2016 Fire/Emergency Management Annual Report

Transcription

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2 Thank you for your interest in the Fayetteville Fire/Emergency Management Department s 2016 Annual Report. Guided by both, the City s and department s strategic plans, this past year was a period marked with several accomplishments, as well as challenges. Leading the highlights during the year was the successful efforts that led to our re-accreditation agency status through the Commission on Fire Accreditation International (CFAI). Initially accredited in 2011, our second awarded period of accreditation coupled with our ISO Class 1 rating, demonstrates the organization has continued commitment to providing the highest quality of services to our community and its visitors. The year also marked the opening of our newest fire station, Station 16, albeit a temporary facility from which services will be offered until a permanent station is constructed. The permanent location will be just south of Temporary Station 16 s location. The year also included a structural change to the organization to provide more focus in three (3) areas. The Administration Division was adjusted to create the: Strategic Planning & Accreditation Division Community Risk Reduction Division Training & Professional Development Three Assistant Chiefs were move from shift to manage the divisions, which enabled the department to reassign three (3) Battalion Chiefs to the Operations Division to fill vacant Battalion 3 positions. As mentioned, the year did not pass without its share of challenges, as evidenced by Hurricane Matthews. The storm delivered historic amounts of rainfall across the region causing widespread flooding and destruction, resulting in unparalleled calls for service and assistance. The event was a heavy contributor to our 5% increase in call volume over the previous year. As the organization faced these and other challenges throughout the year, our ability and state of readiness to professionally respond to a diverse array of risks and emergencies were continuously on display. The successful outcomes of these events speak well of our personnel s commitment to train in the area of necessary skills for mitigating multiple types of hazards. It also points favorable towards our efforts to create effective partnerships throughout the response communities.

3 I am proud of all of our uniformed and civilian personnel for their efforts to come together, and to adjust to the change it takes to achieve success as we continue our quest of excellence. This ultimately lends to the City of Fayetteville being a great place to live, work and enjoy leisure time. The Fayetteville Fire/Emergency Management Department (FFD) is dedicated to providing quality service to the community. The organization maintains a state of readiness for any type of emergency, as the personnel of the organization deliver safe and professional service applicable to the demands of our community. The personnel of the department continuously train in the necessary skills for mitigating any hazard type identified as fire, medical, technical rescue, or hazardous materials in nature.

4 FFD Mission The Fayetteville Fire / Emergency Management Department is committed to the preservation of life, property, and the environment in our community through effective public education, fire code enforcement, and emergency response. We are dedicated to achieving customer satisfaction while serving with R.E.S.P.E.C.T. The FFD operates out of 17 Fire Stations, strategically located to provide optimal response coverage. In June of 2015, the department occupied a temporary facility for Engine 16 at 1126 Cedar Creek Road during daylight hours. After remodeling of the temporary facility, the station became operational with around the clock coverage on July 28, The department continues to maintain and seek self-improvements by using the ISO rating schedule and additional benchmarking information in the decision making process. The department reached another milestone by successfully receiving accreditation through the Center for Public Safety Excellence (CPSE) on August 16, The department has begun to include recommendations made by the CPSE Commission to improve department service delivery. The City of Fayetteville is a great place to live and work, as indicated by the continuous growth of businesses and residential populations. While neighboring Ft. Bragg, many economic opportunities exist as the military workforce live and shop in Fayetteville. The state demographer estimates the 2016 City of Fayetteville population at 208,373 which is a 1% decrease from 2015.

5 Core Values Responsibility We will accept our responsibilities and promote personal accountability. Ethics We will operate honestly and promote transparency of government. Stewardship We will operate in a cost-efficient manner and promote fiscal maturity. Professionalism- We will operate with best-practices in mind and promote competence. Entrepreneurial Spirit We will operate innovatively and promote creativity. Commitment- We will operate with an understanding of stakeholder s needs and promote loyalty. Teamwork- We will operate as a group and promote cooperation.

6 Vision By utilizing the talents of a diverse and dedicated work force, the Fayetteville Fire/Emergency Management Department (FFD)is recognized as a regional and national leader acclaimed for our progressive nature and service attentiveness as the FFD strives to improve the quality of life for the citizens and visitors of the City of Fayetteville. The FFD will consistently plan and make use of ever changing technology and state-of-the art equipment to be an organization which all others will benchmark their efforts. Strategic Goals Goal #1 Safety Goal #2 Organizational Development Goal #3 Community Involvement Goal #4 Improved Communications Goal # 5 Evaluate and Upgrade Service Delivery Goal #6 Resource Management and Distribution Goal #7 Increase Efforts in Recruitment and Retention Goal #8 Encourage Governmental Cooperation

7 Similar to the management of accreditation status, budget management includes measuring program performance data. Analysis of performance data validates proper alignment of personnel skills and resources with the needs of the community. Evaluating performance data is essential to successful strategic planning and maintaining support of the elected officials. Organizational Strategic Plan Accomplishments for 2016 Occupied 1126 Cedar Creek Rd as Station 16 Fulltime July 28 CPSE Accreditation August 16 Dedicated Fire Public Education Position September 26 Assistant Logistics Officer Firefighter Position October 3 Department Reorganization October 1 Dedicated Department Recruiter November 14 One Department Rehire Firefighter December 18 Major Fleet Additions In 2016 the department received two Dodge dually pickups, Engine 11, JCB Forklift, and two replacement inflatable rescue boats. Ordered new truck company delivery set for August New ngine ordered along with a replacement squad with a delivery date set before July 2017.

8 Budget Information 2016/17 Budget Summary FY 2015/16 FY 2016/17 FY 2016/17 +/-% Personnel $21,109,464 $22,225, % Operating $4,020,191 $2,685, % Capital Outlay $760,032 $1,936, % Contract Services $742,355 $767, % Total $26,641,704 $27,640, % *$225,843,701 total budget of which the fire department accounts for 12% FY2016 FFD budget divided by 2015 incident volume Responses per $881 per incident Total Fire Dollar Loss $7,629, Relocate Fire Station 12 Finance $2.875 million General property base tax rate at $ cents per $100 of assessed valuation, an increase of $.0135 over the FY rate of $0.486 for the Parks and Recreation Bond. Property tax rate for the Central Business Tax District remains at 10.0 cents per $100 of assessed valuation. For further information on the City of Fayetteville annual budget, please click on the link Annual Budget Organizational Chart and Demographics Budgeted Positions 331 Chief 1 Deputy Chief 2 Assistant Chief 3 Emergency Management Coordinator 1 Battalion Chief 12 Captain assigned to airport Lieutenant 70 Firefighters assigned to airport Fire Inspectors Civilian 2 Office Supervisor 1 Office Personnel Technician 1 Office Assistants 2 Administration Offices at Station 14 Authorized Over Hire Positions (unfunded) 7 Total 338

9 The City of Fayetteville is a diverse community, reflecting a worldwide ethnic make-up. Having one of the largest Army Military Installations within the community plays a significant part in the city s diverse make up. The department continuously seeks to engage the ethnic groups within community to bring their experience and culture to the FFD workforce. EEO Statistics CY 2016 Male Female White African American Hispanic Asian Indian White African American Personnel Stats Hired Personnel Count 2 Retired Personnel Count 10 Fayetteville Demographics at a Glance

10 Incident Information In today s data driven society, it has become essential to present data reflecting service demands to the city elected officials in order to manage response capabilities. Call volumes and incident outcomes are the basis for data analysis. As the community experiences change, the organization evaluates the service area for incident trends. The following information provides response data analysis for 2016, and trends reflective of previous year s data. In order to justify funding programs and asset needs, the City of Fayetteville has developed a performance budgeting process using Board Software. The software also provides a citizens portal for organizational transparency and citizen engagement. Annual Total Incident Count Trends ,273 27,842 27,642 29,404 29,871 31,380 All Incidents % -0.71% +6.37% +1.58% +5.05% Top Fire Incident Types Incident Type 111 Building Fire 237 Incident Type 113 Cooking Fire Confined to Container 118 Incident Type 131 Vehicle Fire 116 Top EMS Incident Patient Dispositions General Illness 2,740 Trauma Related Incidents 2,488 Chest Pains 1,270 Respiratory Distress 1, Response Statistics Total Incident Count Department Responses 31,380 A Shift Incidents 10,647 B Shift Incidents 10,240 C Shift Incidents 10,493 Busiest of Day 1-6 pm Least Busy of Day 3-5 am Overall Incident Summary Incidents Rescue & Emergency Medical Service Incident 20,177 Good Intent Call 4,703 False Alarm & False Call 2,266 Service Call 2,535 Fire 900 Hazardous Condition (No Fire) 711 Severe Weather & Natural Disaster 77 Overpressure Rupture, Explosion, Overheat(no fire) 7 Special Incident Type 4

11 Structure Fire Incidents The department responded to 237 working structure fires in Thirty-five civilian fire causalities and one civilian fire fatality was realized. The importance of fire safety is stressed in community involvement programs, and on the department s social media sites. Citizens are encouraged to check their smoke detectors twice a year and practice home fire escape drills often. Building Fire line

12 Fire Marshal Office As an integral member of the department s Community Risk Reduction Division, the Fire Prevention Office successfully administers the department s fire inspection program. The Fire Prevention Office is comprised of the Fire Marshal, seven (7) Assistant Fire Marshals, and one (1) office assistant. The Fire Prevention Office conducts inspections through education and enforcement of the N.C. Fire Prevention Code. The Fire Marshal and staff conducts periodic inspections on existing occupancies, plan reviews on the proposed development of sites, building, fire protection system plans review, and inspections on occupancies being constructed or renovated. The Fire Prevention Office conducted a total of 4,479 inspections in the 2016 calendar year. During a period of heavy rains and Hurricane Matthew in the fall of 2016, the Fire Prevention Office promoted the community risk reduction efforts of the department by visiting hotels and apartments that were without electricity and municipal water for several days. The site visits focused on ensuring that residents and staff were aware of the increased dangers that may be present with impaired fire protection systems.

13 Community Involvement In 2016, the Fayetteville Fire/Emergency Mangement Department (FFD) enacted another organizational change, which created a Community Risk Reduction Division (CRR), where the Fire and Life Safety Educator now reports directly to the Community Risk Reduction coordinator. The achievement of the recently implemented positions is apparent through the increased public outreach and targeted program administration. Precision of program conveyance is established by utilizing fire data reflecting current nearby patterns, used to expand general program effectiveness. Educating the community on life saving practices is essential in reducing the risks associated with fire and medical emergencies. Attendance at community watch events and other similar assemblies directs an adult community focus, and partnerships with schools allows for an outstanding connection with the youth. Other methods to reduce community risks include smoke alarm installations, CO monitor installations, and home safety surveys. Programs are being presented through community events and schools within the city. Citizens being reached include preschoolers, elementary, middle, and high schools age. Nursing homes have been the focus in many prevention efforts as well. Recreation centers and local children s clubs are an avenue used to present life safety efforts in our community with much success and positive feedback.

14 Medical 2016 Fire/Emergency Management Annual Report Medical related incidents constitute 63% of our annual response total. Critical tasks involved in Emergency Medical Service (EMS) incidents require responders to arrive in a timely manner. With EMS incidents being the majority of our responses, this response type is a crucial component in the development of our SOC and identifying the distribution of first due units. The majority of EMS incidents typically require a single unit response. Medical incidents are classified as either medical or trauma in nature. Medical emergencies involve emergencies such as respiratory distress, chest pain, diabetic, and other types of illnesses causing distress. Trauma is defined as a physical injury or wound caused by an external force, as a mechanism of injury. Rescue & Emergency Medical Service , ,177 Rescue & Emergency Medical Service by Shift A 6,763 B 6,639 C 6,775 Busiest Month's March 1,810 October 1,762 November 1,727 Busiest Station s Top 3 Station 1 2,033 Station 2 1,800 Station 3 1,999

15 Technical Rescue Technical Rescue incidents are typically very challenging situations. The incident categories provided by the FFD are focused on the associated risks for the community, such as: confined space rescue, vehicle rescue, water rescue, low & high angle rescue, farm machinery rescue, structural collapse rescue, and search operations. All department personnel are proficient in basic rescue tasks and techniques. When an incident exceeds the capability of suppression units, the department has two strategically placed heavy rescue units, which are staffed with personnel meeting the skill requirements for Technical Rescuer for response. Rescue 1 is located at fire station 14, and Rescue 2 is located at station 11. The departments Search and Rescue (SAR) assets are also located at station 11 and are available for local, state, and nationwide deployments. Technical Rescue Incidents Count Extrication of victim(s) from vehicle 31 Extrication, rescue, other 10 Structural damage or collapse 6 High-angle rescue 2 Motor vehicle accident with injuries 1,108 Motor vehicle accident with no injuries. 1,078 Motor vehicle/pedestrian accident 60 Removal of victim(s) from stalled elevator 25 Search for person in water 3 Search for person on land 5 Swift water rescue 15 Trench/below-grade rescue / Confined Space 1 Watercraft rescue 1 Animal Rescue 14 Lock-In (animal or child in vehicle or structure) 179 Lock-Out (occupant locked out of vehicle or structure) 156

16 Hazardous Materials The Fayetteville Fire/Emergency Management Hazardous Materials Team is a group of highly trained firefighters, specialized in handling incidents involving hazardous materials. Mitigating these types of incidents is essential to protecting the environment, and removing the potential exposure of hazardous materials to our community. The City of Fayetteville s infrastructure provides for the transportation of large quantities of hazardous materials throughout the city by road and rail. Other areas of focus are stored sources at various industrial developments, and our neighboring military installation- Ft. Bragg. Our risk assessment process identifies hazard risk types as radioactive, flammable, explosive, corrosive, oxidizing, asphyxiating, bio-hazardous, pathogenic, and allergenic. Our hazardous materials team maintains a level of preparedness that exceeds standard requirements. Hazardous Materials Gas leak (natural gas or LPG) 78 Gasoline or other flammable liquid spill 37 Hazardous condition, Other 25 Oil or other combustible liquid spill 20 Carbon monoxide incident 16 HazMat Regional Response 11 Vehicle accident, general cleanup 9 Chemical spill or leak 7 HazMat County Response 5 Combustible/flammable gas/liquid condition, other 4 Toxic condition, Other 3 Refrigeration leak 2 Chemical hazard (no spill or leak) 2 Biological hazard, confirmed or suspected 1

17 Response time analysis involves measuring compliance with adopted total response times at the 90 th percentile. This means that responding units must comply with the adopted response times 90 percent of the time. Incident response times above the 90 th percentile are analyzed to identify the cause for excessive responses. The 2016 percentile times will be provided in the charts within the exhibit list at the end of the annual report. Incidents are categorized into four incident types: Fire, Medical, Technical Rescue, and Hazardous Materials. Definitions for the following table: Alarm Processing-Interval between 911 call received time and the incident dispatch time. Turnout-Interval between the incident dispatch time and the enroute time. 1 st Unit Travel -Interval between the enroute time and the arrival time of primary unit. Effective Response Force (ERF) Travel -Interval between the dispatch time and the arrival time of all units. Total Response-Interval between the 911 call received time and the arrival time.

18 METROPOLITAN 90 th Percentile s Baseline Performance Structure Fire Response Low Risk Incident Count 3,324 3,300 3,121 2,814 2,977 2,995 Alarm Handling Pick-up Dispatch 2:19 2:07 2:18 2:47 2:58 3:03 Turnout Turnout 1 st Unit 1:27 1:20 1:19 1:24 1:20 1:18 Travel Travel 1 st Unit Distribution Travel / ERF 5:41 5:31 5:43 5:44 5:50 5:49 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 8:26 8:01 8:22 8:42 8:50 8:57 Low Fire Hazard Response Category Dumpsters, Light Vegetation, Small Passenger Vehicles (Fire Officer serves a dual role under these conditions)

19 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 14 Structure Fire Response Moderate Risk Incident Count Alarm Handling Pick-up Dispatch 2:39 1:56 2:29 2:58 2:20 2:36 Turnout Turnout 1 st Unit 1:01 0:59 1:14 1:26 0:52 1:09 Travel Travel 1 st Unit Distribution 5:00 5:06 5:11 4:49 5:12 4:47 Travel / ERF 8:39 8:57 9:40 9:06 9:37 9:45 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 8:36 7:05 7:45 8:09 9:00 7:47 11:12 11:50 12:39 13:29 12:15 12:49 Moderate Fire Hazard Response Category Single Family Dwelling, Commercial/Retail <= 25,000 sq. ft.

20 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 24 Structure Fire Response High Risk Incident Count Alarm Handling Pick-up Dispatch 1:44 0:00 1:42 4:11 2:11 1:13 Turnout Turnout 1 st Unit 0:31 0:00 0:29 1:18 0:34 0:52 Travel Travel 1 st Unit Distribution 2:54 0:00 3:30 3:13 3:13 2:16 Travel / ERF 8:30 0:00 7:45 8:28 10:18 5:00 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 5:09 0:00 6:46 8:21 6:03 6:22 12:12 0:00 10:13 13:49 18:05 8:56 High Hazard Fire Response Category Schools, Churches, Apartment Complexes, Hospitals, Structure >4 stories, Structures >= 25,000 sq. ft., Structures with Occupancy Ratings >100

21 METROPOLITAN 90 th Percentile s Baseline Performance EMS Response Level I Incident Count 17,168 17,155 17,211 17,149 17,482 15,881 Alarm Handling Pick-up Dispatch 0:52 0:47 0:49 1:24 2:15 3:00 Turnout Turnout 1 st Unit 1:25 1:18 1:16 1:20 1:21 1:19 Travel Travel 1 st Unit Distribution Travel / All Units 5:45 5:26 5:34 5:46 5:41 5:44 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 7:02 6:54 7:02 7:37 8:01 8:43 Medical Level I Response Category Single Patient Care, Breathing Verified (Incident Commander serves dual role in these situations)

22 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 5 EMS Response Level II Incident Count Alarm Handling Pick-up Dispatch 0:52 0:50 0:51 1:09 1:53 3:05 Turnout Turnout 1 st Unit 1:26 1:08 1:09 1:14 1:17 1:16 Travel Travel 1 st Unit Distribution 4:22 4:43 4:53 4:56 5:03 5:09 Travel / ERF 6:07 6:11 7:04 6:47 6:57 6:46 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 6:14 6:15 6:26 6:50 7:18 8:15 8:23 7:51 8:41 8:32 9:22 9:50 Medical Level II Response Category Minor Vehicle Crash, Full Arrest, Patient Not Breathing Multiple Patient Care

23 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 8 EMS Response Level III Incident Count Alarm Handling Pick-up Dispatch 3:01 0:00 0:00 0:30 0:00 0:34 Turnout Turnout 1 st Unit 0:42 0:00 0:00 0:55 0:00 0:00 Travel Travel 1 st Unit Distribution 4:14 0:00 0:00 1:52 4:40 0:00 Travel / ERF 6:15 0:00 0:00 4:29 4:40 1:32 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 7:57 0:00 0:00 3:17 4:40 0:57 10:58 0:00 0:00 6:31 4:40 2:44 Medical Level III Response Category Multiple Patients (MCI)

24 METROPOLITAN 90 th Percentile s Baseline Performance Rescue Response Level I Incident Count Alarm Handling Pick-up Dispatch 2:43 2:38 2:29 3:37 3:27 3:11 Turnout Turnout 1 st Unit 1:28 1:16 1:20 1:00 1:27 1:26 Travel Travel 1 st Unit Distribution Travel / ERF 4:51 5:00 5:26 5:32 5:46 5:47 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 8:25 8:04 8:08 8:50 8:34 9:20 Rescue Level I Response Child Locked in a Vehicle, Person Trapped in Elevator, Vehicle Crash with Injuries

25 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 10 Rescue Response Level II Incident Count Alarm Handling Pick-up Dispatch 0:39 1:40 0:32 2:02 1:18 1:52 Turnout Turnout 1 st Unit 0:38 0:31 0:46 0:53 0:51 0:38 Travel Travel 1 st Unit Distribution 4:24 2:43 3:22 3:30 4:30 4:34 Travel / ERF 7:11 9:54 18:07 17:18 8:11 11:55 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 6:04 4:29 4:38 5:45 6:15 6:06 9:36 11:51 19:23 19:36 21:36 12:26 Rescue Level II Response Roll Over, Pin-in, and Entrapments, Vehicle Fire with Entrapment, Machinery Extrication/Entrapment, Swift Water/Ice Rescue, Sinking Vehicle

26 METROPOLITAN 90 th Percentile s Baseline Performance ERF = 17 Rescue Response Level III Incident Count Alarm Handling Pick-up Dispatch 0:00 0:00 0:00 0:00 0:00 0:00 Turnout Turnout 1 st Unit 0:00 0:00 0:00 0:00 0:00 0:00 Travel Travel 1 st Unit Distribution 0:00 0:00 0:00 0:00 0:00 0:00 Travel / All Units 0:00 0:00 0:00 0:00 0:00 0:00 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 Rescue Level III Response Confined Space, Trench Rescue, Structural Collapse

27 METROPOLITAN 90 th Percentile s Baseline Performance Hazardous Materials Response Level I Incident Count Alarm Handling Pick-up Dispatch 2:35 2:36 3:07 3:30 3:49 3:27 Turnout Turnout 1 st Unit 1:26 1:24 1:29 1:25 1:26 1:26 Travel Travel 1 st Unit Distribution 5:33 6:02 5:17 6:23 6:02 5:48 Travel / ERF Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 8:53 8:45 8:23 10:18 10:00 9:37 Hazardous Materials Level I Response CO Alarm Activations, Fuel Spills <5 gallons, Product Release Investigations

28 METROPOLITAN 90 th Percentile s Baseline Performance Hazardous Materials Response Level II ERF = Incident Count Alarm Handling Pick-up Dispatch 1:27 2:08 0:44 8:58 2:55 3:25 Turnout Turnout 1 st Unit 1:19 1:01 1:22 0:36 1:23 1:10 Travel Travel 1 st Unit Distribution 5:29 4:08 3:06 5:25 4:17 4:08 Travel / ERF 9:18 4:11 10:10 19:00 18:38 18:55 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 7:26 7:28 5:12 13:00 8:01 6:56 12:39 10:20 12:53 30:13 26:17 25:08 Hazardous Materials Level II Response Incidents that require a Level B Entry

29 METROPOLITAN 90th Percentile s Baseline Performance Hazardous Materials Response Level III ERF = Incident Count Alarm Handling Pick-up Dispatch 0:00 0:00 0:00 0:00 0:00 0:00 Turnout Turnout 1 st Unit 0:00 0:00 0:00 0:00 0:00 0:00 Travel Travel 1 st Unit Distribution 0:00 0:00 0:00 0:00 0:00 0:00 Travel / ERF 0:00 0:00 0:00 0:00 0:00 0:00 Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 0:00 Hazardous Materials Level III Response Incidents that require a Level A Entry

30 METROPOLITAN 90th Percentile s Baseline Performance ARFF Response All Levels Incident Count Alarm Handling Pick-up Dispatch 3:48 2:29 2:05 2:03 2:38 3:27 Turnout Turnout 1 st Unit 1:51 0:30 1:42 1:10 0:43 0:00 Travel Travel 1 st Unit Distribution 3:36 1:50 1:44 1:39 0:23 1:25 Travel / ERF Total Response Total Response 1 st Unit Distribution Total Response ERF Concentration 7:52 4:30 4:46 4:48 3:18 5:52

31 Conclusion FFD personnel continuously train for safe and proper responses to emergency events. Previous experiences enforce the concept that no situation can be mitigated the same, therefore proper incident planning is essential upon the responding units arrival. Incident objectives include safety of the community and responding personnel, and successful outcomes. To further explore the services provided within the organization, visit to access information about the FFD services, and review Strategic Planning and Accreditation documents.