Service Demand Overall Service Demand (Corcoran) Service Demand by Type 376 Service Delivery Analysis Resource Distribution 377 Service Delivery Analysis •Station Distribution – ISO Criteria 378 Service Delivery Analysis Response Performance NFPA 1720 Response Performance Recommendations Classification Population Density per Square Mile Response Performance Target Percentile Urban >1000 9:00 90th Suburban 500 to 999 10:00 80th Rural <500 14:00 80th Wilderness/Remote Undeveloped Undetermined 90th Response Time Performance, 2015 and 2016 Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 Note: City staff desires to apply the ‘suburban’ density standard to properties within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. 2016 response performance above shows that Hanover falls at the 10 minute threshold, Loretto is 3 minutes 16 seconds below and Rogers is slightly above the level 379 Report Section II: Future System Demand Projections •Population History •Population Growth and Community Risk •Service Demand Projections 380 Future System Demand Projections Population Growth Projections Population projections: (Thrive 2040 Data) •8,900 by 2030 •11,300 in 2040 Consolidated Population Growth Projections 381 Future System Demand Projections Service Demand Projections Service Demand Projections – Thrive Based 382 Future Service Delivery Models Short and Mid Term Strategies: – Establishment of Response Standards and Targets –Short Term Functional Improvements •Enhanced Automatic Aid Systems •Standardization of Standard Operating Guidelines •Regionalized Incident Command Practices •Joint Apparatus Purchasing and Planning •Shared Recruitment and Retention Efforts •Collaborative Training • Shared/Cross Trained Personnel Recommended Response Performance Objectives Population Density Performance Objective Percentile Urban >1,000 9:00 90th Suburban 500–999 10:00 80th Rural <500 14:00 80th 383 Future Service Delivery Models Potential Mid-Term Improvements: – Administrative Consolidation –Operational Consolidation –Potential Additional Regionalization Considerations 384 Potential Long Term Strategies Future Fire Station Alternatives 385 Potential Long Term Strategies Resource Distribution 386 Potential Long Term Strategies Possible Addition of a Third Station in Rogers •Vicinity of County Road 116 and Valley Drive •Improves coverage in the NE Corner of Corcoran, to some extent. •Does not Improve 4,6,8 and 10 minute coverage in the area of forecast growth. 387 Potential Long Term Strategies Possible Addition of a Fire Station in Corcoran •Vicinity of County Road 116 and County Road 10 •Improves coverage in the Central/Eastern portion of Corcoran considerably. •Expands 4,6,8 and 10 minute coverage to most of the city 388 Potential Long Term Strategies Review of Coverage from Maple Grove Fire Stations •Improves 4,6,8 and 10 minute coverage to some of the city but much of it is in the 8 and 10 minute range •Maple Grove is not inclined to enter into a contractual agreement 389 Potential Long Term Strategies Review of Coverage from Hamel Fire Department •Does not improve 4,6,8 and10 minute coverage except in a small portion of the city •Does not address area of forecast future development 390 Potential Long Term Strategies Review of Coverage from Plymouth Fire Department •Does not improve 4,6,8 and10 minute coverage •Does not address area of forecast future development 391 Analysis of Available Options 1.Continuation of Current Model – Status Quo 2.Construct an Additional Station and Continue to Contract with Surrounding Agencies 3.Construct an Additional Station and Implement a City Fire Department 392 Analysis of Available Options 1.Continuation of Current Model – Status Quo Pros: •Costs will remain low for the provision of fire protection and medical first response. •No additional capital investment would be required. Cons: •As development continues, response times could increase with increased service demand. •Surrounding departments could require additional funding to accommodate increased service demand within Corcoran. •Changing demographics may desire a higher level of service. 393 Analysis of Available Options 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies Pros: •Improves coverage in the areas of highest projected service demand. •Improves ISO coverage •Reduces response times •May lower insurance rates •Sustains existing partnerships with FDs. Cons: •Cost of construction •Need to determine how the station will be staffed •May need to renegotiate contracts with service providers Of the options analyzed, ESCI considers Option 2 as the preferred option. 394 Analysis of Available Options 3. Construct a New Fire Station and Implement a City Fire Department Pros: •Local control •Direct management of the city’s own responders •Improves ISO coverage •Reduces response times •May lower insurance rates Cons: •Cost of construction •Cost of career personnel (viewed as cost prohibitive) •Paid On Call staffing and competition with other fire departments for members Of the options analyzed, ESCI does not advise implementation of Option 3. 395 Other Future Considerations and Challenges •Future Staffing –Nationally, all fire departments are challenged to recruit, and retain Paid On Call /volunteer members –Be sure to look to the future and plan for future, long range staffing challenges •Exploration of Regional Cooperation Opportunities –Jointly staffed fire station(s) –Joint purchasing agreement between area fire agencies –Functional consolidation with allied fire agencies in areas such as: –Shared training program –Shared prevention and public education programs –Special Operations/Technical Rescue services –Operational consolidation with neighboring agencies which could include: –Shared incident command staffing –Fully dropped boundary incident response –Collaborative station staffing with personnel from differing agencies 396 Additional Information Provided •Thresholds and Triggers—Determining When a New Station is Needed •Cost Projections –Status Quo –Construction of a station in Corcoran •Station costing examples provided –Construction of a station and Implementation of a City Fire Department Summary of Cost Projections Option Elements Estimated Total Increase Continue Current Model Funding Formula Adjustment $90,883 New Station with Continued Contracts New Station $300,000–$2,000,000 New Station with New Fire Department New Station $300,000–$2,000,000 New Apparatus and Equipment $1,465,000 Recruitment of Personnel $10,000–$25 ,000 397 Findings and Recommendations It is ESCI’s conclusion that the approach identified above, “Construct an Additional Station and Continue to Contract with Surrounding Agencies” is the preferred long term approach. Key Considerations: 1.Timing of construction of a new station should be based on identification of response targets and analysis of current response performance and/or response shortcomings 2.Staffing of the new station will need to be analyzed carefully to assure that acceptable levels can be achieved, now and long term. 3.To sustain current 80th percentile response as a minimum, a time frame of around two years may be advisable. 398 Discussion Lane Wintermute, Consulting Division Director Lane.Wintermute@esci.us 399 ANNUALFIRE IN MINNESOTA MINNESOTA DEPARTMENT OF PUBLIC SAFETY’S STATE FIRE MARSHAL DIVISION 2023 400 MINNESOTA STATE FIRE MARSHAL 401 VISION MISSION SFM exists so that the fire service is prepared, communities are supported and Minnesotans are safer from fire. SFM strengthens Minnesota fire-safe environments by providing statewide leadership and guidance in support of fire and life safety policy, enforcement, prevention and education. CONTACT US 651-201-7200 fm.data.team@state.mn.us sfm.dps.mn.gov 445 Minnesota St. Ste 145 St. Paul, MN 55101 VISION ANDMISSION MINNESOTA STATE FIRE MARSHAL 402 MN State fire marshal DANKRIER Minnesota Fire Marshal Welcome to the 35th-anniversary edition of the Fire in Minnesota (FiM) report. Based on feedback provided this year, this report has some new and interesting information that has not been included in previous reports. We hope these changes make the report a better tool for your department’s use and a more enjoyable read. Additionally, some of the dated material has been removed. Thank you to the 722 of 773 Minnesota fire departments (93 percent) who diligently sent data to our offices. Your submissions are critical in helping us complete this important review of 2023. The data you provide for Fire in Minnesota is key to fire prevention. This publication, as in previous years, shows us the facts, trends, and unfortunate outcomes of a fire. New to this edition, is data on trending incidents from carbon monoxide (pg. 16) and lithium- ion batteries (pg. 21 & 22). Although the current data we have is minimal, it still has a big impact. If all 773 fire departments take the time to correctly report these carbon monoxide and lithium-ion battery incidents and submit complete and accurate information, our team can better analyze the data and provide you with tools to make n impact in your community. Good data in is good data out. Another addition to the 2023 Fire in Minnesota is the work our amazing inspectors and investigators are doing in the field. State Fire Marshal (SFM) inspected 11,343 properties and led 894 fire investigations. These teams are a great resource for Minnesota fire departments to assist with training, answering code questions, and assisting with fire investigations. SFM Fire & Life Safety Educators are another extraordinary resource to Minnesota fire departments. Check out page 15 and 24 for tools to use in your fire prevention efforts. Our hope is for you to share this report with your colleagues, elected officials, friends, family and the communities you serve. Spend time analyzing the information on each page so you know how to make your community safer! Dan Krier State Fire Marshal MINNESOTA STATE FIRE MARSHAL 403 MN STATE FIRE MARSHAL Business Manager Nolan Pasell Chief Deputy of Operations Tate Mills MBFTE Exec Director Steve Flaherty Chief Deputy of Prevention Amanda Swenson Chief Investigator FSS Supervisor State Teams Supervisor Health Care/ Corrections Supervisor Fire Service Specialist Data & Education Team State Fire Marshal Daniel Krier STATE FIRE MARSHAL ORGANIZATION CHART Data & Education Supervisor Residential Care & Lodging Supervisor School/Fire Code Supervisor Fire Protection Supervisor Investigations Team State Response Team RC&L Team Healthcare Team School Team Fire Protection Team Grants Manager Fleets Manager Office Manager Support Services Training and Licensing Specialist Licensing Coordinator MINNESOTA STATE FIRE MARSHAL 404 TABLE OF CONTENTS 07 17 25 29 39 41 Total impact Causes Incendiary fires Casualties Inspections/ investigations Participation MINNESOTA STATE FIRE MARSHAL 405 MN State fire marshal TOTAL IMPACT MINNESOTA STATE FIRE MARSHAL 406 MINNESOTA FIRE CLOCK Fire Loss in MN MN Fire Clock Friday, Feb 7 11:35 Crew: SFM A Shift Rescue Squad Cloudy 15o Saturday Sunday Monday 61 48 52 39 49 31 o o o o o o A Day A Hour A Minute $1.1m $47,567 $793 These figures (hh:mm:ss) represent the collective incidents reported by 722 of Minnesota’s 773 Fire Departments. There was minimal change from the 2022 Fire Clock. Page 8 MINNESOTA STATE FIRE MARSHAL 407 MN STATE FIRE MARSHAL TO T A L I M P A C T The total number of fire incidents reported by participating Minnesota fire departments in 2023 was 15,084, a 2.2 percent increase over 2022. The number of responses by the fire service increased by 2.7 percent in 2023 to over 397,000 (Total Fire & Incidents plus Mutual Aid Given). 2023 REPORTED FIRE DEPARTMENT RESPONSES Aid Given (automatic or mutual): A fire department responds into another fire department’s jurisdiction to provide assistance at an incident or to cover a vacated station while the receiving fire department is busy at an incident. Aid given can be either mutual or automatic aid. Other Aid Given: A fire department covers and responds to another jurisdiction or locale that has no fire department. Page 9 MINNESOTA STATE FIRE MARSHAL 408 5-YEAR RESPONSE COMPARISON Total dollar loss was down from 2022 by almost $6 million (-1.47 percent). Calls increased slightly in 2023 (2.69 percent), as did total fires (2.2 percent). In the last five years, an average of 5,007 fires have occurred in residential structures. These figures indicate that each year, one residential structure fire occurs for every 1,129 residents. 2023 had the fewest structure fires reported in the past five years. Page 10 MINNESOTA STATE FIRE MARSHAL 409 MN STATE FIRE MARSHAL STRUCTURE FIRES BY PROPERTY TYPE TO T A L I M P A C T Structure fires continue to occur most frequently in residential properties, including houses, apartments, boarding houses, dormitories and hotel/motels. 2023 saw significant decreases in dollar loss for industrial fires ($57 million to $16 million), storage fires ($55 million to $42 million) and mercantile fires ($21 million to $14 million). Page 11 MINNESOTA STATE FIRE MARSHAL 410 2023 RESIDENTIAL STRUCTURE FIRES 1-2 family dwelling: down 7.9 percent from 2022 Multifamily dwelling: down 6.4 percent from 2022 Overall: down 6.2 percent from 2022 Key points for calculating fire loss Fire loss is an estimation of the total loss to the property and contents, in terms of the cost of replacement in like kind and quantity. Total fire loss is the sum of the Property Loss and Contents Loss fields reported in section G2 of the NFIRS Basic Module. Fire loss includes contents damaged by fire, smoke, water and overhaul. Subtracting the loss from the pre-incident value can show how much of the property involved in the incident was saved thanks to fire department intervention, which in turn informs community risk reduction efforts. When a value is unknown, it is preferable to leave the fields blank. Clicking the “None” box means that there was no loss at all ($0). Page 12 MINNESOTA STATE FIRE MARSHAL 411 MN STATE FIRE MARSHAL TO T A L I M P A C T SPRINKLER SAVES 2004-2023 There were 98 sprinkler saves in Minnesota in 2023. That means about once every three days, a fire is extinguished by an automatic fire sprinkler system. These sprinkler activations saved buildings from devastation, minimized property loss, greatly reduced business interruptions and potentially saved lives. Notably there were 33 sprinkler saves in apartment buildings. Page 13 MINNESOTA STATE FIRE MARSHAL 412 MINNESOTA STATE FIRE MARSHAL RESIDENTIAL SMOKE ALARM PERFORMANCE Smoke alarm present = 1,444 Smoke alarm not present = 468 Undetermined = 605 Nothing reported = 2,228 Total = 4,745 Of the 1,444 residences with smoke alarms present, 64 percent of those alarms operated. Of concern however are the 2,228 fires where smoke alarms were not reported. In the United States, smoke alarms were present in 74 percent of the reported home fires from 2018 to 2022. 59 percent home fire deaths were caused by fires in properties with no smoke alarms (43 percent) or smoke alarms that failed to operate (16 percent). Of the fire fatalities that occurred in homes with working smoke alarms, 28 percent occurred when the alarm failed to alert occupants and 9 percent occurred when the occupants were alerted but failed to respond. Page 14 413 MN STATE FIRE MARSHAL TO T A L I M P A C T SMOKE ALARM FAILURES Page 15 The Red Cross can supply your fire department with free Smoke Alarms upon request! Did you know? NFIRS data does not capture the extent of smoke alarm coverage or whether the alarms were interconnected. In addition, NFIRS data does not include information on incidents that were not reported to the fire department. MINNESOTA STATE FIRE MARSHAL 414 In Minnesota, carbon monoxide (CO) alarms were reported at the scene of 4,967 incidents related to CO. In 2,391 (48 percent) of those cases, the alarm activated but the fire department determined there was no CO present. 2,576 CO incidents were reported in 2023. Of those, only 740 were reported as having a CO alarm on-scene at the time of the incident. Of those 740 reported alarms, only 328 (44 percent) were reported to have alerted the occupants. When combining the false alarms with the ineffective positives, one could deduce from the data that CO alarms are only correctly recognizing CO and properly alerting the occupants, or occupants are only recognizing and understanding what to do, in about 6 percent of activations (328 out of 2,576). CARBON MONOXIDE ALARM PERFORMANCE Page 16 MINNESOTA STATE FIRE MARSHAL 415 MN State fire marshal CAUSES MINNESOTA STATE FIRE MARSHAL 416 STRUCTURE FIRE CAUSES Cooking continues to be the leading cause of structure fires. In 2023, 97 percent of cooking fires were contained cooking fires. There were 17 cooking-related civilian injuries, and 1 firefighter injury. Dollar loss from cooking fires in 2023 totaled $3,190,883. Fortunately, no deaths were attributed to cooking fires in 2023. In 2022, heating was the next leading known cause Page 18 of structure fires. In 2023 however, electrical malfunction was second to cooking, causing $20,772,610 worth of damage. Did you know? In the past 10 years electrical wiring in the attic or crawl space was the top known contributing ‘equipment’ involved in fire ignition due to failure of equipment. MINNESOTA STATE FIRE MARSHAL 417 MN STATE FIRE MARSHAL CA U S E S UNKNOWN, UNINTENTIONAL AND CARELESS FIRES Each year, as we analyze the Minnesota fire data, we find behind cooking, the majority of fire incident causes are reported as unknown, unintentional, or careless. Unfortunately, we cannot analyze the cause of fires in these categories. We would like to get to a point where fire departments can report a cause outside of “other unintentional/careless and unknown.” Page 19 MINNESOTA STATE FIRE MARSHAL 418 WHERE DO STRUCTURE FIRES START? Function areas include: Bedrooms, dining rooms, kitchens, bathrooms, laundry rooms, etc. Structural areas include: Machinery room, heating room, maintenance shop, service or equipment areas, etc. Page 20 MINNESOTA STATE FIRE MARSHAL 419 MN STATE FIRE MARSHAL CA U S E S LITHIUM-ION BATTERY FIRES The chart below shows all fires where batteries or battery chargers were reported as involved in ignition. From 2019-2023, there were 91 fires related to batteries/chargers. Eleven of those made reference to "lithium" in the narrative. For the other 80, it is possible that they were also lithium battery fires, but due to the limitations of reporting and the lack of narrative notation, we are not able to conclusively say one way or another. There were five reported injuries due to battery fires (one specific to lithium batteries). There were no reported deaths. Lithium battery fires reported were related to cell phones, vacuums, scooters, laptop computers, hover boards, and power tools. This illustrates how pervasive lithium batteries are in today's technology. Page 21 MINNESOTA STATE FIRE MARSHAL 420 How do you code a fire incident where a lithium-ion battery is present in a vehicle and the battery is the source of ignition? In the Fire Module, NFIRS allows completion of either the Equipment Involved in Ignition (Section F) or Mobile Property Involved (Section H), but not both. It is recommended to complete the Mobile Property Involved (Section H) for these incidents. Basic Module: Incident Type Code (Section C) 13x Fire Module: Mobile Property Involved, Mobile Property Model (Section H) — include “electric” or “hybrid” with the name of the model. Be sure to use proper spelling! LITHIUM-ION BATTERY CODING How do you code an incident where a lithium-ion battery is present and involved with the incident for any incident type? For any incident in which lithium-ion batteries are involved, you can document the presence of the battery and the extent of its involvement. You can also use this in addition to completing the Fire Module, including the Mobile Property Involved section. Basic Module: Hazardous Materials Release of the Basic Module (Section H3) — Other (0) HazMatModule: UN Number (Section B): Type in the relevant number (see Table 1 below); do not select from the existing drop-down list. Chemical Name (Section B): Type in the name of material, and do not include parentheses. Equipment Involved in Release (Section M) — Battery (229). The U.S. Department of Transportation Emergency Response Guidebook PDF (ERG) contains several options for lithium-ion batteries and battery-powered equipment. Here are some examples, but this is not an exhaustive list: UN Number Name of material 3480 Lithium-ion batteries 3481 Lithium-ion batteries contained in equipment or packed with equipment 3536 Lithium-ion batteries installed in cargo transport unit 3171 Battery-powered equipment or vehicle with lithium-ion batteries HazMatModule: Mobile Property Involved in Release (Section N) — if applicable. It can be completed in addition to the Equipment Involved in Release (Section M) of the HazMat Module and should not be done in place of the Mobile Property Involved (Section H) of the Fire Module. https://usfa.fema.gov/nfirs/coding-help/lithium-batteries/ Page 22 MINNESOTA STATE FIRE MARSHAL 421 FIREPREVENTIONWEEK There is a device on the market that helps prevent electrical fires before they happen. Have your community members contact their insurance companies to see if one is provided via their current non-tenant homeowner policy. Page 23 Did you know? Since 1925, the week of Oct. 9 has been designated as Fire Prevention Week in the United States in memory of the Great Chicago Fire of Oct. 9, 1871. The National Fire Protection Association sends a special fire-prevention message to the public during Fire Prevention Week. SFM urges Minnesota fire departments to mark that week by encouraging public safety and leading fire prevention efforts in their communities. Direct your residents here for fire safety tip sheets. Fire departments also have access to fact sheets here to use as news releases, social media posts and open house handouts. Sparky Rental! You can call our division to reserve (free) 1 of our 4 Sparky costumes for Fire Prevention week. Doug Johnson 763- 280-4609 Kristy Wisniewski 651-202-1575 MINNESOTA STATE FIRE MARSHAL 422 For another year, the 60+ age group continues to have the highest rate of fire deaths (p.32). The data is also showing us that 1 or 2 family dwellings are the properties where these fire deaths are occurring the most (p.32). From this, we recommend that over the next couple of years your department consider targeting public education efforts in areas that serve the independent-living 60+ age population. Some targeted areas can include: Senior centers Places of worship Independent-living facilities The data also suggests that cooking is the leading cause of these fires (p. 18). We could assume public education messages targeting the 60+ population living in 1-2 family dwellings should include an emphasis on cooking safety. Messages can include: Continued emphasis on staying in the kitchen near the appliance(s) you are using to cook Only start cooking when you are wide awake After cooking, set a reminder to check the kitchen to make sure all burners and other appliances are turned off Data Driven Public Education Ideas for your Department 423 MN State fire marshal INCENDIARY FIRES MINNESOTA STATE FIRE MARSHAL 424 INCENDIARY FIRES The term incendiary refers to any intentionally set fire. An arson fire is an example of an incendiary fire, but not all incendiary fires are arson. Incendiary fires may also include recreational fires intentionally set that get out of control. Page 26 MINNESOTA STATE FIRE MARSHAL 425 MN STATE FIRE MARSHAL IN C E N D I A R Y F I R E S In 2023, “incendiary” was listed as the cause of 5 percent of all reported structure fires with known causes and 3 percent of all reported vehicle fires in Minnesota. Vehicle incendiary dollar loss represented 2 percent of total vehicle fire dollar loss with an average dollar loss per incendiary vehicle fire of $10,965. Fire investigators agree that incendiary fires are under-reported. This may be especially true with vehicle fires as they may not receive as much attention as structure fires. Page 27 MINNESOTA STATE FIRE MARSHAL 426 INCENDIARY FIRES Incendiary fires increased by 11 percent in 2023. Incendiary fires were the cause of 5 percent of structure fires with known causes. In 2023, 62 percent of all incendiary structure fires and 23 percent of all incendiary losses were in residential property. In the past 34 years, incendiary fires caused 109 deaths and more than $805 million in property loss. Incendiary fires must continue to be addressed through efforts like the Arson Reward Program and the Youth Firesetter Intervention and Prevention programs. Page 28 Youth Firesetting Resources The fire service plays an important part in identifying youth who start fires in their community. Timely information is key and will help save lives! HOW YOU CAN HELP The Youth Fire Intervention Team is always ready to help - all you need to do is call the Minnesota duty officer at 800- 422-0798 or 651-649-5451 to activate the team. If you are interested in joining this important team, please email our Fire & Life Safety Educators. Doug Johnson - douglas.l.johnson@state.mn.us Kristy Wisniewski - kristy.wisniewski@state.mn.us MINNESOTA STATE FIRE MARSHAL 427 MN State fire marshal CASUALTIES MINNESOTA STATE FIRE MARSHAL 428 50+ YEARS OF MN FIRE DEATHS As Minnesota’s population has grown from 3.8 million in 1970 to an estimated 5.8 million in 2023, fire-related deaths have generally decreased. During the 1980s, fire deaths in Minnesota dropped 19 percent compared to the 1970s. The 1990s showed a further decrease of 25 percent from the levels of the 1980s. The 2000s had a decrease of 21 percent from the 1990's. Much of this decline in the fire death trend can be attributed to fire service advancements. Since the mid ‘70s, the promotion of fire protection technology (smoke alarms, sprinkler systems, etc.) has become widespread in Minnesota. The state has also mandated new inspection and code enforcement programs targeting hotels, motels, schools, and health and childcare facilities. Page 30 MINNESOTA STATE FIRE MARSHAL 429 MN STATE FIRE MARSHAL CA S U A L T I E S FIRE DEATHS: GREATER MINNESOTA VS. TWIN CITIES METRO AREA While Minnesota’s 50-year trend is headed in the right direction, our 10-year trend tells another story. Fire-related deaths have increased in the past decade. 2022 saw the highest annual total since 1993. In 2023 however, fire deaths have decreased by 21 percent! In Minnesota, as with most areas of the country, fire-related deaths are more likely to occur in rural areas where greater distances often contribute to longer response times. In 2023, fire-related deaths occurred 60 percent more often in Greater Minnesota counties than Twin Cities metro area counties. Page 31 MINNESOTA STATE FIRE MARSHAL 430 CIVILIAN FIRE DEATHS 2023 civilian firedeaths by Age Group 2023 civilian firedeaths by Month 2023 civilian fire deathsby Day of the Week 2023 civilian firedeaths by Gender 2023 civilian fire deathsby Property Use 2023 causes of civilianfire deaths Page 32 MINNESOTA STATE FIRE MARSHAL 431 MN STATE FIRE MARSHAL CA S U A L T I E S 2023 CIVILIAN FIRE DEATHS Page 33 MINNESOTA STATE FIRE MARSHAL 432 MINNESOTA STATE FIRE MARSHAL 2023 CIVILIAN FIRE DEATHS CONTINUED NATURE OF DEATHS Page 34 433 MN STATE FIRE MARSHAL CA S U A L T I E S FIREFIGHTER DEATHS There were no line-of-duty fire deaths in Minnesota in 2023. (Source: Minnesota Fallen Fire Fighters Memorial Association). We honor those who have fallen and remember them with pride and gratitude for their dedicated service in protecting their fellow residents. Page 35 MINNESOTA STATE FIRE MARSHAL 434 In 2023, there were 521 firefighter injuries reported – an increase of 27 percent from 2022. Of these injuries, 210 (40 percent) were fire-related. Eighty-three percent of these fire- related injuries occurred while firefighters were fighting residential structure fires (174). Of known causes, “overexertion/strain” was the most common (32 percent) with “fall/jump/slip/trip” and exposure to hazard the next highest at 24 percent each. 2023 FIREFIGHTER INJURIES BY CAUSE Page 36 MINNESOTA STATE FIRE MARSHAL 435 MN STATE FIRE MARSHAL CA S U A L T I E S FIREWORKS INJURIES AND PROPERTY LOSS SFM has gathered information about fireworks injuries and property damage since 1989. Minnesota hospitals voluntarily report injuries treated in their emergency departments from June 25 through July 15 each year. Property damage information is taken from the Minnesota Fire Incident Reporting System. From 1989 to 2001, $1.6 million in property damage resulting from fireworks use was reported, averaging more than $123,000 annually. The total property damage due to fireworks use from 2002 through 2004 was over $3 million. In 2023 alone, fireworks were responsible for over $4.8 million in losses. Property damage reported over the last five years totaled more than $11.8 million. Page 37 MINNESOTA STATE FIRE MARSHAL 436 Fireworks injuries are most common for males aged between 20-29 years old, with burns being the most common type of reported injury. Burn injuries include those to the extremities, eyes and face. It is impossible to know how many people were injured and did not seek medical attention. Fireworks injury reporting has been down substantially since 2021. This may have been the result of a change in the reporting process as we transition from paper to electronic submissions. There was one fire death from fireworks in 2015, another in 2021 and another in 2022. Fortunately, there were no deaths reported involving fireworks in 2023. Page 38 MINNESOTA STATE FIRE MARSHAL 437 MN State fire marshal INSPECTIONS/ INVESTIGATIONS MINNESOTA STATE FIRE MARSHAL 438 The Minnesota State Fire Marshal Investigation Team responds to fire, arson, or explosion requests for assistance 24 hours a day, 7 days a week when requested by law enforcement or fire department agencies via the Minnesota State Duty Officer. Depending on the specific incident and needs, an investigator may arrive on scene after the initial call, at a scheduled time after the fire, or perhaps an over-the-phone consultation may be completed. In 2023, the SFM Investigations team received 894 requests for investigation assistance from local fire and law enforcement agencies. Examples of requests may include: Fire related deaths or the possibility of a death related to a fire. Minnesota Statute 299F.04 requires that the State Fire Marshal be immediately notified of any fire resulting in a fatality. Known or suspected arson fires Large or total loss fires Explosions or bombings Vehicle fires Vegetation fires, when requested by the Minnesota Department of Natural Resources Fires occurring in inspected facilities not limited to schools, hospitals, hotels, and county jails. SFM INSPECTIONS SFM INVESTIGATIONS This only includes investigations and inspections that SFM performs. Each fire department/county may have their own investigation and inspection program that is not reported here. Page 40 MINNESOTA STATE FIRE MARSHAL 439 MN State fire marshal PARTICIPATION MINNESOTA STATE FIRE MARSHAL 440 NOTE: Fire Rate is the number of fires per 10,000 residents in each county. Page 42 MINNESOTA STATE FIRE MARSHAL 441 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 43 18 MINNESOTA STATE FIRE MARSHAL 442 Page 44 MINNESOTA STATE FIRE MARSHAL 443 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 45 MINNESOTA STATE FIRE MARSHAL 444 Page 46 MINNESOTA STATE FIRE MARSHAL 445 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 47 MINNESOTA STATE FIRE MARSHAL 446 Page 48 MINNESOTA STATE FIRE MARSHAL 447 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 49 MINNESOTA STATE FIRE MARSHAL 448 Page 50 18 MINNESOTA STATE FIRE MARSHAL 449 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 51 MINNESOTA STATE FIRE MARSHAL 450 Page 52 MINNESOTA STATE FIRE MARSHAL 451 MN STATE FIRE MARSHAL PA R T I C I P A T I O N Page 53 MINNESOTA STATE FIRE MARSHAL 452 Page 54 MINNESOTA STATE FIRE MARSHAL 453 MN STATE FIRE MARSHAL PA R T I C I P A T I O N THANK YOU Page 55 to the Minnesota fire departments that provided data in 2023 and to those who provided photos for this report. MINNESOTA STATE FIRE MARSHAL 454 Agency Fire Department ID (FDID) (dAgency.26)Column1 Count of Fire IncidentsCount of Non Fire Incidents 54101 ADA/BORUP 21 46 50101 ADAMS 9 17 53101 ADRIAN 13 75 01107 AITKIN 27 22 04101 ALASKA 1 2 73124 ALBANY 13 256 24201 ALBERT LEA 65 2,677 86101 ALBERTVILLE 33 526 69159 ALBORN 11 53 24103 ALDEN 14 78 21101 ALEXANDRIA 52 173 13101 ALMELUND 11 24 32101 ALPHA 5 14 85113 ALTURA 4 14 24102 ALTWSP (Consolidated with Albert Lea 2016) 45101 ALVARADO 3 20 07101 AMBOY 9 45 02114 ANDOVER 60 2,169 86102 ANNANDALE 16 216 02301 ANOKA-CHAMPLIN 2 6 19101 APPLE VALLEY 97 2,260 76101 APPLETON 4 23 41101 ARCO 2 10 45102 ARGYLE 3 46 72101 ARLINGTON 10 62 69177 ARROWHEAD 1 10 26101 ASHBY 8 22 58101 ASKOV 7 56 34101 ATWATER 4 31 03101 AUDUBON 27 20 69161 AURORA 11 17 50202 AUSTIN 60 2,238 73102 AVON 16 264 69104 BABBITT 7 37 11101 BACKUS 13 31 68105 BADGER 8 6 15101 BAGLEY 13 40 42101 BALATON 11 17 71106 Baldwin Fire Department 27 228 31116 BALSAM 9 96 14101 BARNESVILLE 27 64 09114 BARNUM 22 161 26102 BARRETT 5 32 56101 BATTLE LAKE 13 23 39103 BAUDETTE 82102 BAYPORT 50 1,169 06101 BEARDSLEY 5 16 31118 BEARVILLE 8 7 455 67101 BEAVER CREEK 8 38 71101 BECKER 19 290 73103 BELGRADE 20 100 70101 BELLE PLAINE 23 229 37101 BELLINGHAM 8 28 60114 BELTRAMI FIRE DEPT 3 64101 BELVIEW 4 9 04305 BEMIDJI 90 1,188 76102 BENSON 15 49 77101 BERTHA 17 18 02102 BETHEL 10 47 36108 BIG FALLS 1 71102 BIG LAKE 45 411 53102 BIGELOW 4 15 31114 BIGFORK 13 50 36107 BIRCHDALE FIRE DEPARTMENT 1 65101 BIRD ISLAND 10 10 69106 BIWABIK 13 24 69170 BIWABIK TWSP 04106 BLACKDUCK 21 22 09115 BLACKHOOF 11 111 34102 BLOMKEST 5 35 74101 BLOOMING PRAIRIE 24 58 27131 BLOOMINGTON 177 7,837 22101 BLUE EARTH 31 86 56102 BLUFFTON 8 4 69180 BOIS FORTE 49102 BOWLUS 5 45 37102 BOYD 4 17 30105 BRAHAM 7 70 18314 BRAINERD 88 573 21102 BRANDON 12 77 84101 BRECKENRIDGE 15 40 69107 BREITUNG 3 15 69171 BREVATOR 53103 BREWSTER 7 32 22102 BRICELYN 10 12 69166 BRIMSON 3 27 58102 BROOK PARK 12 22 27132 BROOKLYN CENTER 114 2,078 27333 BROOKLYN PARK 163 8,704 73104 BROOTEN 19 42 77102 BROWERVILLE 24 76 78101 BROWNS VALLEY 1 5 50103 BROWNSDALE 15 85 28101 BROWNSVILLE 3 61 43101 BROWNTON 8 112 58111 BRUNO 5 20 86103 BUFFALO 24 237 456 65102 BUFFALO LAKE 1 6 69110 BUHL 7 11 19302 BURNSVILLE 124 9,400 83101 BUTTERFIELD 9 25 69167 BUYCK 7 38 55107 BYRON 19 90 28102 CALEDONIA 14 30 03102 CALLAWAY 10 18 30102 CAMBRIDGE 45 273 CAMP RIPLEY 69 84102 CAMPBELL 3 10 87101 CANBY 17 15 25101 CANNON FALLS 28 551 69111 CANOSIA 20 183 23101 CANTON 5 5 21103 CARLOS 11 20 09103 CARLTON 39 850 03108 CARSONVILLE 24 245 10101 CARVER 11 326 11103 CASS LAKE 40 47 02103 CENTENNIAL 45 677 13102 CENTER CITY 23 121 69172 CENTRAL LAKES 46101 CEYLON 2 1 73126 CHAIN OF LAKES 11 22 51102 CHANDLER 7 7 10102 CHANHASSEN 40 1,319 10103 CHASKA 50 1,501 23102 CHATFIELD 6 31 69113 CHERRY 19 45 13103 CHISAGO CITY 20 81 69312 CHISHOLM 32 144 75101 CHOKIO 10 7 12101 CLARA CITY 12 21 20101 CLAREMONT 7 17 77103 CLARISSA 15 82 87102 CLARKFIELD 10 24124 CLARKS GROVE 12 94 71103 CLEAR LAKE 13 211 15102 CLEARBROOK 12 106 86104 CLEARWATER 25 319 64102 CLEMENTS 2 40101 CLEVELAND 18 81 69114 CLIFTON 7 29 60102 CLIMAX 06102 CLINTON 4 2 69115 CLINTON TWP 17 31 76103 CLONTARF 3 5 09305 CLOQUET 80 3,236 457 31113 COHASSET 28 272 86105 COKATO 21 115 73105 COLD SPRING 9 23 10104 COLOGNE 31 171 02105 COLUMBIA HEIGHTS 69 2,087 16109 COLVILL 1 23 69164 COLVIN 5 7 08106 COMFREY 11 6 24105 CONGER 4 12 69116 COOK 27 36 02306 COON RAPIDS 87 5,529 06103 CORRELL 47101 COSMOS 7 7 82304 COTTAGE GROVE 47 4,078 69117 COTTON 6 36 42102 COTTONWOOD Cottonwood Fire Department 12 36 52101 COURTLAND 11 52 69165 CRANE LAKE 6 14 09113 CROMWELL-WRIGHT 17 23 11111 CROOKED LAKE 7 67 60303 CROOKSTON 33 241 18102 CROSBY 12 34 18103 CROSSLAKE 14 547 69175 CULVER 8 91 51103 CURRIE 5 7 18104 CUYUNA 3 9 61101 CYRUS 9 7 85102 DAKOTA 9 70 30103 DALBO 7 80 56104 DALTON 14 92 65103 DANUBE 15 9 76104 DANVERS 5 11 83102 DARFUR 4 15 47102 DASSEL 35 362 37103 DAWSON 13 11 27105 DAYTON 22 531 56105 DEER CREEK 7 58 31106 DEER RIVER 21 34 18105 DEERWOOD 20 31 76105 DEGRAFF 4 2 86106 DELANO 23 715 22103 DELAVAN 5 20 Demo Agency 26 44 56106 DENT 7 27 03103 DETROIT LAKES 40 219 50104 DEXTER 4 59 14102 DILWORTH 31 95 20102 DODGE CENTER 20 267 458 75102 DONNELLY 7 29 55102 DOVER 10 46 51104 DOVRAY 2 69218 DULUTH 293 15,190 78102 DUMONT 46102 DUNNELL-LAKE FREMONT 3 22 58112 DUXBURY 5 17 19103 EAGAN 108 5,945 77104 EAGLE BEND 12 72 07102 EAGLE LAKE 8 170 69176 EAGLES NEST 4 25 02107 EAST BETHEL 34 928 60304 EAST GRAND FORKS 38 1,104 29106 EAST HUBBARD CO 6 9 22104 EASTON 13 15 87103 ECHO 3 27306 EDEN PRAIRIE 52 3,216 47103 EDEN VALLEY 6 22 59101 EDGERTON 11 12 27207 EDINA 65 4,392 28103 EITZEN 9 63 26103 ELBOW LAKE 9 101 03110 ELBOW-TULABY LAKES 4 8 79108 ELGIN 12 32 56107 ELIZABETH 5 43 71104 ELK RIVER 77 537 74102 ELLENDALE 15 158 69141 ELLSBURG 5 21 53105 ELLSWORTH 12 25 69119 ELMER 22105 ELMORE 6 10 73106 ELROSA 6 29 69323 ELY 7 351 40102 ELYSIAN 9 87 69120 EMBARRASS 8 36 18106 EMILY 9 21 24106 EMMONS 17 57 60105 ERSKINE 5 127 21104 EVANSVILLE 69321 EVELETH 34 106 69169 EVERGREEN 27108 EXCELSIOR 50 1,095 55103 EYOTA 17 118 65104 FAIRFAX 11 10 46103 FAIRMONT 31 141 62102 FALCON HEIGHTS 66202 FARIBAULT 160 2,796 19104 FARMINGTON 47 1,103 69174 FAYAL 34 187 459 11110 FEDERAL DAM 5 97 14103 FELTON 6 1 56308 FERGUS FALLS 46 261 60106 FERTILE 12 42 18107 FIFTY LAKES 5 49 38102 FINLAND 9 18 58104 FINLAYSON 13 100 60107 FISHER 49103 FLENSBURG 2 69122 FLOODWOOD 13 39 05101 FOLEY 33 281 21105 FORADA 6 50 82105 FOREST LAKE 61 455 48101 FORESTON 9 84 60108 FOSSTON 19 56 23103 FOUNTAIN 7 8 84103 FOXHOME 65105 FRANKLIN 12 7 03104 FRAZEE 31 48 69124 FREDENBERG 7 77 24107 FREEBORN 7 6 73107 FREEPORT 10 61 69125 FRENCH 13 17 02308 FRIDLEY 109 2,542 22106 FROST 8 6 51105 FULDA 11 16 21106 GARFIELD 10 101 18108 GARRISON 38 233 42103 GARVIN 2 54103 GARY 5 6 72102 GAYLORD 9 30 24108 GENEVA 5 55 42104 GHENT 9 25 72103 GIBBON 7 2 69126 GILBERT 28 18 43102 GLENCOE 26 107 24109 GLENVILLE 15 91 61102 GLENWOOD 29 76 14104 GLYNDON 22 178 69127 GNESEN 13 119 GOLDEN VALLEY 71 2,198 15103 GONVICK 8 53 07103 GOOD THUNDER 7 81 25103 GOODHUE 20 39 31117 GOODLAND 57101 GOODRIDGE 85104 GOODVIEW 9 153 06104 GRACEVILLE 6 13 46104 GRANADA 1 1 460 69128 GRAND LAKE 33 244 16101 GRAND MARAIS 11 34 50106 GRAND MEADOW 15 68 16107 GRAND PORTAGE 31107 GRAND RAPIDS 52 144 87104 GRANITE FALLS 20 60 69179 GREANEY-RAUCH-SILVERDALE 72104 GREEN ISLE 15 37 68102 GREENBUSH 13 32 31119 GREENWAY 7 175 69168 GREENWOOD TWP 12 35 77105 GREY EAGLE 4 2 47104 GROVE CITY 9 16 45103 GRYGLA 16108 GUNFLINT TRAIL 8 34 11104 HACKENSACK 11 40 35101 HALLOCK 9 47 54104 HALSTAD 12 23 02109 HAM LAKE 26 223 10105 HAMBURG 13 43 27110 HAMEL 3 139 75103 HANCOCK 12 2 87105 HANLEY FALLS 9 4 86115 HANOVER 18 236 08102 HANSKA 7 40 67102 HARDWICK 5 25 23104 HARMONY 1 13104 HARRIS 15 79 24110 HARTLAND 19306 HASTINGS 67 871 14105 HAWLEY 21 62 20103 HAYFIELD 16 33 24111 HAYWARD 14 75 65106 HECTOR 11 11 72105 HENDERSON 9 88 41102 HENDRICKS 6 9 54105 HENDRUM 12 17 56109 HENNING 12 23 26104 HERMAN 6 3 69129 HERMANTOWN 29 1,242 32102 HERON LAKE 8 14 77106 HEWITT 8 36 69230 HIBBING 59 2,933 85114 HIDDEN VALLEY 24 01102 HILL CITY 6 114 67103 HILLS 10 51 58105 HINCKLEY 33 70 14106 HITTERDAL 26105 HOFFMAN 4 96 461 28104 HOKAH 9 56 73108 HOLDINGFORD 16 142 59102 HOLLAND 4 1 24112 HOLLANDALE 12 44 27112 HOPKINS 92 2,170 28105 HOUSTON 16 17 16102 HOVLAND 5 37 86107 HOWARD LAKE 19 254 69132 HOYT LAKES 7 22 82106 HUGO 58 322 43103 HUTCHINSON 46 472 18114 IDEAL 8 128 69130 INDUSTRIAL 7 25 36302 INTERNATIONAL FALLS 18 1,609 19107 INVER GROVE HEIGHTS 110 2,956 51106 IONA 2 18109 IRONTON 5 17 30104 ISANTI 54 482 48102 ISLE 26 56 15108 ITASCA TWP 41103 IVANHOE 9 17 32103 JACKSON 17 23 01103 JACOBSON 1 17 81101 JANESVILLE 11 202 59104 JASPER 14 14 17102 JEFFERS 3 3 70102 JORDAN 20 270 69133 KABETOGAMA 1 34103 KANDIYOHI 12 81 35102 KARLSTAD 14 64 40103 KASOTA 12 131 20104 KASSON 14 557 31108 KEEWATIN 22 126 04103 KELLIHER 11 16 79102 KELLOGG 2 69134 KELSEY 2 2 35103 KENNEDY 13 30 21107 KENSINGTON 1 25104 KENYON 2 76107 KERKHOVEN 11 17 58106 KERRICK 1 72 09106 KETTLE RIVER 26 15 22107 KIESTER 8 19 40104 KILKENNY 2 73109 KIMBALL 7 215 69135 KINNEY-GREAT SCOTT 8 27 28106 LACRESCENT 15 473 52102 LAFAYETTE 9 18 41104 LAKE BENTON 6 12 462 35104 LAKE BRONSON 15 17 79103 LAKE CITY 16 112 07104 LAKE CRYSTAL 12 71 82107 LAKE ELMO 45 1,002 29102 LAKE GEORGE 73110 LAKE HENRY 5 15 62113 LAKE JOHANNA 73 4,545 34104 LAKE LILLIAN 5 9 03105 Lake Park Fire Department 20 30 51107 LAKE WILSON 10 5 32104 LAKEFIELD 14 27 69162 LAKELAND 2 29103 LAKEPORT 8 27 19108 LAKEVILLE 80 3,206 69136 LAKEWOOD 3 27 64103 LAMBERTON 9 32 35105 LANCASTER 11 17 23105 LANESBORO 4 19 83103 LASALLE 8 40105 LE CENTER 15 53 40106 LE SUEUR 18 70 21108 LEAF VALLEY 50107 LEROY FIRE DEPARTMENT 43104 LESTER PRAIRIE 15 153 85105 LEWISTON 15 66 83104 LEWISVILLE 8 12 02110 LEXINGTON 11 350 13105 LINDSTROM 24 68 02116 LINO LAKES 31 865 02111 LINWOOD 13 297 53106 LISMORE 10 17 47105 LITCHFIELD 29 98 62103 LITTLE CANADA 76 373 49304 LITTLE FALLS 40 154 36103 LITTLEFORK 10 9 36104 LOMAN RURAL 24113 LONDON 5 29 27113 LONG LAKE 23 485 77107 LONG PRAIRIE 30 84 11105 LONGVILLE 15 19 66103 LONSDALE 24 236 27114 LORETTO 28 406 37104 LOUISBURG 82116 LOWER ST CROIX VALLEY FIRE DEPT.49 570 61103 LOWRY 8 10 64104 LUCAN 2 1 16103 LUTSEN 10 15 67105 LUVERNE 23 124 50108 LYLE 9 16 463 42105 LYND 3 17 23106 MABEL 10 14 83105 MADELIA 11 17 37105 MADISON 14 12 07105 MADISON LAKE 12 100 67106 MAGNOLIA 2 11 44102 MAHNOMEN 19 30 82108 MAHTOMEDI 34 1,127 09107 MAHTOWA 15 97 69138 MAKINEN 7 20 24114 MANCHESTER 3 7 07206 MANKATO 109 3,474 20105 MANTORVILLE 5 117 27115 MAPLE GROVE 109 1,024 16105 MAPLE HILL 7 18 86108 MAPLE LAKE 24 100 27116 MAPLE PLAIN 22 325 07107 MAPLETON 15 210 50109 MAPLEVIEW 3 3 62118 MAPLEWOOD 143 7,828 37106 MARIETTA 6 82109 MARINE ON ST CROIX 13 73 42106 MARSHALL 29 195 10106 MAYER 23 123 12102 MAYNARD 79104 MAZEPPA 5 99 69137 MC DAVITT 01105 MC GREGOR 21 50 69139 MC KINLEY 01104 MCGRATH 5 4 60110 MCINTOSH 1 70108 MDEWAKANTON SIOUX 50 1,748 69140 MEADOWLANDS 1 1 74103 MEDFORD 9 176 27117 MEDICINE LAKE 2 26 73111 MELROSE 9 119 80101 MENAHGA 10 9 19109 MENDOTA HEIGHTS 38 366 60111 MENTOR 8 31 45104 MIDDLE RIVER 7 5 19110 MIESVILLE 20 125 48103 MILACA 29 110 12103 MILAN 14 5 21109 MILLERVILLE 9 30 64105 MILROY 3 3 21110 MILTONA 12 80 27218 MINNEAPOLIS 1,695 56,349 42107 MINNEOTA 11 10 85106 MINNESOTA CITY 6 5 464 22108 MINNESOTA LAKE 27119 MINNETONKA 79 5,648 18110 Mission Twp.14 127 MN SFM State Services 1 12304 MONTEVIDEO 20 47 40107 MONTGOMERY 13 74 86109 MONTICELLO 57 326 86110 MONTROSE 17 365 14307 MOORHEAD 101 4,435 09108 MOOSE LAKE 44 446 33102 MORA 40 60 64106 MORGAN 9 13 75104 MORRIS 18 52 66104 MORRISTOWN 13 172 69178 MORSE FALL LAKE 12 60 65107 MORTON 6 2 49105 MOTLEY 17 85 27120 MOUND 52 625 69142 MOUNTAIN IRON 36 49 17103 MOUNTAIN LAKE 6 4 27601 MSP AIRPORT 32 3,164 76108 MURDOCK 3 5 24115 MYRTLE 12 16 31110 NASHWAUK 14 30 37107 NASSAU 1 66105 NERSTRAND 5 50 29104 NEVIS 8 16 72106 NEW AUBURN 4 29 62107 NEW BRIGHTON 71 321 10107 NEW GERMANY 12 70 34105 NEW LONDON 28 73 70107 NEW MARKET 27 379 73112 NEW MUNICH 20 70103 NEW PRAGUE 33 239 81102 NEW RICHLAND 9 4 08103 NEW ULM 33 113 56110 NEW YORK MILLS 18 209 45105 NEWFOLDEN 19 11 82110 NEWPORT 24 152 52103 NICOLLET 17 132 60112 NIELSVILLE 18111 NISSWA 21 470 85107 NODINE 10 61 69144 NORMANNA 9 34 13106 NORTH BRANCH 37 163 52104 NORTH MANKATO 39 131 62308 NORTH SAINT PAUL 59 1,634 69173 NORTH STAR TWP 66106 NORTHFIELD 72 519 465 69145 NORTHLAND 36105 NORTHOME 3 10 46105 NORTHROP 1 10108 NORWOOD-YOUNG AMERICA 26 411 02117 NOWTHEN 17 196 02115 OAK GROVE 44 622 82112 OAKDALE 83 3,693 06105 ODESSA 5 1 83106 ODIN 4 46 03106 OGEMA 12 17 33103 OGILVIE 36 32105 OKABENA 5 5 63101 OKLEE 10 8 65108 OLIVIA 19 34 48104 ONAMIA 27 88 83107 ORMSBY 1 23 55104 ORONOCO 11 26 69146 ORR 7 24 06106 ORTONVILLE 12 24 21111 OSAKIS 15 48 45106 OSLO 6 25 27122 OSSEO 28 277 23107 OSTRANDER 2 3 56111 OTTERTAIL 9 24 74304 OWATONNA 55 468 01106 PALISADE 5 54 69147 PALO 15 73 29105 PARK RAPIDS 42 62 56112 PARKERS PRAIRIE 9 3 73113 PAYNESVILLE 18 117 56113 PELICAN RAPIDS 27 54 07108 PEMBERTON 8 23 34106 PENNOCK 6 1 69148 PEQUAYWAN LAKE 1 24 18112 PEQUOT LAKES 27 94 56114 PERHAM 25 157 54106 PERLEY-LEE TWP 85108 PICKWICK 12 96 49106 PIERZ 26 39 69108 PIKE-SANDY-BRITT 11106 PILLAGER 23 303 58107 PINE CITY 42 141 25105 PINE ISLAND 34 452 11107 PINE RIVER 17 152 59105 PIPESTONE 13 42 79105 PLAINVIEW 2 3 43105 PLATO 14 54 63102 PLUMMER 5 32 27123 PLYMOUTH 193 4,856 466 87107 PORTER 3 18 23109 PRESTON 12 26 48105 PRINCETON 40 442 34107 PRINSBURG 6 7 70104 PRIOR LAKE 54 1,065 69149 PROCTOR 28 487 02113 RAMSEY 66 1,658 RAMSEY FIT 4 49107 RANDALL 12 46 19111 RANDOLPH-HAMPTON 23 247 34108 RAYMOND 15 17 63103 RED LAKE FALLS 11 18 04707 RED LAKE-BUREAU OF INDIAN AFFAIRS 25306 RED WING 50 4,368 64107 REDWOOD FALLS 9 37 11108 REMER 12 12 65109 RENVILLE 23 13 05102 RICE 16 176 69150 RICE LAKE 16 257 27224 RICHFIELD 100 4,855 73114 RICHMOND 7 114 85109 RIDGEWAY 10 10 27125 ROBBINSDALE 59 356 55205 ROCHESTER 266 10,716 55608 ROCHESTER AIRPORT 1 86111 ROCKFORD Rockford Fire Department 16 438 73115 ROCKVILLE 12 158 27126 ROGERS 56 774 85110 ROLLINGSTONE 1 50110 ROSE CREEK 11 13 68103 ROSEAU 25 39 19112 ROSEMOUNT 56 1,045 62109 ROSEVILLE 153 6,766 84104 ROTHSAY 12 103 53107 ROUND LAKE 4 34 49108 ROYALTON 12 115 13107 RUSH CITY 23 86 23110 RUSHFORD 15 28 53108 RUSHMORE 9 39 42108 RUSSELL 5 5 59106 RUTHTON 9 6 14108 SABIN-ELMWOOD 15 62 65110 SACRED HEART 14 9 73401 SAINT JOHN'S 2 299 62210 SAINT PAUL 1,860 23,930 64109 SANBORN 12 16 58108 SANDSTONE 13 138 73121 SARTELL 20 163 467 73122 SAUK CENTRE 15 124 05103 SAUK RAPIDS 47 195 70105 SAVAGE 48 1,776 02313 SBM 173 2,625 82111 SCANDIA 27 285 49111 SCANDIA VALLEY 12 23 16106 SCHROEDER 64110 SEAFORTH 2 1 80102 SEBEKA 27 181 61106 SEDAN 6 SFMD Training 7 13 13108 SHAFER-FRANCONIA 14 129 70106 SHAKOPEE 63 1,665 54107 SHELLY 5 45 46106 SHERBURN 8 6 15104 SHEVLIN 4 44 69151 SILICA AREA 1 1 38103 SILVER BAY 12 69 43106 SILVER LAKE 20 182 51108 SLAYTON 15 30 08104 SLEEPY EYE 12 24 04104 SOLWAY 15 10 69152 SOLWAY TWP 28 34 07111 SOUTH BEND 14 25 86113 SOUTH HAVEN 9 171 19316 SOUTH METRO 93 7,674 34109 SPICER 15 41 28107 SPRING GROVE 7 12 23111 SPRING VALLEY 17 35 08105 SPRINGFIELD 2 38 31115 SQUAW LAKE 6 31 27327 ST ANTHONY 34 1,767 73125 ST AUGUSTA 8 122 27128 ST BONIFACIUS 23 187 85111 ST CHARLES 11 97 07109 ST CLAIR 15 133 73216 ST CLOUD 224 8,471 02112 ST FRANCIS 23 730 57102 ST HILAIRE 12 36 83108 ST JAMES 19 56 73118 ST JOSEPH 22 556 87108 ST LEO 3 27229 ST LOUIS PARK 125 4,676 73119 ST MARTIN 6 38 86112 ST MICHAEL 21 574 82113 ST PAUL PARK 26 113 52105 ST PETER 24 73 73120 ST STEPHEN 12 134 13109 STACY-LENT 33 232 468 77108 STAPLES 24 42 61104 STARBUCK 13 48 45107 STEPHEN 6 12 43107 STEWART 6 51 55106 STEWARTVILLE 28 87 82314 STILLWATER 46 2,363 17104 STORDEN 8 4 58109 STURGEON LAKE 10 49 34110 SUNBURG 49109 SWANVILLE 5 31111 TACONITE 31 42109 TAUNTON 13110 TAYLORS FALLS 3 28 57303 THIEF RIVER FALLS 44 160 09111 THOMSON/ESKO 26 362 78103 TINTAH 2 8 16104 TOFTE 69155 TOIVOLA 69156 TOWER 42110 TRACY 12 49 46107 TRIMONT 6 6 31105 TROUT LAKE 23 252 46108 TRUMAN 2 24116 TWIN LAKES 44104 TWIN LAKES VOL 21 24 54108 TWIN VALLEY 8 129 38104 TWO HARBORS 30 119 41105 TYLER 1 14109 ULEN 56115 UNDERWOOD 16 157 49110 UPSALA 7 11 69232 USS EMS MN Ore Ops 22 54 62111 VADNAIS HEIGHTS 55 1,796 56116 VERGAS 25 22 69157 VERMILION 8 33 80103 VERNDALE 30 94 07112 VERNON CENTER 9 24 64111 VESTA 2 3 10109 VICTORIA 24 414 45109 VIKING 61105 VILLARD 11 8 56117 VINING 69258 VIRGINIA 69 4,590 79106 WABASHA 12 88 64112 WABASSO 5 14 10110 WACONIA 37 2,147 80104 WADENA 17 50 73123 WAITE PARK 22 196 81103 WALDORF 6 36 469 11109 WALKER 25 38 64113 WALNUT GROVE 11 18 22109 WALTERS 3 3 25107 WANAMINGO 17 183 64114 WANDA 31112 WARBA-FEELEY-SAGO 4 69 45108 WARREN 12 32 68104 WARROAD 15 52 81104 WASECA 35 768 10111 WATERTOWN 35 498 40108 WATERVILLE 7 221 47106 WATKINS 5 36 12105 WATSON 44103 WAUBUN 14 17 86114 WAVERLY 15 250 27130 WAYZATA 28 256 46109 WELCOME 6 22110 WELLS 26 73 26107 WENDELL 7 27 20106 WEST CONCORD 8 96 27334 WEST METRO 176 1,973 17105 WESTBROOK 8 10 78104 WHEATON 10 7 62112 WHITE BEAR LAKE 68 4,887 03109 WHITE EARTH 39102 WILLIAMS 1 34111 WILLMAR 51 427 58110 WILLOW RIVER 18 144 53109 WILMONT 7 28 85115 WILSON 10 9 17106 WINDOM 17 67 60113 WINGER 3 3 22111 WINNEBAGO 15 44 85212 WINONA 68 2,760 43108 WINSTED 10 323 72107 WINTHROP 5 21 03107 WOLF LAKE 26 27 87109 WOOD LAKE 10 37 82115 WOODBURY 59 7,304 59107 WOODSTOCK 4 1 53110 WORTHINGTON 16 147 09112 WRENSHALL 20 105 23112 WYKOFF 3 4 13111 WYOMING 37 268 71105 ZIMMERMAN LIVONIA 29 260 79107 ZUMBRO FALLS 25108 ZUMBROTA 17 65 470 Total CFS Basic Property Losses SumBasic Content Losses SumTotal Losses 67 338,200.00 52,000.00 390,200.00 26 4,500.00 4,500.00 9,000.00 88 1,003.00 3 1,006.00 49 181,300.00 171,300.00 352,600.00 3 5,000.00 0 5,000.00 269 550,225.00 279,075.00 829,300.00 2,742 315,220.00 321,408.00 636,628.00 559 361,513.00 622,477.00 983,990.00 64 545,000.00 180,200.00 725,200.00 92 215,000.00 36,000.00 251,000.00 225 1,182,300.00 303,475.00 1,485,775.00 35 2,501.00 1 2,502.00 19 210,000.00 830,000.00 1,040,000.00 18 65,000.00 0 65,000.00 0 0.00 23 0 0 0.00 54 71,000.00 23,000.00 94,000.00 2,229 670,800.00 217,300.00 888,100.00 232 970,100.00 180,000.00 1,150,100.00 8 0 0 0.00 2,357 527,753.00 166,150.00 693,903.00 27 0 0 0.00 12 25,000.00 0 25,000.00 49 10,000.00 10,000.00 20,000.00 72 200,001.00 25,001.00 225,002.00 11 0 0 0.00 30 22,500.00 21,500.00 44,000.00 63 0 0 0.00 35 2,000.00 0 2,000.00 47 200,500.00 155,750.00 356,250.00 28 219,000.00 108,000.00 327,000.00 2,298 1,152,350.00 414,125.00 1,566,475.00 280 48,500.00 2,500.00 51,000.00 44 0 0 0.00 44 412,500.00 211,100.00 623,600.00 14 10,047.00 502 10,549.00 53 40,000.00 15,000.00 55,000.00 28 24,000.00 750 24,750.00 255 519,650.00 260,217.00 779,867.00 105 20,500.00 8,000.00 28,500.00 91 246,500.00 49,300.00 295,800.00 183 783,502.00 221,321.00 1,004,823.00 37 0 0 0.00 36 22,000.00 10,000.00 32,000.00 0 0.00 1,219 122,885.00 73,276.00 196,161.00 21 100,000.00 25,000.00 125,000.00 15 100,000.00 35,000.00 135,000.00 471 46 0 0 0.00 309 144,700.00 7,000.00 151,700.00 120 303,500.00 115,000.00 418,500.00 252 2,311,200.00 19,000.00 2,330,200.00 36 93,000.00 0 93,000.00 3 0.00 13 200,000.00 0 200,000.00 1,278 2,585,450.00 690,985.00 3,276,435.00 64 2,786,000.00 542,000.00 3,328,000.00 35 75,000.00 0 75,000.00 57 0 0 0.00 1 0 0 0.00 456 749,350.00 571,000.00 1,320,350.00 19 3,000.00 0 3,000.00 63 132,325.00 3,700.00 136,025.00 1 0 0 0.00 20 444,400.00 10,001.00 454,401.00 37 0 0 0.00 0 0.00 43 438,000.00 545,600.00 983,600.00 122 5,000.00 0 5,000.00 40 0 0 0.00 82 221,719.00 193,851.00 415,570.00 8,014 2,050,970.00 2,099,475.00 4,150,445.00 117 332,512.00 115,114.00 447,626.00 12 500 0 500.00 0 0.00 50 61,100.00 61,100.00 122,200.00 21 1,000,000.00 1,200,000.00 2,200,000.00 77 545,000.00 223,000.00 768,000.00 661 1,844,200.00 775,100.00 2,619,300.00 89 24,310.00 0 24,310.00 55 380,500.00 26,000.00 406,500.00 18 100,000.00 50,000.00 150,000.00 0 0.00 39 407,614.00 1,500.00 409,114.00 22 91,100.00 100 91,200.00 30 1 0 1.00 34 21,000.00 11,000.00 32,000.00 2,192 1,316,706.00 272,102.00 1,588,808.00 8,867 2,927,161.00 483,335.00 3,410,496.00 61 204 2,100.00 2,304.00 100 127,500.00 94,350.00 221,850.00 6 0 0 0.00 100 66,000.00 10,000.00 76,000.00 64 535,000.00 0 535,000.00 120 50,410.00 19,000.00 69,410.00 25 5,500.00 500 6,000.00 261 354,700.00 45,000.00 399,700.00 472 7 125,000.00 25,000.00 150,000.00 18 0 0 0.00 9,524 735,111.00 341,662.00 1,076,773.00 34 11,500.00 1,000.00 12,500.00 45 0 0 0.00 109 179,200.00 37,800.00 217,000.00 44 0 0 0.00 28 0 1,000.00 1,000.00 318 420,601.00 78,651.00 499,252.00 69 0.00 13 300 0 300.00 32 2,727,000.00 2,313,000.00 5,040,000.00 579 993,601.00 254,379.00 1,247,980.00 203 85,000.00 20,200.00 105,200.00 10 11,500.00 3,000.00 14,500.00 31 0 0 0.00 889 251,000.00 160,040.00 411,040.00 269 420,800.00 10,600.00 431,400.00 337 377,000.00 202,000.00 579,000.00 87 2,225,054.00 536,500.00 2,761,554.00 722 190,450.00 90,050.00 280,500.00 144 484,000.00 88,000.00 572,000.00 0 0.00 3 1,000.00 0 1,000.00 33 505,002.00 110,002.00 615,004.00 14 1,255,200.00 255,000.00 1,510,200.00 1,359 183,000.00 37,100.00 220,100.00 1,551 114,500.00 67,300.00 181,800.00 37 31,500.00 7,500.00 39,000.00 64 90,005.00 25,000.00 115,005.00 101 453,000.00 131,200.00 584,200.00 176 157,000.00 95,200.00 252,200.00 17 0 0 0.00 33 2,500.00 0 2,500.00 24 9,500.00 1,900.00 11,400.00 97 40,000.00 0 40,000.00 10.00 1,946,800.00 713,500.00 2,660,300.00 106 0 27,000.00 27,000.00 224 169,000.00 115,000.00 284,000.00 118 82,500.00 23,000.00 105,500.00 344 334,560.00 310,975.00 645,535.00 2.00 60,000.00 0 60,000.00 99 116,555.00 101,755.00 218,310.00 36 10,000.00 0 10,000.00 0 0.00 6 195,000.00 120,000.00 315,000.00 48 387,500.00 88,500.00 476,000.00 8 60,000.00 60,000.00 120,000.00 3,316 646,483.00 179,315.00 825,798.00 473 300 6,200.00 1,200.00 7,400.00 136 331,000.00 100,000.00 431,000.00 32 71,000.00 3,000.00 74,000.00 202 1,153,500.00 424,350.00 1,577,850.00 2,156 659,825.00 194,050.00 853,875.00 24 0 0 0.00 12 1 0 1.00 17 35,000.00 20,000.00 55,000.00 16 0 0 0.00 63 6,500.00 500 7,000.00 5,616 2,383,768.00 379,300.00 2,763,068.00 0 0.00 14 2,750.00 0 2,750.00 4,125 1,219,276.00 345,781.00 1,565,057.00 42 21,500.00 4,000.00 25,500.00 0 0.00 48 25,000.00 0 25,000.00 63 112,500.00 60,500.00 173,000.00 20 300,100.00 75,000.00 375,100.00 40 236,000.00 42,000.00 278,000.00 74 76,000.00 10,000.00 86,000.00 274 306,400.00 227,570.00 533,970.00 46 200,100.00 100,900.00 301,000.00 561 1,970,512.00 404,500.00 2,375,012.00 99 0 0 0.00 12 2,351.00 2,500.00 4,851.00 12 200,000.00 150,000.00 350,000.00 16 638,000.00 330,000.00 968,000.00 79 0 0 0.00 87 6,500.00 0 6,500.00 106 0 5,000.00 5,000.00 24 407,500.00 0 407,500.00 16 0 0 0.00 19 1 0 1.00 397 658,733.00 197,002.00 855,735.00 24 45,000.00 3,000.00 48,000.00 553 27,000.00 10,000.00 37,000.00 65 103,100.00 153,000.00 256,100.00 55 89,500.00 33,000.00 122,500.00 51 264,110.00 66,500.00 330,610.00 6 0 0 0.00 738 543,479.00 323,700.00 867,179.00 25 170,000.00 150,000.00 320,000.00 70 12 50 62.00 34 35,000.00 16,000.00 51,000.00 259 288,500.00 221,500.00 510,000.00 63 40,000.00 5,000.00 45,000.00 126 261,000.00 3,000.00 264,000.00 287 184,000.00 0 184,000.00 474 36 0 0 0.00 56 12,000.00 10,000.00 22,000.00 2 0 0 0.00 15,483 1,811,689.00 738,452.00 2,550,141.00 0 0.00 25 100,000.00 50,000.00 150,000.00 22 0 0 0.00 6,053 7,295,048.00 2,499,275.00 9,794,323.00 84 1,500.00 1,000.00 2,500.00 178 1,105,150.00 245,400.00 1,350,550.00 29 1 0 1.00 962 330,100.00 211,350.00 541,450.00 1,142 344,592.00 226,700.00 571,292.00 15 110,000.00 0 110,000.00 28 1,180,000.00 300,000.00 1,480,000.00 3.00 300,000.00 25,000.00 325,000.00 3,268 1,022,909.00 660,700.00 1,683,609.00 28 0 0 0.00 23 105,000.00 10,000.00 115,000.00 4,457 413,600.00 252,860.00 666,460.00 72 2 5,002.00 5,004.00 110 5,000.00 8,000.00 13,000.00 12 28,000.00 1,700.00 29,700.00 44 1,531,500.00 555,000.00 2,086,500.00 48 165,000.00 15,000.00 180,000.00 614 1,780,828.00 400,373.00 2,181,201.00 173 0 0 0.00 26 30,000.00 0 30,000.00 37 175,000.00 503,000.00 678,000.00 0 0.00 16 27,000.00 5,150.00 32,150.00 35 100,000.00 0 100,000.00 358 27,000.00 5,000.00 32,000.00 96 300,001.00 125,000.00 425,001.00 44 445,000.00 120,150.00 565,150.00 30 0 0 0.00 74 200,900.00 40,700.00 241,600.00 132 0 0 0.00 0 0.00 140 1,382,500.00 456,000.00 1,838,500.00 0 0.00 1,145 55,001.00 5,006.00 60,007.00 135 169,000.00 40,000.00 209,000.00 21 166,000.00 5,000.00 171,000.00 172 287,500.00 95,100.00 382,600.00 0 0.00 2,956 1,149,100.00 413,900.00 1,563,000.00 1,150 1,190,450.00 544,000.00 1,734,450.00 221 4,751.00 1,001.00 5,752.00 475 102 0 0 0.00 7 107,000.00 32,000.00 139,000.00 307 992,376.00 135,560.00 1,127,936.00 54 10,500.00 2,500.00 13,000.00 54 500,000.00 100,000.00 600,000.00 27 10,000.00 3,000.00 13,000.00 113 510,050.00 198,000.00 708,050.00 0 0.00 2 0.00 52 126,000.00 123,300.00 249,300.00 314 751,500.00 226,500.00 978,000.00 56 30,000.00 20,000.00 50,000.00 516 1,883,500.00 1,034,585.00 2,918,085.00 93 0 0 0.00 75 191,000.00 42,975.00 233,975.00 15 4 4 8.00 0 0.00 19 50,004.00 20,004.00 70,008.00 79 188,801.00 52,000.00 240,801.00 84 0 0 0.00 13 50,000.00 25,450.00 75,450.00 71 0 25,000.00 25,000.00 30 17,000.00 0 17,000.00 2,651 453,560.00 263,250.00 716,810.00 14 5,000.00 10,000.00 15,000.00 27 131,500.00 851,220.00 982,720.00 111 121,600.00 2,600.00 124,200.00 271 5,037,100.00 4,937,100.00 9,974,200.00 2.00 1,000.00 0 1,000.00 11 0 0 0.00 39 170,000.00 0 170,000.00 60 2,500.00 0 2,500.00 34 0 0 0.00 9 245,500.00 35,000.00 280,500.00 46 0 0 0.00 133 1,326,200.00 1,111,200.00 2,437,400.00 106 10,000.00 6,000.00 16,000.00 105 6 1 7.00 200 222,000.00 55,000.00 277,000.00 132 213,000.00 100,000.00 313,000.00 2,269 1,166,905.00 678,709.00 1,845,614.00 61 2 0 2.00 88 3,000.00 0 3,000.00 59 462,500.00 150,000.00 612,500.00 0 0.00 0 0.00 162 221,000.00 225,000.00 446,000.00 19 55,000.00 111,000.00 166,000.00 2 0 0 0.00 476 277 148,700.00 76,500.00 225,200.00 45 15,000.00 650 15,650.00 83 34,500.00 13,500.00 48,000.00 0 0.00 196 215,945.00 58,725.00 274,670.00 80 222,000.00 21,100.00 243,100.00 0 0.00 52 700,000.00 500,000.00 1,200,000.00 45 88,501.00 10,100.00 98,601.00 182 230,000.00 75,000.00 305,000.00 47 1,000.00 0 1,000.00 6 401,000.00 0 401,000.00 25 27,000.00 0 27,000.00 0 0.00 42 0 0 0.00 51 2 0 2.00 56 10,000.00 0 10,000.00 35 0 0 0.00 249 18,400.00 2,500.00 20,900.00 56 303,000.00 303,000.00 606,000.00 142 0 0 0.00 14 0 0 0.00 13 8,510.00 6,010.00 14,520.00 254 175,000.00 272,500.00 447,500.00 47 50 0 50.00 30 120,000.00 64,750.00 184,750.00 1.00 10,000.00 2,500.00 12,500.00 94 221,000.00 169,500.00 390,500.00 0 0.00 938 1,326,950.00 885,550.00 2,212,500.00 83 38,702.00 10,510.00 49,212.00 49 430,720.00 214,757.00 645,477.00 89 141,000.00 26,650.00 167,650.00 22 1,666,250.00 560,000.00 2,226,250.00 97 5,000.00 0 5,000.00 15 440,000.00 45,000.00 485,000.00 29 11,000.00 0 11,000.00 35 12,200.00 3,300.00 15,500.00 9 0 0 0.00 1,271 10,303.00 1,102.00 11,405.00 22 33,000.00 770 33,770.00 44 100,000.00 50,000.00 150,000.00 2,992 423,150.00 360,100.00 783,250.00 24 0.00 120 30,600.00 500 31,100.00 61 198,504.00 50,303.00 248,807.00 103 324,100.00 55,950.00 380,050.00 0 0.00 100 505,000.00 0 505,000.00 477 65 49,900.00 500 50,400.00 158 2,500.00 2,000.00 4,500.00 5 2,600.00 1,105.00 3,705.00 56 363,000.00 23,200.00 386,200.00 2,262 715,570.00 279,480.00 995,050.00 33 23,000.00 1,060.00 24,060.00 42 300,000.00 0 300,000.00 273 425,000.00 12,000.00 437,000.00 29 0 0 0.00 380 220,000.00 78,100.00 298,100.00 518 565,200.00 679,600.00 1,244,800.00 136 1,407,000.00 0 1,407,000.00 32 330,000.00 60,000.00 390,000.00 1,627 25,101.00 5,000.00 30,101.00 3,066 1,806,400.00 581,815.00 2,388,215.00 2 0 0 0.00 22 500,000.00 65,500.00 565,500.00 536 1,047,600.00 253,900.00 1,301,500.00 82 98,925.00 27,725.00 126,650.00 0 0.00 26 1 0 1.00 40 105,000.00 75,000.00 180,000.00 18 0 0 0.00 213 50,000.00 0 50,000.00 28 0 0 0.00 6 0 0 0.00 290 175,000.00 23,500.00 198,500.00 1 0 0 0.00 93 5,201.00 1,000.00 6,201.00 78 11,100.00 0 11,100.00 143 400,000.00 125,000.00 525,000.00 571 140,500.00 52,000.00 192,500.00 148 2,307.00 0 2,307.00 27 145,003.00 25,002.00 170,005.00 2.00 140,000.00 50,000.00 190,000.00 4 3,200.00 0 3,200.00 43 6 0 6.00 1 0 0 0.00 2 0.00 28 5,000.00 0 5,000.00 73 0 0 0.00 41 28,000.00 0 28,000.00 27 0 0 0.00 2.00 172,000.00 60,000.00 232,000.00 222 160,680.00 96,677.00 257,357.00 35 205,000.00 75,000.00 280,000.00 488 6,300.00 5,800.00 12,100.00 27 65,510.00 1,000.00 66,510.00 18 1,100.00 0 1,100.00 478 32 0 0 0.00 128 63,300.00 150,050.00 213,350.00 83 62,800.00 62,500.00 125,300.00 1,047 103,750.00 12,000.00 115,750.00 0 0.00 20 10,000.00 0 10,000.00 4,618 1,323,600.00 1,290,430.00 2,614,030.00 14 9,000.00 1,050.00 10,050.00 50 706,822.00 207,207.00 914,029.00 15 205,000.00 0 205,000.00 41 180,000.00 67,000.00 247,000.00 2.00 19,500.00 10,000.00 29,500.00 35 214,200.00 57,100.00 271,300.00 3,286 2,019,000.00 1,330,000.00 3,349,000.00 30 0 0 0.00 41 265,800.00 1,500.00 267,300.00 28 2 2 4.00 23 5,002.00 0 5,002.00 8 0.00 68 110,000.00 52,000.00 162,000.00 88 237,000.00 134,600.00 371,600.00 0 0.00 0 0.00 168 10,000.00 2,000.00 12,000.00 81 0 0 0.00 20 600 150 750.00 361 600 0 600.00 92 129,501.00 80,501.00 210,002.00 896 946,300.00 239,500.00 1,185,800.00 310 364,434.00 364,000.00 728,434.00 27 1,626,000.00 1,626,000.00 3,252,000.00 127 71,855.00 28,801.00 100,656.00 449 176,800.00 60,800.00 237,600.00 194 255,000.00 181,000.00 436,000.00 19 114,000.00 101,000.00 215,000.00 0 0.00 34 75,000.00 25,000.00 100,000.00 508 154,500.00 7,500.00 162,000.00 114 14 15 29.00 34 4 0 4.00 260 632,155.00 297,191.00 929,346.00 434 3,337,500.00 1,233,660.00 4,571,160.00 0 0.00 619 188,000.00 103,000.00 291,000.00 18 307,002.00 295,002.00 602,004.00 3 5,000.00 500 5,500.00 25 2,053,000.00 890,250.00 2,943,250.00 147 448,500.00 383,500.00 832,000.00 25 6,500.00 1,500.00 8,000.00 479 20 67,950.00 26,256.00 94,206.00 24 0 0 0.00 28 13,202.00 53,200.00 66,402.00 26 7,087,150.00 13,031,100.00 20,118,250.00 112 622,700.00 302,000.00 924,700.00 13 80,000.00 28,000.00 108,000.00 49 267,003.00 259,502.00 526,505.00 1,161 98,200.00 7,600.00 105,800.00 112 30 0 30.00 27 127,000.00 0 127,000.00 10 0 0 0.00 3,583 1,245,099.00 436,600.00 1,681,699.00 122 1,002.00 201 1,203.00 1,133 2,335,525.00 513,150.00 2,848,675.00 25 175,000.00 40,000.00 215,000.00 124 1,233,400.00 101,500.00 1,334,900.00 347 35,000.00 14,000.00 49,000.00 225 0 0 0.00 6 0 0 0.00 7,971 645,850.00 122,210.00 768,060.00 6.00 950,000.00 500,000.00 1,450,000.00 86 51,000.00 300,600.00 351,600.00 224 1,079,837.00 158,433.00 1,238,270.00 146 305,600.00 53,500.00 359,100.00 0 0.00 104 350,001.00 145,500.00 495,501.00 0 0.00 71 946,700.00 241,800.00 1,188,500.00 0 0.00 9 5,000.00 100 5,100.00 1 0 0 0.00 1,798 30,700.00 1,000.00 31,700.00 2 10,000.00 0 10,000.00 185 12,000.00 10,200.00 22,200.00 28 0 0 0.00 128 125,005.00 84,000.00 209,005.00 19 0 0 0.00 404 226,335.00 86,500.00 312,835.00 39 712 712 1,424.00 12 160,130.00 200,000.00 360,130.00 145 83,000.00 300 83,300.00 139 266,000.00 25,000.00 291,000.00 19 2,000.00 0 2,000.00 39 62,500.00 70,000.00 132,500.00 6 5,000.00 200 5,200.00 92 345,000.00 215,000.00 560,000.00 58,044 15,155,299.00 3,990,905.00 19,146,204.00 21 140,201.00 69,500.00 209,701.00 11 30,000.00 0 30,000.00 480 0 0.00 5,727 3,541,158.00 856,600.00 4,397,758.00 141 13,500.00 2,050.00 15,550.00 1 0.00 67 201,100.00 65,200.00 266,300.00 87 127,000.00 35,500.00 162,500.00 383 636,647.00 93,775.00 730,422.00 382 106,000.00 47,500.00 153,500.00 4,536 2,545,162.00 854,855.00 3,400,017.00 490 192,300.00 34,000.00 226,300.00 100 31,501.00 30,000.00 61,501.00 22 14,500.00 0 14,500.00 70 0 0 0.00 185 461,000.00 161,700.00 622,700.00 72 54,001.00 31,200.00 85,201.00 8 1,800.00 300 2,100.00 102 121,000.00 42,100.00 163,100.00 677 444,000.00 114,300.00 558,300.00 85 2 1 3.00 10 158,000.00 30,100.00 188,100.00 3,196 3,705,550.00 64,000.00 3,769,550.00 8 503,500.00 1,500,500.00 2,004,000.00 28 26,500.00 0 26,500.00 44 1,540,000.00 297,500.00 1,837,500.00 1.00 80,000.00 800,000.00 880,000.00 55 8,100.00 0 8,100.00 24 32,000.00 10,000.00 42,000.00 33 2,500.00 2,000.00 4,500.00 392 424,501.00 57,500.00 482,001.00 82 300,000.00 5,400.00 305,400.00 101 388,001.00 125,000.00 513,001.00 406 325,503.00 325,023.00 650,526.00 20 0.00 272 801,250.00 801,250.00 1,602,500.00 13 143,002.00 2 143,004.00 146 811,476.00 539,151.00 1,350,627.00 227 96,500.00 250 96,750.00 30 71,500.00 15,500.00 87,000.00 176 6,600.00 10,100.00 16,700.00 149 590,001.00 350,500.00 940,501.00 0 0.00 491 1,048,200.00 310,200.00 1,358,400.00 71 111,000.00 30,000.00 141,000.00 43 307,000.00 103,000.00 410,000.00 200 1,555,966.00 687,100.00 2,243,066.00 170 534,825.00 200,000.00 734,825.00 1,693 364,244.00 134,115.00 498,359.00 0 0.00 591 762,250.00 368,905.00 1,131,155.00 481 0 0.00 13 400,000.00 15,000.00 415,000.00 1 0.00 437 415,003.00 130,000.00 545,003.00 213 221,500.00 150,000.00 371,500.00 666 628,750.00 135,000.00 763,750.00 3,776 770,150.00 367,435.00 1,137,585.00 6 20,500.00 10,000.00 30,500.00 50 45,001.00 50,001.00 95,002.00 29 0 0 0.00 36 0.00 10 11,500.00 6,500.00 18,000.00 18 185,000.00 30,002.00 215,002.00 53 8,500.00 20,000.00 28,500.00 115 1,180,008.00 209,207.00 1,389,215.00 24 0 0 0.00 37 40,000.00 5,000.00 45,000.00 31 70,460.00 82,852.00 153,312.00 36 32,050.00 120,000.00 152,050.00 63 391,500.00 210,000.00 601,500.00 31 155,000.00 0 155,000.00 305 3,610.00 0 3,610.00 5 100,000.00 0 100,000.00 33 1,055,000.00 350,000.00 1,405,000.00 523 1,369,200.00 804,300.00 2,173,500.00 59 100 100 200.00 88 59,100.00 35,000.00 94,100.00 104 360,940.00 107,517.00 468,457.00 12 5,000.00 0 5,000.00 135 241,255.00 241,255.00 482,510.00 81 221,050.00 86,448.00 307,498.00 31 0 0 0.00 7 95,000.00 500 95,500.00 25 1 0 1.00 121 195,500.00 62,300.00 257,800.00 182 127,000.00 34,500.00 161,500.00 0 0.00 108 0 0 0.00 65 1,748,800.00 1,205,101.00 2,953,901.00 0 0.00 326 446,004.00 174,202.00 620,206.00 183 454,000.00 347,700.00 801,700.00 486 974,200.00 292,582.00 1,266,782.00 169 583,690.00 308,644.00 892,334.00 55 179,000.00 265,500.00 444,500.00 5 12,000.00 0 12,000.00 68 0 0 0.00 37 11,200.00 1,000.00 12,200.00 5,049 3,615,600.00 873,000.00 4,488,600.00 482 21 1 0 1.00 38 0 0 0.00 482 809,500.00 474,150.00 1,283,650.00 13 3,150,000.00 3,000,000.00 6,150,000.00 1,119 1,025,822.00 191,600.00 1,217,422.00 515 454,000.00 150,000.00 604,000.00 1,724 244,495.00 73,850.00 318,345.00 4 0.00 58 424,781.00 224,781.00 649,562.00 270 77,811.00 16,700.00 94,511.00 32 1,590,000.00 1,132,500.00 2,722,500.00 29 55,000.00 49,000.00 104,000.00 0 0.00 4,418 467,132.00 231,663.00 698,795.00 46 225,000.00 205,000.00 430,000.00 24 211,900.00 30,700.00 242,600.00 36 31,000.00 15,000.00 46,000.00 192 232,401.00 164,337.00 396,738.00 273 287,000.00 84,000.00 371,000.00 4,955 373,659.00 131,776.00 505,435.00 121 720,000.00 851,200.00 1,571,200.00 20 180,000.00 262,000.00 442,000.00 415 556,299.00 204,950.00 761,249.00 10,982 2,449,882.00 1,253,472.00 3,703,354.00 1 0 0 0.00 0 0.00 454 64,850.00 12,053.00 76,903.00 170 300,000.00 125,000.00 425,000.00 830 68,000.00 0 68,000.00 1.00 250,000.00 250,000.00 500,000.00 24 2,010,001.00 2,001,251.00 4,011,252.00 64 395,500.00 63,250.00 458,750.00 1,101 221,104.00 17,776.00 238,880.00 6,919 529,800.00 130,475.00 660,275.00 115 8,705.00 103 8,808.00 38 0 0 0.00 127 0 0 0.00 109 315,000.00 55,500.00 370,500.00 43 434,000.00 156,500.00 590,500.00 48 652,000.00 527,350.00 1,179,350.00 10 55,000.00 0 55,000.00 15 93,520.00 0 93,520.00 77 200,000.00 100,000.00 300,000.00 23 489,500.00 21,000.00 510,500.00 301 2,500.00 1,075.00 3,575.00 25,790 12,294,534.00 3,062,320.00 15,356,854.00 28 168,500.00 60,000.00 228,500.00 151 210,000.00 72,000.00 282,000.00 183 137,418.00 9,762.00 147,180.00 483 139 805,100.00 840,500.00 1,645,600.00 242 401,300.00 101,766.00 503,066.00 1,824 1,051,885.00 389,808.00 1,441,693.00 2,798 1,363,275.00 485,890.00 1,849,165.00 312 138,500.00 162,000.00 300,500.00 35 491,700.00 235,500.00 727,200.00 0 0.00 3 0 0 0.00 208 341,000.00 84,500.00 425,500.00 6 0 0 0.00 20 112,100.00 151,020.00 263,120.00 143 116,000.00 28,100.00 144,100.00 1,728 714,900.00 444,449.00 1,159,349.00 50 875,000.00 810,000.00 1,685,000.00 14 46,001.00 25,001.00 71,002.00 48 0 0 0.00 2 0 0 0.00 81 1,675,000.00 1,600,000.00 3,275,000.00 202 88,000.00 10,000.00 98,000.00 45 607,500.00 255,000.00 862,500.00 36 4,000.00 0 4,000.00 25 1,500.00 0 1,500.00 62 621,500.00 100,000.00 721,500.00 39 215,000.00 0 215,000.00 180 15,000.00 500 15,500.00 7,767 1,687,657.00 738,670.00 2,426,327.00 56 2,000.00 1,100.00 3,100.00 19 180,000.00 16,675.00 196,675.00 52 703,000.00 81,000.00 784,000.00 40 0 0 0.00 37 0 0 0.00 1,801 151,956.00 257,171.00 409,127.00 130 24,000.00 0 24,000.00 210 30,000.00 10,000.00 40,000.00 108 67,000.00 5,000.00 72,000.00 148 214,700.00 4,300.00 219,000.00 8,695 2,132,000.00 536,520.00 2,668,520.00 753 283,500.00 64,000.00 347,500.00 48 53,000.00 10,005.00 63,005.00 75 352,208.00 99,618.00 451,826.00 578 294,000.00 390,500.00 684,500.00 3.00 15,000.00 1,000.00 16,000.00 4,801 221,000.00 101,200.00 322,200.00 44 0 50,000.00 50,000.00 595 306,000.00 26,000.00 332,000.00 139 1,131.00 176 1,307.00 97 2,670,300.00 965,375.00 3,635,675.00 146 337,000.00 40,000.00 377,000.00 265 354,001.00 161,201.00 515,202.00 484 66 135,650.00 78,100.00 213,750.00 61 40,502.00 202 40,704.00 18 35,000.00 0 35,000.00 57 10,100.00 9,500.00 19,600.00 115 135,681.00 45,680.00 181,361.00 2,409 1,819,000.00 507,750.00 2,326,750.00 12 135,150.00 11,150.00 146,300.00 59 303,000.00 0 303,000.00 0 0.00 5 0 50,000.00 50,000.00 31 0.00 0 0.00 31 0 0 0.00 204 967,800.00 263,350.00 1,231,150.00 388 151,000.00 40,000.00 191,000.00 10 90,000.00 295,000.00 385,000.00 0 0.00 0 0.00 0 0.00 61 89,000.00 17,700.00 106,700.00 12 103,000.00 1,000.00 104,000.00 275 108,200.00 19,100.00 127,300.00 2 0.00 0 0.00 45 458,050.00 120,550.00 578,600.00 137 60,500.00 0 60,500.00 149 307,800.00 30,000.00 337,800.00 1 0.00 0 0.00 173 441,000.00 210,500.00 651,500.00 18 76,000.00 72,500.00 148,500.00 76 142,505.00 10,500.00 153,005.00 1,851 34,020.00 78,012.00 112,032.00 47 9,500.00 4,000.00 13,500.00 41 0 0 0.00 124 14 13 27.00 33 1,825,001.00 404,000.00 2,229,001.00 5 254,500.00 79,500.00 334,000.00 438 6,760.00 6,068.00 12,828.00 0 0.00 19 1,500.00 0 1,500.00 0 0.00 4,659 825,150.00 226,850.00 1,052,000.00 100 50,500.00 25,000.00 75,500.00 19 50,000.00 0 50,000.00 2,184 937,390.00 168,647.00 1,106,037.00 67 278,500.00 134,000.00 412,500.00 218 55,000.00 25,000.00 80,000.00 42 48,000.00 67,000.00 115,000.00 485 63 4,240,000.00 2,046,500.00 6,286,500.00 29 9,500.00 0 9,500.00 6 3,000.00 0 3,000.00 200 39,255.00 5,105.00 44,360.00 0 0.00 73 0 0 0.00 44 57,000.00 0 57,000.00 67 501,303.00 385,603.00 886,906.00 803 238,600.00 21,525.00 260,125.00 533 4,147,501.00 1,061,000.00 5,208,501.00 228 1,000.00 0 1,000.00 41 307,500.00 175,002.00 482,502.00 0 0.00 31 0 10,000.00 10,000.00 265 64,000.00 63,500.00 127,500.00 284 126,000.00 25,600.00 151,600.00 6.00 426,000.00 170,200.00 596,200.00 99 316,556.00 126,000.00 442,556.00 34 279,000.00 151,000.00 430,000.00 104 20,000.00 0 20,000.00 2,149 1,678,136.00 819,600.00 2,497,736.00 18 96,000.00 0 96,000.00 17 22,000.00 74,000.00 96,000.00 4,955 557,700.00 72,315.00 630,015.00 0 0.00 1 0 0 0.00 478 582,505.00 255,432.00 837,937.00 162 0 0 0.00 35 338,745.00 156,000.00 494,745.00 19 1,271,240.00 593,857.00 1,865,097.00 84 842,872.00 280,891.00 1,123,763.00 6 28,000.00 8,000.00 36,000.00 59 822,500.00 132,000.00 954,500.00 2,828 729,200.00 165,025.00 894,225.00 333 5,000.00 100 5,100.00 26 430,000.00 410,000.00 840,000.00 53 128,250.00 44,000.00 172,250.00 47 11,000.00 0 11,000.00 7,363 1,772,520.00 398,025.00 2,170,545.00 5 48,000.00 46,000.00 94,000.00 163 434,779.00 927,024.00 1,361,803.00 125 240,000.00 0 240,000.00 7 287,000.00 100,100.00 387,100.00 305 410,700.00 485,700.00 896,400.00 289 954,600.00 503,000.00 1,457,600.00 0 0.00 82 116,000.00 280,200.00 396,200.00 486 487 488 489 490 491 492 Emergency Medical Responses Non-Emergency Medical Responses Emergency Fire Responses Non-Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Amount 21 11 1 1 22 7 4 2 Percentage of Total 61.76%32.35%2.94%2.94%62.86%20.00%11.43%5.71% Functional Response Time Median 10:51 15:19 N/A 17:15 11:09 13:54 16:42 N/A Functional Response Time Average 11:08 13:56 N/A 17:15 11:33 12:49 18:02 N/A Functional Response Time at the 80th Percentile 13:14 15:19 N/A N/A 13:15 14:30 16:54 N/A Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount Percentage of Total Jan. 2019 - Nov. 2019 Source = Rogers FD N/A14:12 14:15 18:50 Emergency Medical Responses Non-Emergency Medical Responses Emergency Fire Responses 35 50.72% 34 49.28% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 2 29 6 Medical Responses out of Total Calls for Service Fire Responses 2019 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (M)2019 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (F) 11:34 17:15 12:02 18:11 94.12%5.88%82.86%17.14% 11:06 17:15 12:22 16:54 Non-Emergency Fire Responses 32 49.28% 94.12% 5.88% 61.76% 32.35% 2.94%2.94% 50.72% 82.86% 17.14% 62.86% 20%11.43%5.71% Am o u n t o f C a l l s f o r S e r v i c e Months 0 2 4 6 8 10 12 Jan Feb Mar April May June July Aug Sept Oct Nov Total Calls For Service Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 493 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 6 0 0 0 Amount 11 2 0 0 Percentage of Total 100.00%0.00%0.00%0.00%Percentage of Total 84.62%15.38%0.00%0.00% Functional Response Time Median 10:18 0:00 0:00 0:00 Functional Response Time Median 12:51 11:16 0:00 0:00 Functional Response Time Average 10:47 0:00 0:00 0:00 Functional Response Time Average 11:58 11:16 0:00 0:00 Functional Response Time at the 90th Percentile 12:37 0:00 0:00 0:00 Functional Response Time at the 90th Percentile 13:53 13:06 0:00 0:00 Functional Response Time at the 80th Percentile 12:26 0:00 0:00 0:00 Functional Response Time at the 80th Percentile 13:27 12:39 0:00 0:00 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total 2020 Sources = Rogers FD 19 10:47 0:00 11:52 0:00 13:49 0:00 Total Fire and Medical Calls Combined 12:37 0:00 6 13 31.58%68.42% 12:26 0:00 13:31 0:00 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 100.00%0.00%100.00%0.00% 10:18 0:00 12:51 0:00 2020 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (M)2020 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (F) 6 0 13 0 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Emergency Medical Responses (ME)Non-Emergency Medical Responses (MN)Emergency Fire Responses (FE)Non-Emergency Fire Responses (FN) 100% 84.62% 15.38% 100%100% 68.42% 31.58% 0 1 2 3 4 5 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Months Nu m b e r o f C a l l s Total Calls for Service 0% 0%0%0% 0% 0%0% 494 495 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 20 2 0 0 Amount 6 6 0 0 Percentage of Total 90.91%9.09%0.00%0.00%Percentage of Total 50.00%50.00%0.00%0.00% Functional Response Time Median 12:00 12:10 20:00 0:00 Functional Response Time Median 14:03 10:27 0:00 0:00 Functional Response Time Average 10:51 12:10 20:00 0:00 Functional Response Time Average 14:13 10:27 0:00 0:00 Functional Response Time at the 90th Percentile 14:12 12:10 20:00 0:00 Functional Response Time at the 90th Percentile 16:26 11:36 0:00 0:00 Functional Response Time at the 80th Percentile 13:30 12:10 20:00 0:00 Functional Response Time at the 80th Percentile 14:56 11:19 0:00 0:00 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total 2022 Sources = Rogers FD 34 10:41 0:00 13:17 0:00 15:50 0:00 Total Fire and Medical Calls Combined 14:00 0:00 22 12 64.71% 35.29% 12:51 0:00 14:38 0:00 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 100.00% 0.00% 100.00% 0.00% 12:00 0:00 13:44 0:00 2022 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (M)2022 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (F) 22 0 12 0 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) 90.91% 50%50% 100%100% 35.29% 64.71% 0 1 2 3 4 5 6 7 8 9 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Months Nu m b e r o f C a l l s Total Calls for Service 0% 9.09% 0%0% 0% 0%0% 496 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 38 19 1 0 Amount 20 9 3 2 Percentage of Total 65.52%32.76%1.72%0.00%Percentage of Total 58.82%26.47%8.82%5.88% Functional Response Time Median 9:25 10:51 7:39 0:00 Functional Response Time Median 9:00 14:35 15:38 14:03 Functional Response Time Average 9:46 11:12 7:39 0:00 Functional Response Time Average 9:38 12:59 12:23 14:03 Functional Response Time at the 90th Percentile 14:22 13:26 7:39 0:00 Functional Response Time at the 90th Percentile 14:24 19:12 16:14 17:12 Functional Response Time at the 80th Percentile 13:06 11:53 7:39 0:00 Functional Response Time at the 80th Percentile 13:39 16:13 16:05 16:25 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total 2023 Sources = Rogers FD 92 2023 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (M)2023 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (F) 57 1 29 5 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) 98.28% 1.72% 85.29% 14.71% 9:54 0:00 9:16 16:24 Total Fire and Medical Calls Combined 14:28 0:00 58 34 63.04% 36.96% 12:58 0:00 14:34 17:21 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 10:20 0:00 10:30 14:50 15:53 17:40 65.52% 58.82%26.47% 85.29% 98.28% 36.96%63.04% 0 2 4 6 8 10 12 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Months Nu m b e r o f C a l l s Total Calls for Service 1.72% 32.76% 1.72%0% 14.71% 8.82%5.88% 497 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 22 24 10 13 Amount 11 6 11 13 Percentage of Total 31.88%34.78%14.49%18.84%Percentage of Total 26.83%14.63%26.83%31.71% Functional Response Time Median 9:06 10:04 13:07 12:22 Functional Response Time Median 11:06 10:33 14:16 14:49 Functional Response Time Average 9:31 10:35 14:18 13:50 Functional Response Time Average 11:14 12:06 15:23 14:25 Functional Response Time at the 90th Percentile 12:55 15:19 18:12 18:53 Functional Response Time at the 90th Percentile 14:24 20:12 18:06 17:40 Functional Response Time at the 80th Percentile 12:17 14:38 17:36 18:15 Functional Response Time at the 80th Percentile 14:19 17:24 16:58 17:17 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total 2024 Sources = Rogers FD 110 9:56 14:02 12:48 14:24 18:31 17:46 Total Fire and Medical Calls Combined 14:35 18:53 69 41 62.73% 37.27% 12:55 18:04 14:57 17:09 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 66.67% 33.33% 41.46% 58.54% 9:59 14:02 12:09 14:25 2024 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (M)2024 ROGERS FIRE DEPARTMENT CALLS FOR SERVICE (F) 46 23 17 24 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) 31.88%26.83% 14.63% 41.46%66.67% 37.27% 62.73% 0 2 4 6 8 10 12 14 16 18 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Months Nu m b e r o f C a l l s Total Calls for Service 33.33% 34.78% 14.49%18.84% 58.54% 26.83%31.71% 498 Emergency Medical Responses Non-Emergency Medical Responses Emergency Fire Responses Non-Emergency Fire Responses = Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Amount 19 3 2 0 10 0 8 5 Percentage of Total 79.17%12.50%8.33%0%43.48%0%34.78%21.74% Functional Response Time Median 9:17 12:20 9:29 N/A 10:42 0 14:06 14:58 Functional Response Time Average 9:48 11:10 9:29 N/A 10:27 0 14:27 14:58 Functional Response Time at 80th Percentile 10:41 12:20 11:09 N/A 16:06 N/A 20:44 15:48 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at 80th Percentile Amount Percentage of Total Jan. 2019 - Dec. 2019 Source = Loretto FD Emergency Medical Responses Non-Emergency Medical Responses 15:06 15:4812:20 11:09 Emergency Fire Responses Non-Emergency Fire Responses 8.33% 9:29 9:29 2 48.94% 23 Medical Responses out of Total Calls for Service 24 51.06% Fire Responses out of Total Calls for Service 2019 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (M)2019 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (F) 22 10 10:27 12 52.17% 14:43 14:35 43.48% 10:42 Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 91.67% 9:25 10:00 51.06% 91.67% 8.33 % 79.17% 12.5%8.33%0% 48.94% 43.48%52.17% 43.48% 0% 34.78%21.74% Am o u n t o f C a l l s f o r S e r v i c e Months 0 1 2 3 4 5 6 7 Jan Feb Mar April May June July Aug Sep Oct Nov Dec Total Calls For Service Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 499 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MES) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) 16 2 3 0 Amount 5 1 4 0 76.19%9.52%14.29%0.00%Percentage of Total 50.00%10.00%40.00%0.00% 8:26 10:01 10:30 0:00 Functional Response Time Median 13:42 14:24 17:52 0:00 8:12 10:01 11:16 0:00 Functional Response Time Average 11:39 14:24 17:09 0:00 10:38 11:00 14:30 0:00 Functional Response Time at the 90th Percentile 15:58 14:24 21:27 0:00 10:17 10:45 13:30 0:00 Functional Response Time at the 80th Percentile 14:28 14:24 20:24 0:00 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Amount Percentage of Total 31Total Fire and Medical Calls Combined 10:56 14:30 15:56 21:27 21 10 67.74% 32.26% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 10:56 14:30 14:24 20:24 18 3 6 4 85.71% 14.29% 60.00% 40.00% 8:47 10:30 13:43 17:52 8:25 11:16 12:07 17:09 Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Fire Department Total Calls for Service 2020 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (M)2020 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (F) Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Medical Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Functional Response Time Average Functional Response Time Median Percentage of Total Amount Sources = Loretto FD 2020 Percentage of Total Amount Percentage of Total Amount Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Functional Response Time Average Functional Response Time Median 76.19% 9.52%14.29% 85.71% 67.74% 50% 10% 40% 0% 60% 40% 32.26% 14.29% Months 0% 0 1 2 3 4 5 6 Jan Feb March April May June July Aug Sept Oct Nov Dec Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Total Calls for Service Nu m b e r o f C a l l s 500 501 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MES) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) 14 2 0 2 Amount 6 3 3 4 77.78%11.11%0.00%11.11%Percentage of Total 37.50%18.75%18.75%25.00% 9:37 13:52 0:00 10:52 Functional Response Time Median 7:14 16:26 9:34 13:59 9:25 13:52 0:00 10:52 Functional Response Time Average 9:06 14:19 11:03 14:18 13:11 15:13 0:00 10:52 Functional Response Time at the 90th Percentile 13:55 18:29 13:24 18:09 11:18 14:53 0:00 10:52 Functional Response Time at the 80th Percentile 11:10 17:58 12:26 17:06 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Amount Percentage of Total 34Total Fire and Medical Calls Combined 13:23 0:00 17:22 17:32 18 16 52.94% 47.06% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 13:23 0:00 16:35 16:01 16 2 9 7 88.89% 11.11% 56.25% 43.75% 10:16 0:00 8:40 13:59 9:59 0:00 11:03 13:12 Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Fire Department Total Calls for Service 2022 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (M)2022 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (F) Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Medical Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Functional Response Time Average Functional Response Time Median Percentage of Total Amount Sources = Loretto FD 2022 Percentage of Total Amount Percentage of Total Amount Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Functional Response Time Average Functional Response Time Median 77.78% 11.11%0% 88.89% 52.94% 37.50%18.75%18.75%25.00% 56.25%43.75% 47.06% 11.11 % Months 11.11% 0 1 2 3 4 5 6 Jan Feb March April May June July Aug Sept Oct Nov Dec Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Total Calls for Service Nu m b e r o f C a l l s 502 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MES) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) 19 7 2 1 Amount 2 3 2 3 65.52%24.14%6.90%3.45%Percentage of Total 20.00%30.00%20.00%30.00% 9:21 9:36 11:42 10:08 Functional Response Time Median 8:20 11:52 15:54 15:20 9:20 9:52 11:42 10:08 Functional Response Time Average 8:20 11:03 15:54 13:22 12:49 15:56 14:50 10:08 Functional Response Time at the 90th Percentile 8:20 12:15 16:53 15:36 11:51 13:59 14:03 10:08 Functional Response Time at the 80th Percentile 8:20 12:06 16:38 15:32 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Amount Percentage of Total 39 Percentage of Total Amount Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Functional Response Time Average Functional Response Time Median Sources = Loretto FD 2023 Percentage of Total Amount Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Medical Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Functional Response Time Average Functional Response Time Median Percentage of Total Amount Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Fire Department Total Calls for Service 2023 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (M)2023 LORETTO FIRE DEPARTMENT CALLS FOR SERVICE (F) 9:21 10:08 11:50 15:00 9:15 11:10 10:30 14:03 26 3 5 5 89.66% 10.34% 50.00% 50.00% Total Fire and Medical Calls Combined 13:12 14:32 12:12 16:35 29 10 74.36% 25.64% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 13:12 14:32 12:00 16:03 65.52%24.14%6.90% 89.66% 74.36% 20.00%30.00% 20.00%30.00% 50.00% 50.00% 25.64% 10.34.% Months 3.45% 0 1 2 3 4 5 6 7 Jan Feb March April May June July Aug Sept Oct Nov Dec Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Total Calls for Service Nu m b e r o f C a l l s 503 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MES) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) 16 18 1 1 Amount 17 4 7 3 44.44%50.00%2.78%2.78%Percentage of Total 54.84%12.90%22.58%9.68% 10:21 11:17 14:29 16:05 Functional Response Time Median 8:25 10:42 6:14 13:30 9:40 11:19 14:29 16:05 Functional Response Time Average 9:25 9:46 7:27 14:30 12:42 14:34 14:29 16:05 Functional Response Time at the 90th Percentile 13:41 11:49 12:30 18:42 12:15 13:14 14:29 16:05 Functional Response Time at the 80th Percentile 12:38 11:27 11:26 17:24 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Amount Percentage of Total 67 2024 Total Fire and Medical Calls Combined 14:01 15:56 12:54 17:08 36 31 53.73% 46.27% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service 14:01 15:56 11:56 15:20 Sources = Loretto FD 34 2 21 10 94.44% 5.56% 67.74% 32.26% 10:50 15:03 7:54 11:57 10:34 13:29 8:26 11:59 Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Fire Department Total Calls for Service 2024 WEST SUBURBAN FIRE DEPARTMENT CALLS FOR SERVICE (M)2024 WEST SUBURBAN FIRE DEPARTMENT CALLS FOR SERVICE (F) Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Medical Responses out of Total Calls for Service Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Functional Response Time Average Functional Response Time Median Percentage of Total Amount Percentage of Total Amount Percentage of Total Amount Functional Response Time at the 80th Percentile Functional Response Time at the 90th Percentile Functional Response Time Average Functional Response Time Median 44.44%50.00%2.78% 94.44% 53.73% 54.84%12.90%22.58%9.68% 67.74% 32.26% 46.27% 5.56% Months 2.78% 0 1 2 3 4 5 6 7 8 9 Jan Feb March April May June July Aug Sept Oct Nov Dec Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Total Calls for Service Nu m b e r o f C a l l s 504 Emergency Medical Responses Non-Emergency Medical Responses Emergency Fire Responses Non-Emergency Fire Responses Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Non-Emergency Fire Responses in Suburban Areas Amount 53 14 4 1 42 7 12 7 Percentage of Total 73.61%19.44%5.55%1.39%61.76%10.29%17.65%10.29% Functional Response Time Median 10:00 12:35 11:09 17:15 11:09 13:54 15:54 15:48 Functional Response Time Average 10:29 12:37 14:39:00 17:15 11:09 12:49 15:53 16:15 Functional Response Time at the 80th Percentile 13:00 15:19 11:09:00 N/A 14:24 14:30 20:44 15:48 Amount Percentage of Total Functional Response Time Median Functional Response Time Average Functional Response Time at the 80th Percentile Amount Percentage of Total Jan. 2019 - Oct. 2019 Sources = Loretto FD, Hanover FD, Rogers FD Total Calls For Service 13:09 17:15 72 68 10:43 15:18 11:25 15:58 67 5 49 19 15:48 93.06%6.94%72.06%29.94% 10:06 14:12 12:22 2019 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (M)2019 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (F) Jan. - Dec. 2019 City of Corcoran Editor: Police Technician Emma Remillard 51.43%48.57% Medical Responses out of Total Calls for Service Fire Responses out of Total Calls for Service Medical Responses out of Total Calls for Service Fire Responses 14:31 10:50 Emergency Medical Responses Non-Emergency Medical Responses Emergency Fire Responses Non-Emergency Fire Responses 51.43% 93.06% 6.94% 73.61% 19.44%5.55%1.39% 48.57% 72.06% 29.94% 61.76% 10.29%17.65%10.29% Am o u n t o f C a l l s f o r S e r v i c e Months 0 2 4 6 8 10 12 14 16 18 20 Jan Feb Mar April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responses in Suburban Areas Non-Emergency Fire Responses in Rural Areas Emergency Fire Responses in Suburban Areas Emergency Fire Responses in Rural Areas Non-Emergency Medical Responses in Suburban Areas Non-Emergency Medical Responses in Rural Areas Emergency Medical Responses in Suburban Areas Emergency Medical Responses in Rural Areas 505 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FSE) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 32 2 3 0 Amount 28 3 4 0 Percentage of Total 86.49%5.41%8.11%0.00%Percentage of Total 80.00%8.57%11.43%0.00% Functional Response Time Median 10:00 10:01 10:30 0 Functional Response Time Median 12:26 13:34 17:52 0:00 Functional Response Time Average 9:36 10:01 11:16 0:00 Functional Response Time Average 11:49 12:19 17:09 0:00 Functional Response Time at the 90th Percentile 13:00 11:00 14:30 0:00 Functional Response Time at the 90th Percentile 16:00 14:14 21:27 0:00 Functional Response Time at the 80th Percentile 12:00 10:45 13:30 0:00 Functional Response Time at the 80th Percentile 14:00 14:04 20:24 0:00 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total Sources = Loretto, Hanover, and Rogers FD 72 12:57 14:30 January 2020 - December 2020 11:42 13:30 Medical Responses out of Total Calls for Service 37 51.39% 20:24 Fire Responses out of Total Calls for Service 35 48.61% Total Fire and Medical Calls (All Cities) 91.89%8.11%88.57%11.43% 10:00 10:30 12:51 17:52 9:38 11:16 11:52 17:09 16:00 21:27 14:00 2020 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (M)2020 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (F) 34 3 31 4 Medical Responses out of Total Calls for Service (M)Fire Responses out of Total Calls for Service (F) Emergency Medical Responses (ME)Non-Emergency Medical Responses (MN)Emergency Fire Responses (FE)Non-Emergency Fire Responses (FN) 86.49% 5.41%8.11% 0% 80% 8.57%11.43% 0% 88.57%91.89% 11.43%8.11% 48.61%51.39% 0 2 4 6 8 10 12 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Nu m b e r o f C a l l s Months Total Calls for Service 506 507 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 42 4 1 2 Amount 35 9 3 4 Percentage of Total 85.71%8.16%2.04%4.08%Percentage of Total 68.63%17.65%5.88%7.84% Functional Response Time Median 11:00 12:11 20:00 0 Functional Response Time Median 11:00 11:54 9:34 13:59 Functional Response Time Average 10:51 13:18 20:00 10:52 Functional Response Time Average 10:46 12:46 11:03 14:18 Functional Response Time at the 90th Percentile 14:49 14:53 20:00 10:52 Functional Response Time at the 90th Percentile 14:59 17:58 13:24 18:09 Functional Response Time at the 80th Percentile 13:47 14:12 20:00 10:52 Functional Response Time at the 80th Percentile 14:00 16:56 12:26 17:06 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total Sources = Loretto, Hanover, and Rogers FD 100 15:44 0:00 January 2022 - Decembe 2022 13:47 0:00 Medical Responses out of Total Calls for Service 49 49.00% 14:22 Fire Responses out of Total Calls for Service 51 51.00% Total Fire and Medical Calls (All Cities) 93.88% 6.12% 86.27% 13.73% 12:00 0:00 11:00 11:52 11:09 0:00 10:55 12:41 16:29 16:47 14:04 2022 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (M)2022 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (F) 46 3 44 7 Medical Responses out of Total Calls for Service (M)Fire Responses out of Total Calls for Service (F) Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) 85.71% 8.16%2.04%4.08% 68.63% 17.65%5.88%7.84% 86.27%93.88 % 13.73%6.12% 51.00%49.00% 0 2 4 6 8 10 12 14 16 18 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Nu m b e r o f C a l l s Months Total Calls for Service 508 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 75 26 3 1 Amount 35 12 5 5 Percentage of Total 71.43%24.76%2.86%0.95%Percentage of Total 61.40%21.05%8.77%8.77% Functional Response Time Median 9:50 10:20 7:46 0 Functional Response Time Median 9:16 12:09 15:38 15:20 Functional Response Time Average 10:11 10:56 10:21 10:08 Functional Response Time Average 9:52 12:12 13:47 13:38 Functional Response Time at the 90th Percentile 14:17 15:10 14:03 10:08 Functional Response Time at the 90th Percentile 14:00 16:05 16:50 17:04 Functional Response Time at the 80th Percentile 12:33 12:57 12:29 10:08 Functional Response Time at the 80th Percentile 12:45 14:46 16:32 16:08 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total Sources = Loretto, Hanover, and Rogers FD 162 14:04 14:32 January 2023 - December 2023 12:36 13:26 Medical Responses out of Total Calls for Service 105 64.81% 17:08 Fire Responses out of Total Calls for Service 57 35.19% Total Fire and Medical Calls (All Cities) 96.19%3.81%82.46%17.54% 9:50 10:08 11:54 15:52 10:10 11:10 11:08 15:06 16:00 17:34 14:30 2023 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (M)2023 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (F) 101 4 47 10 Medical Responses out of Total Calls for Service (M)Fire Responses out of Total Calls for Service (F) Emergency Medical Responses (ME)Non-Emergency Medical Responses (MN)Emergency Fire Responses (FE)Non-Emergency Fire Responses (FN) 71.43% 24.76%2.86 % 0.95%61.40% 21.05% 8.77%8.77% 82.46% 96.19% 17.54%3.81% 35.19%64.81% 0 2 4 6 8 10 12 14 16 18 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Nu m b e r o f C a l l s Months Total Calls for Service 509 Emergency Medical Responses (ME) Non-Emergency Medical Responses (MN) Emergency Fire Responses (FE) Non-Emergency Fire Responses (FN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Emergency Medical Responses in Rural Areas (MRE) Emergency Medical Responses in Suburban Areas (MSE) Non-Emergency Medical Responses in Rural Areas (MRN) Non-Emergency Medical Responses in Suburban Areas (MSN) Emergency Fire Responses in Rural Areas (FRE) Emergency Fire Responses in Suburban Areas (FES) Non-Emergency Fire Responses in Rural Areas (FRN) Non-Emergency Fire Responses in Suburban Areas (FSN) Amount 52 42 12 14 Amount 53 10 20 16 Percentage of Total 43.33%35.00%10.00%11.67%Percentage of Total 53.54%10.10%20.20%16.16% Functional Response Time Median 10:04 10:05 14:02 12:51 Functional Response Time Median 11:06 10:42 13:14 14:09 Functional Response Time Average 9:59 10:33 14:32 14:00 Functional Response Time Average 10:57 11:10 13:04 14:26 Functional Response Time at the 90th Percentile 13:59 14:37 17:57 18:49 Functional Response Time at the 90th Percentile 16:00 17:57 18:29 18:52 Functional Response Time at the 80th Percentile 12:46 13:29 17:24 18:12 Functional Response Time at the 80th Percentile 14:22 13:13 17:10 17:25 Amount Amount Percentage of Total Percentage of Total Functional Response Time Median Functional Response Time Median Functional Response Time Average Functional Response Time Average Functional Response Time at the 90th Percentile Functional Response Time at the 90th Percentile Functional Response Time at the 80th Percentile Functional Response Time at the 80th Percentile Amount Amount Percentage of Total Percentage of Total Sources = WSF, Hanover, and Rogers FD 219 14:36 18:32 January 2024 - December 2024 13:00 17:48 Medical Responses out of Total Calls for Service 120 54.79% 17:18 Fire Responses out of Total Calls for Service 99 45.21% Total Fire and Medical Calls (All Cities) 78.33%21.67%63.64%36.36% 10:04 13:28 11:33 13:30 10:15 14:04 11:08 13:56 16:42 18:04 14:21 2024 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (M)2024 TOTAL FIRE DEPARTMENT CALLS FOR SERVICE (F) 94 26 63 36 Medical Responses out of Total Calls for Service (M)Fire Responses out of Total Calls for Service (F) Emergency Medical Responses (ME)Non-Emergency Medical Responses (MN)Emergency Fire Responses (FE)Non-Emergency Fire Responses (FN) 43.33%35.00% 10.00%11.67% 53.54% 10.10%20.20%16.16 % 63.64%78.33%36.36% 21.67% 45.21%54.79% 0 5 10 15 20 25 30 Jan Feb March April May June July Aug Sept Oct Nov Dec Non-Emergency Fire Responces in Suburban Areas Non-Emergency Fire Responces in Rural Areas Emergency Fire Responces in Suburban Areas Emergency Fire Responces in Rural Areas Non-Emergency Medical Responces in Suburban Areas Non-Emergency Medical Responces in Rural Areas Emergency Medical Responces in Suburban Areas Emergency Medical Responces in Rural Areas Nu m b e r o f C a l l s Months Total Calls for Service 510