Risk Analysis and Facilities
91
Figure 4.18 models the travel time of apparatus from each of the current fire stations. The
model utilizes the street network of the City and surrounding areas calculating the travel
time extent via distance and speed capability of streets. Actual posted speed limits were
utilized and time penalties were assessed for negotiating turns and intersections. This
model assumes departure from the fire stations which may not always be the case. It also
does not take into account weather conditions, traffic congestion, construction, or
detours. It does respect the one way restrictions as they are in place.
All the railroad crossings in the City are traversed via overpass or underpass. The
underpass railroad crossings for Webster Avenue are lower but passable considering the
height of the city fire apparatus and assessed a time penalty to allow for the slowing of
apparatus. Furthermore, the railroad overpass of Centre Street is reported to have a
weight restriction and is avoided by fire apparatus. In all the travel models, this bridge is
designated “‘impassable.”
Exiting from a firehouse always causes a slight delay as the crew assesses the egress for
pedestrian and vehicular traffic. Additionally, it is often wise that the station door is
observed to have closed for security reasons. Moreover, the sight lines for all the stations
are complicated by intersections and parked vehicles. A time delay is entered into the
model to account for these concerns. Certain stations in New Rochelle have unique
aspects that create an extended delay exiting the station. Station 3 is not perpendicular to
the roadway, but it does not appear to be a significant impediment to exiting apparatus.
Station 2 was observed to require a turning adjustment due to the narrowness of the street
where it is located. A longer station egress time penalty has been applied to this station.
Risk Analysis and Facilities
92
Figure 4.18
TRAVEL TIME EXTENT
Risk Analysis and Facilities
93
The model in Figure 4.18 represents the capability and geographic extent when
responding to the most critical of incidents. Certain areas of town will require slightly
more time to reach than those areas that are closer to the existing fire stations. There are
also significant areas outside of town, such as Scarsdale and Pelham, to which NRFD are
within an appropriate response time for first-due fire company.
It can also be seen that there would be significant overlap of travel time between the
downtown stations. While this may seem wasteful, it has to be taken into consideration
that fire calls usually require multiple apparatus, unlike medical calls that require a single
apparatus response. Multiple apparatus from other stations are standard firefighting
procedure. This procedure calls for the arrival of the entire initial assignment (sufficient
apparatus and personnel to effectively combat a fire based on its level of risk) within a
certain amount of time. Under NFPA 1710 guidelines for career departments, this would
usually equate to a total of 15-16 (NFPA 1710 - 5.2.2.2.5* and 5.2.4.2.2* requires 15, 16
if an aerial is needed) in a typical 2,000 sq. ft. two-story single family dwelling without a
basement and with no exposures (5.2.4.2.2*). Fire departments that respond to fires in
high, medium or low-hazard occupancies that present hazards greater than those found in
the low-hazard occupancies described in 5.2.4.2.2* shall deploy additional resources on
the initial alarm (5.2.4.2.3*). This would also require a response of four (4) apparatus (2
eng/2 lad or 3eng/1 lad) with four-man staffing plus the chief within eight minutes of
dispatch. This is to ensure that enough people and equipment arrive soon enough to
effectively control a fire before substantial damage occurs. The New Rochelle Fire
Department has established a first alarm for structure fires as a collective response of the
on-duty deputy chief, three engines, two ladder trucks, (15 firefighters considering the
three-man staffing) for initial report of a structure fire6. Figure 4.19 illustrates the
geographic extent of first-alarm coverage by the NRFD.
6 F320 Response Plan-60 Control
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94
Figure 4.19
CURRENT FIRST-ALARM ASSEMBLY
Risk Analysis and Facilities
95
CURRENT SERVICE DEMAND ANALYSIS
The name “Fire Department” has historical and traditional roots, but in today’s realm of
services that are provided by the department it can be misleading. Thanks to the
preventive programs, improved construction codes enforced, and sprinkler systems,
actual fires are fortunately fewer than in decades past, but remain a potential serious
threat. The fire department in New Rochelle typically responds to every perceived
emergency outside of those involving the enforcement of law and civil order. Demand for
the services of the fire department range from medical incidents, to rescues, to trees down
on wires, to calls for trapped people or animals, to name a few.
Demand for service for the fire department is not typically distributed evenly within an
area. There are areas where incident calls occur frequently and near each other as well as
other places where demand is less intense and the occurrence is further from each other.
Service demand is typically higher in areas of higher population, not just residential, but
offices and shopping centers fill with people, as well. Figure 4.20 illustrates the level of
demand for services over the last year7 for the New Rochelle Fire Department.
Figure 4.20 is easier to understand for many people. It shows that the greatest numbers of
incidents occur in the downtown area, but this map is reflective of counts per square mile
rather than a deviation from the normal amount of activity expected. Figure 4.21
illustrates that call intensity is again highest in the downtown area, as expected, compared
to a swath of less-intense activity in the northern side of town.
Records of incidents with the City of New Rochelle were acquired from the Computer-
Assisted Dispatch (CAD) records from the Westchester County Emergency
Communications Center (60 Control). According to 60 Control and NRFD, the fire
department’s records management system records are auto-populated with information
from the CAD and then updated by NRFD with other information, such as the actual
disposition of call. At the time of data collection for this study, the records of the fire
department were admitted to be incomplete. The fire department personnel were unsure
how to exactly export raw data and only produced simple reports occasionally when
requested and minimally for budgetary purposes. It is suggested that the fire department
become more knowledgeable on the use of their own RMS software and issue reports to
improve quality control of incident handling and use the data to more effectively
communicate within the leadership and to City management and elected officials.
7 Dispatched Calls from PSAP (60 Control)
Risk Analysis and Facilities
96
Figure 4.20
SERVICE DEMAND
Risk Analysis and Facilities
97
Figure 4.21
SERVICE DEMAND INTENSITY
Risk Analysis and Facilities
98
The call types discussed in the following analysis are categorized as they were
dispatched, not by what may have actually been found upon arrival of fire personnel. For
instance, someone may have reported a fire, but it was found to be a smoke condition due
to burnt food. This disposition and reclassification reporting is the fire department’s
responsibility. Figure 4.22 illustrates the change in volume for categories of reported fire,
medical, and all other categories of incidents (alarm, hazard, spill, etc.) over the past six
years.
Figure 4.22
HISTORIC SERVICE DEMAND
It can be seen that medical calls account for about 50% of service demand within the City
of New Rochelle. Fire calls are approximately 4% to 5% while other types of service
calls account for the remaining percentage, just over 40%. Changes in demand can be
seen on a monthly basis when examining the last year of data8 more closely (Figure
4.23).
8 CAD Records
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Risk Analysis and Facilities
99
It should be mentioned that during the time following the post-tropical storm Sandy last
year, higher service demand was experienced compared to earlier years. Spikes in
demand have happened due to snowstorms and Nor’easters in March of 2007, 2010, and
April of 2011.
Service demand calls surged in October as the storm hit on the 30th
of the month and
generally reduced as time passed. Fire and EMS calls were actually highest in November.
Prior to that, a typical wavering of demand between months was consistent with previous
years.
Figure 4.23
DEPARTMENT WORKLOAD BY MONTH OF YEAR
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Risk Analysis and Facilities
100
Examining the department service demand by the day of the week (Figure 4.24) reveals
that Friday and Saturdays are the busiest days of the week for medical calls for the New
Rochelle Fire Department. Fire calls are most numerous on Sundays and Mondays with
all other call types’ volume increasing on Wednesdays.
Figure 4.24
DEPARTMENT WORKLOAD BY DAY OF WEEK
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Risk Analysis and Facilities
101
Next, the workload is examined upon an hourly basis displayed as a percentage by call
type because the higher EMS volume has been solidified as true in the previous figures. It
can be seen in Figure 4.25 that service demand for the fire department increases with
daytime human activity. Not surprisingly, EMS demand volume surges beginning at 6
AM and remains high until after 5 PM when it steadily declines. Calls for fires begin to
increase after the noon hour after subtlety rising since 4 AM reaching an apex in volume
at the 6 PM hour before falling off in number. All other types of calls follow a similar
pattern to EMS calls, but continue to rise after the 6 PM hour then falling off, similar to
fire calls.
Figure 4.25
WORKLOAD BY HOUR OF DAY 2012
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Risk Analysis and Facilities
102
The workload differences between night and day are significant. Firefighters typically
work 24-hour shifts and the lighter workload at night allows for some respite from busier
daytimes. Figure 4.26 looks at this difference.
Figure 4.26
WORKLOAD DIFFERENCES DAY/NIGHT 2012
The geographic pattern of demand does not significantly shift towards one end of the City
or the other based on the time of day. The individual call points appear as scattered
throughout the City as they do during the day. To determine any real temporal movement,
the center point of demand was determined by every 3 hours throughout the day and
night. The center of demand remains near the downtown core vacillating near the traffic
circle as the hours elapsed. With the decrease in population during the day and
commuting patterns, it might have been thought that the demand center point might have
moved northward. However, this isn’t the case partly because of the center of residential
population density, the predominance of EMS calls in the dataset, and socioeconomic
differences between the northern end of town and the downtown center.
If shift patterns change to 12-hour shifts, any staffing reductions have to be examined
with respect to the need for effective firefighting force levels, geographic drive times, and
potential increased risk to the community. This will be discussed in a later section.
These peak hours are typically when simultaneous calls occur, and this can reduce the
available units for subsequent calls. To gauge the likelihood of this occurring, Figure 4.27
illustrates the simultaneous call activity for the New Rochelle Fire Department.
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Risk Analysis and Facilities
103
Figure 4.27
CONCURRENT CALLS
Figure 4.27 must be viewed with caution because it utilizes the last-unit-cleared time to
calculate the level of concurrent calls. Many units dispatched initially may have cleared
and are available, while one unit or the deputy chief may remain on scene, keeping the
call “open.” Standby and coverage move assignments were removed to get a more
accurate reading as these “assignments” are open for hours even though the unit is
available. In comparison to other cities of similar size, these figures represent a busier
department. While most of the concurrency within the City is caused by EMS calls, it is
important to remember that the fire department can clear quickly when released by the
EMS crew on the scene; they do not have a transportation component.
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Risk Analysis and Facilities
104
More importantly then is how busy the individual units are and if the City runs out or
runs dangerously low in resources. The next section details the workload by unit for the
last year’s data9.
Figure 4.28 illustrates the workload of each unit in the dispatch data that correlates to the
NRFD. Some of these are multiple unit and personnel dispatches such as “DPT230” and
“230EOC” and others are call signs for reserve apparatus when another is out of service
due to mechanical issues. It can be seen which are the primary apparatus and the
workload for each correspond generally with the level of demand in their primary area
although many times they travel as needed to other areas.
Figure 4.28
2012 UNIT WORKLOAD
9 CAD Records
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Risk Analysis and Facilities
105
From the dispatch data, it appears that an ambulance is not dispatched on every fire call.
This is acceptable since most fire calls will not require a medical response. In the case of
a recognized need or potential, such as a working structure fire, it is appropriate to send
an ambulance initially.
Similarly, fire suppression apparatus should not respond to routine medical calls
especially in situations where medical personnel exist, such as clinics, doctor’s offices,
and nursing homes. An exception to this overall recommendation is where additional
manpower is beneficial, such as cardiac arrest, severe trauma, multiple victim incidents,
and obese patients. Another exception would be to send a fire suppression unit if the
ambulance is responding from out of district.
While the amount of calls for service may seem impressive, this belies the actual amount
of time units spent on calls during their shift. Some calls, like fires, take hours while
others are cancelled within minutes as units arrive or are called off by the crew at the
scene while responding. Unfortunately, individual unit time stamps are not kept by
60 Control in order to assess this workload component. NRFD should encourage
60 Control track individual time stamps so that accurate reporting of call commit ratios
can be accomplished.
The International Association of Firefighters (IAFF), a labor union organization,
postulate that fire suppression units should be no more than a .20 ratio; lest firefighter
fatigue and career burnout ensue. It further proposes that fire based EMS units should be
no more than .30 ratio10
. Private EMS industry considers adding an additional unit when
ratios reach .45 and routinely run units at ratios higher than .50.
RESPONSE TIME ANALYSIS
The most important measure of performance of any emergency service provider
especially to whom they serve is how fast does help arrive. Discussions of the reasons for
and the specific parameters of the establishment of national response time guidelines
from the NFPA have been outlined in an earlier subsection in this chapter. As a reminder,
it is recommended that 90% of the time the first arriving apparatus to a fire alarm or a
serious medical emergency should arrive within five minutes of being dispatched. Sub-
sequent apparatus are allowed additional time as also discussed previously. Figure 4.29
illustrates the response time performance for the first arriving fire apparatus using the
10
1995/1999 IAFF Guides to Fire-based Emergency Medical Services
Risk Analysis and Facilities
106
CAD dataset. Mutual aid to other areas was removed, as well were public assists and
standbys.
The average response time for first arriving units is five minutes and five seconds
(0:05:05), while 90% of all calls are answered within seven minutes and twenty-eight
seconds (0:07:28).
Figure 4.29
RESPONSE TIME PERFORMANCE
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Risk Analysis and Facilities
107
While the response time performance for all calls is longer than recommended
benchmarks, it should be emphasized that these guidelines were established for the most
serious and critical incidents. The fire department responds to a variety of calls, many of
which do not necessarily require an absolutely urgent response. For instance, it is
unquestionable that being dispatched to the report of a structure fire or a serious medical
emergency requires the fastest response from the fire department. Figure 4.30 displays
the hourly response time performance for calls dispatched as a structure fire. There were
no reports of a fire during the 2 AM hour, but the overall average response to this type of
call is four minutes and fifteen seconds (0:04:15) for the first apparatus to arrive, with
90% of the calls reached within six minutes and twenty-nine seconds (0:06:29).
For serious medical emergencies (ones that are dispatched generally for someone who
may need Advanced Life Support [ALS], such as a heart attack, stroke, or major trauma),
the community relies upon the NRFD to be the medical first responder to provide basic
life support functions, such as oxygen, splinting, and defibrillation before the arrival of
advanced level paramedics, provided by Transcare Ambulance, Inc. Figure 4.31 shows
the hourly response time performance for ALS calls last year. The overall smoother look
of the graph is due simply to more data points in the set. Nonetheless, the average
response time to a serious medical call in New Rochelle by the fire department is four
minutes and fifty-two seconds (0:04:52), with 90% of all of these types of calls answered
with just under seven minutes (0:06:59).
Risk Analysis and Facilities
108
Figure 4.30
STRUCTURE FIRE HOURLY RESPONSE TIME
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Risk Analysis and Facilities
109
Figure 4.31
CRITICAL MEDICAL RESPONSE TIME PERFORMANCE
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Risk Analysis and Facilities
110
There are many factors that can contribute to delaying a response (e.g., weather,
construction, etc.), but one that is ultimately controlled by firefighters and paramedics is
turnout time. Turnout time is elapsed between the dispatch and the unit becoming enroute
to the scene. For 24-hour-shift workers, it is not unusual for this delay to extend during
the overnight hours as seen in Figure 4.31. The CAD incident record dataset from
60 Control did not indicate the enroute time, so turnout time analysis cannot be
conducted.
In other cases, station design plays a role in the difficulty of a crew to reach the gear and
apparatus to exit the station. A crew may not be in the station, but in another building or
business when the alarm comes in, causing a longer turnout time. The conditions and
design of the fire station may play a factor in turnout time; this is discussed in a separate
section in this study.
Not all calls for service are truly a critical emergency, nonetheless they need to be
answered. To better assess response-time performance and to reduce the risk to
firefighters, the public, and property, a thorough review of dispatch procedures that
reduce the use of lights and sirens to non-emergent calls should be considered. A level of
criticality, similar to that being accomplished with EMS calls, should also be
accomplished for fire calls, with an appropriate response dictated. A public relations
campaign to reduce the amount of non-emergent calls to the fire department should also
be initiated to reduce the demand for services.
MUTUAL AID ANALYSIS
Mutual aid, as discussed in an earlier section, is when neighboring municipal fire
resources are requested into New Rochelle for a fire or medical call that requires more
apparatus and manpower than is available within the City at the time. Mutual aid is also
requested when all NRFD firefighters are busy or when a certain level of fire department
resources are drawn down. Under such circumstances mutual aid units are requested to
standby at NRFD station/s to help cover requests for services. Similarly, NRFD responds
to requests from other municipalities to help in like situations. This section examines the
impact of mutual aid assignments of other municipalities upon the New Rochelle Fire
Department.
Most importantly, the export of New Rochelle fire resources to neighboring communities
will be examined since it takes resources away from the City. According to the dispatch
Risk Analysis and Facilities
111
records, Figure 4.32 illustrates the calls that were listed as mutual aid to other
jurisdictions over the last six years.
Figure 4.32
MUTUAL AID TO OTHER JURISDICTIONS BY TYPE AND YEAR
According to the statistics in Figure 4.32, mutual aid to other jurisdictions in 2012
accounted for about 2% of total call volume. It can be seen that, once again, EMS type
calls account for the most dispatched mutual aid calls. However, looking deeper into the
data, the dispatch records reveal that many of these EMS calls that are categorized as
mutual aid have a New Rochelle address, as illustrated in Figure 4.33. The true total of
mutual aid appears to be just 36 calls in 2012.
Figure 4.33
MUTUAL AID BY JURISDICTION 2012
Figure 4.33 only lists calls addressed in the CAD record in other jurisdictions by mutual
aid incident types. If the viewpoint is widened to include all types of incidents (Figure
4.34), it appears that an additional 28 calls that are mutual aid exist in the record. Still,
this is less than 1% of total call volume in 2012 and most times (28/54); the facility
location was identified to be a fire station, indicating it was a stand-by assignment to
cover calls or prepare to assist the host department.
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Risk Analysis and Facilities
112
Figure 4.34
MUTUAL AID BY ALL TYPES TO OTHER JURISDICTIONS 2012
Besides supplying an address, city, and selectively, the facility name, the CAD dataset
also supplied geographic coordinates used to plot the calls on a map. When the calls that
were within the City were removed, the mutual aid calls plotted by coordinates remain.
While 53 of the 54 identified in Figure 4.34 remained, one call was identified as the
Scarsdale post office plotted just inside the City’s border. Another 22 were identified, but
had their city listed as New Rochelle but plotted outside the City border. One
understandable call was plotted at the very end of Premium Point Road, outside the City
but only accessible via New Rochelle. Of the other 21 calls with the city listed as New
Rochelle, 12 were at Exit 16 and 21 of the Hutchinson River Parkway either in
Eastchester or Scarsdale respectively. For 3 other calls, facility name was listed as
Larchmont, another was the Groton High School in Yonkers, one was at Post Road Plaza
in Pelham Manor, and one each in Mt Vernon and Eastchester. Two did not have accurate
coordinate entries to plot accurately, but found by further investigation to be within the
City’s limits. So 19 more calls may be considered truly mutual aid according to the call
plotting analysis, for a total of 73 calls in 2012. This equates to a mutual aid call was
received every fifth day by the New Rochelle Fire Department in 2012.
In concept, the closest neighboring municipal fire station should respond into New
Rochelle when mutual aid is requested. Figure 4.35 illustrates which department should
be called into which areas of New Rochelle under this concept. The map is divided into
time segments to represent a request as a first responder and a longer time segment to
represent additional manpower in the case of a multiple alarm fire scenario.
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