FY 2010-11 ANNUAL PERFORMANCE REPORT Portland Fire & Rescue Portland Fire & Rescue 55 SW Ash Street Portland, Oregon 97204 (503) 823-3700
http://www.portlandonline.com/fire
2 FY 2010-11 Annual Performance Report PORTLAND FIRE & RESCUE Portland Fire & Rescue (PF&R) is Oregon’s largest fire and emergency services provider. We provide an extensive range of public safety services including fire prevention, public education, and response to fire, medical, and other emergency incidents. For Fiscal Year (FY) 2010-11, PF&R was comprised of approximately 750 employees with an operating budget of $91.6 million.
PF&R operates 30 engine companies, nine truck companies, three fireboats, a rescue, and three squad units, including two specialized units for Chemical and Biological, Radiological/Nuclear and Explosive (CBRNE) response, and a specialized unit for Hazardous Materials (HazMat). These units allow PF&R firefighters to provide emergency services 24 hours a day, 365 days a year.
Emergency response is provided to 31 Fire Management Areas (FMA) from 30 stations strategically located throughout the City of Portland to maximize resources and provide the quickest possible response times. During FY 2010- 11, Station 23 was closed and the apparatus (engine, utility unit) were moved to Station 21.
Explanation of the Annual Performance Report The Annual Performance Report (APR) provides information about PF&R’s performance and effectiveness during FY 2010-11 in meeting the needs of its customers: the people who live, work, and visit the City of Portland. It illustrates the performance of PF&R through both statistical analysis and by describing programmatic accomplishments. As a result, this document presents both single- and multiple-year trends.
Organizationally, PF&R is divided into the Chief’s Office and four functional areas including Emergency Operations, Prevention, Training & Safety, and Management Services. The responsibilities and functions of these areas are described throughout the document.
Explanation of Report Organization/Contents This report begins by describing the City of Portland’s demographics. Following are reports from the Chief’s Office and PF&R’s four divisions. Narrative explanations are supported with tables, charts, graphs, and maps. The data presented demonstrate changes and trends over the past year and aid in projecting future needs.
PF&R seeks to constantly improve this document to meet the needs of its readers and customers and welcomes readers’ feedback.
3 Table of Contents City of Portland...... 6 Demographics of the Population We Serve ...... 6 Total Population of the City of Portland...... 6 Population Ethnicity Percentage ...... 7 Gender of Population Served...... 7 Percentage of People with Income Below Poverty Level...... 8 Median Age of Population ...... 8 Mission, Vision, and Principles...... 10 Organization Chart ...... 11 Map of Station Service Area...... 12
Office of the Chief...... 14 City of Portland Overall Resident Ratings of PF&R Services...... 14 Personnel Profile ...... 15 Number of Budgeted Sworn and Non-Sworn Full-Time Equivalent Employees...... 15 Diversity & Gender of Sworn Employees...... 16 Diversity & Gender of Non-Sworn Employees...... 16
Emergency Operations...... 17 Sections within EOPS ...... 17 Emergency Response ...... 18 Response Time...... 18 Response Time at 90th Percentile...... 18 All-Call Response Times at 90th Percentile by Fire Block ...... 20 Summary of Calls for Emergency Services...... 21 Response Workload, by Situation Found...... 21 Top Ten Reasons for Fire Response by Initial Dispatch Code ...... 22 Incidents Per 1,000 Residents ...... 22 Company Response by Station ...... 24 Response Reliability by Fire Management Area ...... 26 Response Reliability by Fire Management Area 2010-2011...... 27 Fire Values and Losses...... 28 Civilian Fatalities Caused by Fire ...... 29 Civilian Fire Fatalities...... 29 Total Residential Property Fires Broken Out by Subtype...... 30 Greater Alarms ...... 30 Emergency Medical Services...... 31 Top Ten Reasons for EMS Response ...... 32 EMS Patients Served, by Call Type...... 32 Station/Community Partnership Activities ...... 33
4 Table of Contents Prevention Division ...... 34 Sections within Prevention...... 34 Public Education...... 35 Youth-Caused Fires...... 35 Youth Fires as a Percentage of Total Fires ...... 36 Plans Review and Permits ...... 36 Prevention Revenue by Permit Type ...... 36 Building Permit and Land Use Reviews...... 37 Code Enforcement...... 37 Code Enforcement Inspections & Violations...... 38 Prevention Division/Fire Station Company Inspections...... 38 Pre-Scheduled Biannual Inspections Completed...... 39 Prevention Division/Code Enforcement Inspections ...... 39 Fire & Arson Investigation...... 40 Investigations and Adjudications...... 40 Investigations by Final Judgment of Cause...... 40 Arson by Type...... 41 Prevention Administration ...... 41
Management Services...... 42 Sections within MSD...... 42 Business Operations...... 42 Logistics...... 42 Public Information ...... 42 Social Media Subscribers ...... 43 Website Visitors...... 43 Finance ...... 43 Number of Invoices Processed ...... 44 Budget By Division...... 45 Budget By Category...... 45 Resources by Category...... 46 Full-Time Budgeted Employees by Division...... 46 Business Services...... 47 Number of Ordinances Submitted...... 47 Planning & Customer Services ...... 48 2010-2015 Strategic Plan Implementation...... 48 Logistics...... 49 Number of Front-Line Emergency Apparatus...... 50 Average Age in Years of Front-Line Vehicles ...... 50 Average Year-End Odometer Reading of Front-Line Vehicles ...... 50 Work & Supply Request System...... 51 Number of Apparatus and Building Repair Work Orders Completed ...... 51
Training & Safety ...... 52 Sections within Training ...... 52 Firefighter Injuries by Duty-Type...... 53 Firefighter Injuries by Emergency Situation...... 53
Conclusion ...... 54
5 City of Portland Demographics of the Population We Serve Although predictions of population growth are subject to the national economy, some predictors forecast a population increase of as much as 60 percent, to over three million people, over the next 30 years*. Because of Oregon’s strong land-use planning laws, growth is expected to occur in two ways.
Residential and commercial development may occur in lands currently designated by Metro as “urban reserves.” Additional growth may occur in lands currently within the Urban Growth Boundary (UGB) through the process of “backfilling” on unbuilt land with high-density residential construction. Based on Metro’s evaluation of buildable lands within the UGB and urban reserves, PF&R can expect a population increase of between 9,000 and 20,000 people per year (three to six percent annual population growth).
*Source: Metro Regional Authority, 2035 Regional Transportation Plan
Total Population of the City of Portland FISCAL YEARS 2006-2011
Population Change = Population Change = Population Change = Population Change = 600,000 +1.0% +2.4% +0.3% -0.01%
500,000
400,000
300,000 582,130 583,835 583,775 562,690 568,380
200,000
100,000
0 2006-07 2007-08 2008-09 2009-10 2010-11*
Population
Source: Portland State University, College of Urban & Public Affairs, Population Research Center http://www.pdx.edu/prc/annual-population-estimates *Population Research Center certified population estimate as of July 1, 2010 based on 2010 census
6 Population Ethnicity Percentage CALENDAR YEARS 2006-2010
2006 2007 2008 2009 2010 American Indian / 1.3% 1.8% 1.0% 0.7% 0.8% Alaskan Native Asian 7.0% 6.4% 6.4% 6.5% 7.4% Black / African 6.6% 6.4% 6.3% 6.5% 7.8% American 9.0% 8.5% 8.8% 9.0% 10.1% Hispanic or Latino Native Hawaiian / 0.4% 0.5% 0.5% 0.4% 0.6% Pacific Islander White / European 78.1% 78.3% 79.2% 78.2% 79.6% American Two or More Races 3.2% 3.7% 4.5% 4.3% 4.0%
Some Other Race 3.3% 3.0% 2.1% 3.4% 4.4% Percentages will not equal 100 percent because categories overlap. Source: U.S. CensusSource: Bureau, U.S. Census 2010 Bureau, American 2010 American Community Community Survey Survey http://www.census.gov/acs
Gender of Population Served CALENDAR YEARS 2006-2010
70.0%
60.0%
50.5% 50.9% 50.7% 50.9% 49.5% 49.1% 49.3% 49.1% 49.7%50.3% 50.0%
40.0%
30.0%
Percentage of Males & Females & Males of Percentage 20.0%
10.0%
0.0% 2006 2007 2008 2009 2010
Male Female Source: U.S. Census Bureau, 2010 American Community Survey http://www.census.gov/acs 7 Percentage of People With Income Below Poverty Level PAST 12 MONTHS Percentage of People With Income Below Poverty Level in Past 12 Months
30.0%
24.5% 25.0% 23.7% 25.0%
19.8% 20.0% 18.5%
15.3% 15.0% 12.2%
9.0% Percent of Population of Percent 10.0%
5.0%
0.0% Related Children Related Children Adults Aged All people Under Age 5 Ages 5 - 17 65 years & Over
City of Portland United States Source: U.S. Census Bureau, 2010 American Community Survey http://www.census.gov/acs
Median Age of Population CALENDAR YEARS 2006-2010 50
40 37.4 37.1 37.8 35.3 35.5
30 Median Age Median
20
10
0 2006 2007 2008 2009 2010 Source: U.S. Census Bureau, 2010 American Community Survey http://www.census.gov/acs 8 9 Portland Fire & Rescue’s Mission, Vision, & Principles
OUR MISSION Portland Fire & Rescue aggressively and safely protects life, property, and the environment.
OUR VISION The community we serve is safe from fire and other emergencies because of our leadership, preparedness, and responsiveness.
OUR PRINCIPLES We save lives and property. We set high standards for ourselves. We are highly trained. We are fiscally responsible. We are responsive to our customers. We are good neighbors.
10 Organizational Chart PF&R is divided into the Chief’s Office and four functional areas including Emergency Operations, Prevention, Training & Safety, and Management Services.
PortlandPortland Fire Fire & &Rescue Rescue PORTLANDOrganization FIRE &Chart RESCUE FY 10-11 ORGANIZATION CHART
Commissioner Randy Leonard
Fire Chief
John Klum Employee Human Assistance Resources Program Coordination
Emergency Management Prevention Training & Safety Operations Services Division Division Division Division
Senior Business Division Chief Fire Marshal Division Chief Operations Manager John Nohr Erin Janssens Scott Fisher Jack Graham
Fire Fighter Emergency Business Apparatus Public Trainee Response Services Maintenance Education Program
Emergency Plans Building In-Service Medical Finance Review & Maintenance Training Services Permitting
Planning & Hazardous Station Code Customer Recruiting Materials Operations Enforcement Services
Special Public Harbor Safety Operations Information Master Officer
BOEC Fire & Arson Television Liaisons Investigations Services
Battalion Training Administration Headquarters Academy
Emergency Management
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5 1 Office of the Chief JOHN KLUM, FIRE CHIEF The Office of the Chief provides overall direction and management of PF&R. The Chief ensures that PF&R complies with Federal, State, and local regulations in the areas of fire suppression, emergency medical services, fire prevention, investigation, and disaster mitigation. Additional functions include Human Resources and Employee Assistance.
Human Resources Human Resources oversees employee selection and retention, the labor/ management committee, labor relations, diversity development, affirmative action, legislative analysis, performance management, records retention, and workforce planning.
Employee Assistance Program This program provides support for human resources, specializing in confidential counseling to help firefighters and all staff deal with the immediate and long-term emotional impact of the emergencies they encounter in the line of duty.
City of Portland Annual Community Survey Each year, the City of Portland surveys thousands of randomly selected households, asking Portlanders their perceptions of the quality of a variety of City services. Results from the survey provide the public and Council with interesting and valuable information regarding resident satisfaction with services.
In 2011, survey results showed that 87 percent of residents remain positive about fire and emergency services. The majority of residents viewed City services, such as Parks and Recreation, Water, Police, 911, and Fire and Emergency Response as very good or good in 2011.
City of Portland OverallCity Resident of Portland Ratings of PF&R Services (PercentOverall Rating Resident Services Ratings As of Very PF&R Good Services or Good) (Percent Rating Services As Very Good or Good) FISCAL YEARS 2007-2011
2007 2008 2009 2010 2011 Fire & Emergency Services 91% 91% 91% 87% 87%
Source: City of Portland, 21st Annual Community Survey Results, December 2011 Source: Cityhttp://www.portlandonline.com/auditor/index.cfm?c=53775&a=376731 of Portland, 21st Annual Community Survey Results, Dec 2011 http://www.portlandonline.com/auditor/index.cfm?c=53775&a=376731
14 Personnel Profile In FY 2010-11, PF&R budgeted a total of 747 sworn and non-sworn Full-Time Equivalent Employees (FTE). One FTE is equivalent to one employee working full-time or equivalent employees working full-time. This included 692 sworn firefighters and 55 non-sworn staff. The following charts show the composition of PF&R’s workforce. Number of Budgeted Sworn & Non-Sworn Full-Time Equivalent Employees (FTE) FISCAL YEARS 2006-2011
800 755 756 752 747 727 55 55 53 55 700 50
600
500
400
677 700 701 699 692 300
200
100
0 2006-07 2007-08 2008-09 2009-10 2010-11
Sworn Non-Sworn
15
Diversity & Gender of Sworn Employees Diversity & Gender of Sworn Employees FISCAL YEARSFiscal Years 2006-2011 2006-2011
Diversity & Gender of Sworn Employees
2006-07 Fiscal2007-08 Years 2006-20112008-09 2009-10 2010-11 American Indian / Alaskan 3.0% 3.2% 3.5% 3.3% 3.2% Native 2006-07 2007-08 2008-09 2009-10 2010-11 Asian 4.8% 4.9% 5.2% 5.3% 5.5% American Indian / Alaskan 3.0% 3.2% 3.5% 3.3% 3.2% NativeBlack / African American 3.6% 3.7% 3.6% 3.6% 3.7% Asian 4.8%5.1% 4.9%4.8% 5.2%4.8% 5.3%4.8% 5.5%4.6% Hispanic or Latino Black / African American 3.6% 3.7% 3.6% 3.6% 3.7% Native Hawaiian / Pacific 0% 0% 0% 0% 0% 5.1% 4.8% 4.8% 4.8% 4.6% HispanicIslander or Latino White / European 83.2% 83.0% 82.2% 82.0% 82.0% Native Hawaiian / Pacific 0% 0% 0% 0% 0% American Islander 0.3% 0.4% 0.7% 1.0% 1.0% WhiteTwo or / MoreEuropean Races 83.2% 83.0% 82.2% 82.0% 82.0% American Two or More Races 0.3% 0.4% 0.7% 1.0% 1.0% Female (any race) 6.1% 6.0% 6.5% 6.4% 7.0%
Male (any race) 93.9% 94.0% 93.5% 93.6% 93.0%
Female (any race) 6.1% 6.0% 6.5% 6.4% 7.0% Diversity & Gender of Non-Sworn Employees Male (any race) Diversity &93.9% Gender of94.0% Non-Sworn 93.5% Employees 93.6% 93.0% Fiscal Years 2006-2011 FISCAL YEARS 2006-2011
2006-07 2007-08 2008-09 2009-10 2010-11 2006-07 2007-08 2008-09 2009-10 2010-11 American Indian / 0% 0% 0% 0% 0% American Indian / 0% 0% 0% 0% 0% Alaskan Native Alaskan Native Asian 4.8% 4.7% 6.5% 6.8% 7.4% Asian 4.8% 4.7% 6.5% 6.8% 7.4% Black / African American 3.3% 4.7% 4.8% 3.4% 4.4% Black / African American 3.3% 4.7% 4.8% 3.4% 4.4% Hispanic or Latino 4.8% 4.7% 4.8% 5.1% 7.4% Hispanic or Latino 4.8% 4.7% 4.8% 5.1% 7.4% Native Hawaiian / Pacific 0% 0% 0% 0% 0% Native Hawaiian / Pacific 0% 0% 0% 0% 0% Islander Islander White / European 85.5% 84.3% 82.3% 83.0% 79.3% White / European 85.5% 84.3% 82.3% 83.0% 79.3% American American Two or More Races 1.6% 1.6% 1.6% 1.7% 1.5% Two or More Races 1.6% 1.6% 1.6% 1.7% 1.5%
Female (any race) 54.8% 53.1% 54.8% 49.2% 50.0% Female (any race) 54.8% 53.1% 54.8% 49.2% 50.0%
Male (any race) 45.2% 46.9% 45.2% 50.8% 50.0%
16 Emergency Operations JOHN NOHR, EMERGENCY OPERATIONS DIVISION CHIEF Emergency Operations (EOPS) are PF&R’s primary mission and the most critical service we provide to the community. It is the primary means by which the Bureau saves lives and property for the people who live, work, and visit here. Sections within EOPS include:
Emergency Response Engines, aerial ladder trucks, command staff, and a variety of specialized apparatus are quartered throughout the city to provide emergency response to the community.
Emergency Medical Services (EMS) This section provides oversight and management of the training, certifications, policies, and procedures necessary to function as EMS first responders.
Hazardous Materials PF&R’s Hazardous Materials Coordinator and Team comprise one of 13 state-wide hazardous materials response units. Personnel are specially trained to operate equipment and respond with technical expertise to all types of hazardous materials incidents.
Special Operations Highly trained firefighters and specialized equipment mitigate problems in the Marine Program, Land-based Shipboard Firefighting Unit, the Hazardous Materials Response Team, Dive Team, and Technical Rescue Team.
Bureau of Emergency Communications Liaisons PF&R has a liaison on duty each day that works out of the 911 Center to coordinate coverage for our Fire Management Areas. At times, stations may need to go out of service for mandatory drills and trainings and it is necessary for the liaison to ensure adequate coverage for all of PF&R’s stations.
Battalion Headquarters Battalion Headquarters is responsible for ensuring that PF&R has required personnel with specialties to meet its 24/7 staffing requirements for all stations.
Emergency Management This section provides first-hand emergency response experience by offering expertise in emergency management planning and exercise development. The Portland Bureau of Emergency Management (PBEM) performs a key liaison role with government agencies to help train and develop Emergency Coordination Center responders.
17 Emergency Response Emergency response is the core service provided by PF&R. As a modern day fire and emergency service provider, PF&R is a data-driven organization. Emergency response statistics are closely tracked and monitored, and the data used for operational and strategic planning. The emergency operations section of this report displays a vast amount of data related to response times, call volume and workload, call types, major incidents, response reliability, EMS, and civilian deaths. Narratives and interpretations of the displayed data are included.
Response Time “Response time” is the time from dispatch to arrival on-scene, including both turnout and travel time. PF&R’s response time goal is 5 minutes and 20 seconds or less, 90 percent of the time.
Response times are measured at the 90th percentile, which means that 90 percent of the time PF&R is falling within the response time listed on the graph or chart. Response times displayed at the 90th percentile are consistently above the 5 minute and 20 second goal.
Response Time at 90th Percentile FISCAL YEARS 2003-2011 Response at 90th Percentile
8:24
7:17 7:09 6:57 7:00 7:09 7:00 7:10 7:13 7:12 Response Time Goal = 5:20
6:00
4:48
3:36 Minutes & Seconds & Minutes
2:24
1:12
0:00 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Response at 90th Percentile
18 PF&R delivers service to the citizens of Portland through a network of 30 fire stations in 31 FMAs. These stations each have pre-defined response areas known as Fire Management Areas (FMAs). FMAs are intricately defined response zones that reflect each station’s exact response area. They are not simple or symmetric, and are based solely on response times. For dispatch purposes, FMAs are often referred to as a station’s “first-due” area.
Fire units are commonly referred to as “companies.” A “company” is an apparatus and its crew, generally four firefighters. For example, an aerial ladder truck with its crew is referred to as a truck company. The same is true for an engine company, heavy rescue company, etc. The following charts display data related to call volume. This includes citywide, by FMA, by individual companies, and by call type.
19 k c . o N l W O B N K e E r i R A 1 3 F S T y N E B M E 0 E L 3 9 e s 2 N E l e l 2 E i i 7 E t C M M 4 S I - n T 1 N L e O 1 L 3 , 1 c A 0 2 1 E 1 r T E 2 U R e
- 9 2 1 E O 0 H R P - W 8 N 1 2 1 , 5 E h 2 0 D , 5 t . N H 0 2 9 0 U C 0 T O r 9 A F P a 0 4 t N 2 1 S I O e 3 a I 3 D 2 1 T : Y A S s 1 U 2 T l 1 7 1 T N e I 8 4 a E 2 S 4 0 1 M 3 c Y m E 5 i B s 5 L 1 i S E 6 T FISCAL YEAR 2010-2011 8 T 1 E F N e M 6 E I 2 D T Time Elements: Dispatch, En-route, On-Scene En-route, Dispatch, Elements: Time s I C 6 n 1 N I o L 2 L 2 p 7 A 2 s G N e All-Call Response Times at 90th Percentile by Fire Block Fire by All-Call 90th Percentile at Response Times I T Reflecting all incidents by situation found, where all time elements are known. known. are allelements time where found, by situation Reflecting all incidents R C s E a l L l F A r e n E i r a e e R M s r t s s n C 8 o n e o i 0 0 0 - o n i p d 0 0 0 l t S h : : : a s o l a 6 7 8 h r e t b t r o - - - S R e A t 0 1 1 1 r e e e A a 2 2 0 0 o r r d / i i : : : : F W F 5 5 6 7 M N n e g e L
20 Summary of Calls for Emergency Service FISCAL YEARS 1986-2011
70,000
60,000
50,000
40,000
30,000 Count of Runs
20,000
10,000
0
7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 8 8 8 9 9 9 9 9 9 9 9 9 9 0 0 0 0 0 0 0 0 0 0 1 1 ------6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 8 8 8 8 9 9 9 9 9 9 9 9 9 9 0 0 0 0 0 0 0 0 0 0 1 9 9 9 9 9 9 9 9 9 9 9 9 9 9 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2
Response Workload, By Situation Found FISCAL YEAR 2010-2011
TYPE OF CALL COUNT Medical Aid/Rescue Calls 47,945 Service Calls 6,394 False Calls 5,208 Good Intent Calls 3,104 Fire/Explosion 1,673 Mutual Aid * 1,397 Hazardous Conditions 1,266 Other Situation Found 149 Over Pressure Rupture, Explosion, Overheat 50 Natural Conditions 5
TOTAL 67,191 *Mutual Aid is the voluntary exchange of fire protection/medical services between adjoining jurisdictions * asMutual mutually Aid is the agreed voluntary by contract. exchange ofPF&R fire protection/medical currently participates services inbetween mutual adjoining aid agreements jurisdictions with as mutually all fire agreed agencies by contract.bordering PF&R the currently City of participates Portland. in In mutu thisal instance, aid agreements data withreflects all fire agenciesmutual aid bordering “given” the by City PF&R of Portland. crews toIn thisbordering instance, fire dataagencies. reflects mutual aid “given” by PF&R crews to bordering fire agencies.
21 Top Ten Reasons for Fire Response by Initial Dispatch Code
Top Ten FISCALReasons for Fire YEAR Response 2010-2011 by Initial Dispatch Code Fiscal Year 2010-2011
Top Ten Reasons for Fire Response by Initial DispatchVehicle/Trailer Code Fire Fiscal Year 2010-2011 500 Miscellaneous Fire Vehicle/Trailer Fire 450 500 475 Grass/Bark Dust/Tree Fire Miscellaneous Fire 400 Power Line/Pole Down/Arcing 450 415 Grass/Bark Dust/Tree Fire 408 Residential Fire 350 400 372 Power Line/Pole Down/Arcing Dumpster/Garbage Can/Trash Fire 300 Residential Fire 350 309 Electrical Problem Dumpster/Garbage Can/Trash Fire 250 300 Appliance/Equipment Fire Electrical Problem 200 250 Cold Fire*
Number of Incidents Appliance/Equipment Fire 150 186 Commercial Fire 200 172 152 Cold Fire* Number of Incidents 100 124 Commercial Fire 150 113 50 100
0 50 * Cold fires are defined as fires that have been extinguished either on their own or by someone other than firefighters.* Cold0 fires are defined as fires that have been extinguished either on their own or by someone other than firefighters.
* Cold fires are defined as fires that haveIncidents been extinguished Per either 1,000 on their Residents own or by someone other than firefighters. FISCAL YEARS 2005-2011
140
110 116 116 117 113 115 120
100
80
60
40
20
0 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
PF&R Incidents per 1,000 Population 22 23 Company Response by Station FISCAL YEAR 2010-2011
STATION TOTAL UNIT RUNS* COMPANY RUNS
1 6,928 E01 2,776 T01 2,202 S01 1,864 R01 4 DV1 8 RC01 72 TR1 2
2 2,521 E02 1,356 T02 1,038 R02 127
3 4,598 E03 2,784 T03 1,814
4 4,551 E04 2,706 T04 1,845 5 1,169 E05 1,169 6 539 E06 366 FB6 154 FB6R 1 RB6 18 7 7,164 E07 3,640 T07 2,994 R07 453 HM07 51 RC07 22 HC121 4
8 2,565 E08 1,511 T08 1,053 E08ST 1 9 2,589 E09 2,585 MC9 4 10 845 E10 785 RHB10 36 WT10 12 AU10 12 11 4,525 E11 2,500 R11 2,025 12 2,585 E12 2,542 RHB12 36 AU12 7
24 Company Response by Station, Continued FISCAL YEAR 2010-2011
STATION TOTAL UNIT RUNS* COMPANY RUNS
131 6,9284,459 E01E13 2,7762,637 T01T13 2,2021,822 14 2,502 E14S01 1,8642,502 15 507 R01E15 5074 16 863 DV1E16 8568 BU16RC01 727 17 1,141 E17TR1 9972
2 2,521 FB17E02 1,35695 RB17T02 1,03849 18 1,664 R02E18 1,652127
3 4,598 BU18E03 2,78412 19 2,958 E19T03 1,8142,946
4 4,551 R19E04 2,70611** E19STT04 1,8451 205 1,5581,169 E20E05 1,5581,169 216 1,013539 E21E06 945366 RB21FB6 15459 FB6RUT21 91 22 2,378 RB6E22 1,34118 7 7,164 E07T22 1,0073,640 BU22T07 2,99419 UT22R07 45311 23 721 HM07E23 70051 RC07UT23 2122
24 2,027 HC121E24 2,0124 8 2,565 HS24E08 1,51113 FU24T08 1,0532 25 4,271 E08STE25 2,3981 9 2,589 E09T25 1,8732,585 26 1,568 MC9E26 1,5684 2710 241845 E27E10 237785 RHB10BU27 364 28 2,243 WT10E28 2,24312 29 1,945 AU10E29 1,93312 11 4,525 BU29E11 2,50010 UT29R11 2,0252 3012 2,9592,585 E30E12 2,9592,542 31 3,068 RHB12E31 3,06836 Grand Total 78,665 AU12 7 Unit Runs * 78,665
Key: E = Engine, T = Truck, S = Squad, R = Rescue
Specialty units cross-staffed by on-duty Engine, Truck, or Rescue crews AU = Air Unit BU = Brush Unit DV = Dive Unit FB = Fire Boat FU = Foam Unit HM = HazMat Unit HS = Heavy Squad (CBRNE Squad) MC = Mobile Command Center RC07 = Reconnaissance (“Recon”) RB = Rescue Boat RC = Rescue Craft RHB = Rehab Unit TR = Trench Unit USAR = Urban Search and Rescue UT = Utility Unit WT = Water Tender
* Not to be confused with incident counts. Each incident may have multiple unit responses. ** Rescue 19 is no longer in service as of July 2010 due to budget reductions.
Note: The construction phase of the G.O. Bond Facility Improvement Program began in FY 99-00, and is expected to continue through 2012. During this time period, stations have been newly built, relocated or remodeled. Because some units are moved during this process, counts may appear quite different than in past years.
Please see page 58 for a detailed explanation of the G.O. Bond Facility Improvement Program. 25 Response Reliability by Fire Management Area “Response reliability” is a measurement (percentage) of time that units are available to take calls within their FMA. When a unit cannot take the call (already assigned to a call, out of service for mechanical reasons, training, etc.), a unit from an adjoining FMA is sent. Because multiple units are available, multi-company stations tend to have higher response reliability. Stations 11 and 19’s response reliability percentages - among the lowest in the City - were greatly improved when two-person Advanced Life Support (ALS) rescues were added to those stations. However, in July 2010, Rescue 19 was placed out of service due to budget reductions.
Response Reliability by Fire Management Area FISCAL YEARS 2007-2011
PERCENT OF TIME RESPONDED
TO CALLS WITHIN 1ST DUE FMA FMA 2007-08 2008-09 2009-10 2010-11 1 96.5% 94.6% 65.1%** 97.0% 2 93.1% 95.5% 95.0% 94.2% 3 95.5% 93.5% 92.7% 96.3% 4 96.4% 94.5% 93.3% 96.4% 5 91.9% 86.8% 82.1% 92.9% 6 89.3% 88.9% 85.3% 86.9% 7 96.6% 95.3% 95.7% 94.8% 8 96.7% 97.4% 95.7% 97.4% 9 88.5% 88.6% 87.7% 89.4% 10 93.0% 92.1% 91.8% 94.2% 11 89.9% 96.9% 97.5% 96.7% 12 88.3% 89.6% 89.6% 89.7% 13 96.8% 96.7% 96.9% 96.8% 14 88.7% 88.6% 88.7% 89.9% 15 94.3% 91.8% 88.8% 95.6% 16 95.7% 96.3% 91.0% 94.2% 17 88.4% 88.4% 88.8% 88.3% 18 89.2% 89.6% 90.0% 90.1% 19 90.2% 97.2% 97.6% 87.6%*** 20 93.2% 90.8% 92.9% 93.6% 21 36.0% 22 96.9% 96.7% 97.3% 98.1% 23 91.1% 97.1%* 91.3% 17.1%† 24 87.5% 88.8% 87.3% 88.1% 25 96.5% 96.4% 97.2% 97.9% 26 92.2% 90.8% 91.8% 92.2% 27 95.0% 92.6% 97.3% 95.0% 28 89.7% 89.0% 89.3% 89.4% 29 91.7% 90.5% 90.5% 90.8% 30 89.6% 89.2% 90.1% 89.3% 31 86.6% 87.7% 89.1% 69.2%± Bureau-wide 93.0% 92.4% 92.3% 90.5%
Runs to FMAs where the first due station was closed for G.O. Bond remodeling have been excluded. * Station 23’s dramatic increase in FY 08-09 response reliability resulted from Squad 1 moving to Station 23 as a second unit for the duration of the Station 1 remodel.
** Station 1 was closed for remodel during most of FY 2009-10. *** Rescue 19 is no longer in service as of July, 2010 due to budget reductions. † Station 23 was closed during FY 2010-11. Station 23 apparatus (engine, utility unit) were moved to Station 21. ± Station 31 was closed for demolition and reconstruction during FY 2010-11. Engine 31 was moved to Gresham Fire Department Station 74 during construction.
26 a e r A t n e m e t g i a n n U a t s r M i F e f r i A % o 0 r F y 9 e t E s i y h l n n i g b i a o b R i h t H a e % i T a l r t c 4 A r e o S 9 n e 1 R 3 - e a w % r e T i o 0 5 s m F L 9 9 r n N o o f p r E s e e R P M 0 3 9 2 E 2 7 G A 1 1 N 0 1 A 2 1 1 2 - M 0 9 1 E 1 0 R 8 I 2 2 5 2 F R 9 Y A B E 0 4 2 1 Y Y 3 3 2 1 T FISCAL YEAR 2010-2011 L I 1 L 2 A 1 7 I 1 another nearby unit is tasked to respond first. respond to tasked is unit nearby another 8 4 C 2 B 4 0 1 3 S A I 5 I 5 F 1 L 6 8 Response Reliability by Fire Management Area Area Management Fire by Response Reliability 1 E 6 2 R E 6 1 S 2 N 2 7 2 O P S E R Response reliability shows the percentage of time the first due station is able to take calls within their Fire Management Area. The remainder of the time, ofthe time, remainder The Area. Management to calls take Fire able within their is station due time the first of the percentage shows reliability Response 27 Fire Values and Losses FISCAL YEAR 2010-2011
Structure Total Total Value of Exposed Property...... $3,048,081,334 Total Loss...... $11,543,262 Structure Fire Loss per $1,000 of Exposed Property...... $3.79
Mobile Total Value...... $12,307,296 Total Loss...... $2,071,178 Mobile Fire Loss per $1,000 of Exposed Property...... $168.29
Other Total Value...... $235,776,281 Total Loss...... $435,779 Other Fire Loss per $1,000 of Exposed Property...... $1.85
TOTAL PROPERTY VALUE...... $3,296,164,911 TOTAL PROPERTY LOSS OF ALL PROPERTIES...... $14,050,219
28 Civilian Fatalities Caused by Fire FISCAL YEARS 1996-2011
12 11
10
8 8
7 7 77
6 6 6
5 5 5 Fatalities
4 4 4
3 3
2
0
7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 -9 -9 -9 -0 -0 -0 -0 -0 -0 -0 -0 -0 -0 -1 -1 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 9 9 9 9 0 0 0 0 0 0 0 0 0 0 1
Civilian Fire Fatalities Civilian Fire FISCALFatalities YEAR Fiscal 2010-2011 Year 2010-2011
46 year old white male, November 23, 2010. Died due to smoke inhalation. The fire cause was arson.
85 year old white female, December 09, 2010. Died due to complications of cutaneous burns. The fire cause was lit candle ignited clothing.
64 year old white female, April 03, 2011. Died due to complications of smoke inhalation and cutaneous burns. The fire cause was undetermined.
29 Total Residential Property Fires Broken Out by Subtype FISCAL YEAR 2010-2011
3%
1 or 2 Family Residence 29% Group Living (Boarding House/Dorms)
Hotels, Motels, B&Bs
Mobile Home Park
Multi-Family Residence
1% 64% Miscellaneous Residential 1% 2%
Greater Alarms The fire service uses predefined responses for specific emergencies. For example, in Portland a commercial building fire automatically dispatches four engines, two trucks, and two chief officers (one for incident command and one for safety). This is known as a “first alarm assignment”, and it includes the appropriate apparatus and personnel necessary to begin operations on this type of incident. Similar preset responses are defined for residential fires, wildland fires, ship fires, hazardous material incidents, major medical events, etc. The fire service traditionally refers to this grouping of apparatus as a “box assignment” or “box alarm.”
If a fire or other incident progresses beyond the capabilities of the first alarm assignment, fire commanders at the scene can call for a 2nd alarm. This brings another group of equipment and personnel that is identical to the first alarm assignment. This allows the fire commander to know ahead of time what she or he is requesting and exactly what will be dispatched. If the first alarm was four engines, two trucks, and two chief officers, the 2nd alarm assignment will be exactly the same. All alarms sounded after a 2nd alarm (3rd alarm, 4th alarm, 5th alarm) are an assignment of three engines and one truck.
Each alarm above a first alarm also assigns specific support equipment based on the type of incident. This includes safety officers, public information officers, fire investigators, air supply and personnel rehab units, and other specialized equipment. All PF&R box alarms can be upgraded through a 5th alarm.
Greater alarms began tapering off in approximately 2001, with the concept of “front-loading” first alarm assignments with enough equipment and personnel to effectively manage and mitigate incidents before they progressed to the point of needing additional alarms. This, combined with an additional chief officer assigned to all structure fires, has increased the efficiency and capabilities of many first alarm assignments and helped reduce the need for escalating incidents to a greater alarm.
30 Greater Alarms FISCAL YEARS 2001-2011
25
21
20 18 18 18
16 16
15 12
10 10
10 8
5
0
2 3 4 5 6 7 8 9 0 1 -0 -0 -0 -0 -0 -0 -0 -0 -1 -1 1 2 3 4 5 6 7 8 9 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2
Emergency Medical Services The Emergency Medical Services (EMS) Office is continually positioning itself to meet future increases in demand for emergency medical care for residents and visitors to Portland. The EMS office supports our firefighters by providing equipment and training to meet those demands. We currently provide Advanced Life Support (ALS) paramedic services from each of our fire stations.
PF&R is continually implementing new ideas and medical treatments to provide citizens with the best emergency medical care options possible. The following charts display information about the most prevalent types of EMS calls to which PF&R responds.
31 Top Ten Reasons for EMS Response FISCAL YEAR 2010-2011 9,000 8,365
8,000
7,041 7,000
6,050 6,000 5,299 4,912 5,000
3,875
Incidents 4,000
2,757 3,000 2,663 2,324 2,232 2,000
1,000
0 l g s e a in ick nt se ult h S e o auma t min a eizur erd Tr re est Pain nsciou S Assa B co Ov Ch n ic Accid Abdo U aff Tr
EMS Patients Served, by Call Type FISCAL YEARS 2006-2011
24,454 25,000 22,186
19,631 20,350 19,732
20,000 13,371 10,812
9,380 9,955 9,666 15,000
Patients Served Patients 10,000
6,575 6,448 6,008 6,080 5,877
5,000 2,195 2,037 1,913 1,991 1,821
2,330 2,604 2,324 2,368 2,598
0 2006-07 2007-08 2008-09 2009-10 2010-11
Cardiac Respiratory Trauma All Other Note: Totals reflect available data on call type; not all patients could be definitively classified. 32 Each fire station has interactions with neighborhood associations and other community organizations within their Fire Management Area. The following chart highlights those activities.
Station/Community Partnership Activities FISCAL YEAR 2010-2011
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0 Other In-Station Outside Station Tours Outside Training For Smoke Detectors Adopt-A-School Activities Presentations Skill-Building Staff Hours (7,134) + Prep/Travel Time (1,488) = 8,622 Total Hours Spent Citizens Served (13,273)
33 Prevention Division ERIN JANSSENS, FIRE MARSHAL The goal of the Prevention Division is to save lives, property, and the environment by preventing fires before they start, and to identify the cause and origin of fires. Under the direction of the Fire Marshal, the Prevention Division works to reduce the frequency and severity of fires and other life-safety incidents through a multi-disciplinary approach that includes education, engineering, and enforcement. As an “exempt” jurisdiction, PF&R’s Prevention Division is responsible for most work typically performed by the Oregon State Fire Marshal. Sections within Prevention include:
Public Education The mission of the public education office is to create a more positive change in attitudes towards fire and life safety behaviors and inform the public of methods to keep fires and injuries from occurring. Our public education officers accomplish this through educating our at-risk population through various means, such as safety and prevention programs, presentations, pamphlets and brochures, public service announcements, and the Historic Belmont Firehouse and Learning Center. The Historic Belmont Firehouse and Learning Center provides an entertaining and educational showcase of the history of firefighting through exhibitions of artifacts while providing hands-on knowledge, skills, and education.
Plans Review and Permitting This group performs plans review, where construction and development plans are evaluated for compliance with fire and life safety codes. Inspector specialists also issue permits and provide inspections for short-term, event- driven activities, and other high-risk activities.
Code Enforcement The Code Enforcement section identifies and abates fire hazards in commercial buildings, institutional occupancies such as schools and hospitals, multi-family housing of three or more units, and marine-related operations.
Harbor Master The Harbor Master provides inspection and oversight to the maritime industry, floating structures, and waterways. The Harbor Master supports the cruise ship industry and safe docking of visiting ships, regulates fireworks displays over the City’s waterways, conducts code enforcement inspections at moorages, and regulates the safe launch of all new barges and ships.
Fire and Arson Investigation Cross-trained in law enforcement, members of this section save lives and property by determining the cause of fires, identifying arson situations, and helping to put dangerous criminals behind bars.
34 Public Education Inspectors assigned as Public Education Officers provide fire and life safety education throughout the City. The Public Education team focuses their efforts on reducing the most common causes of fires, especially in populations with higher-than-average risk of death and injury – children, people with disabilities, and the elderly.
This section manages a breadth of programs ranging from proper installation of smoke alarms, the adverse impacts of illegal fireworks, to fire-safety learning for all populations.
The Youth Firesetting Intervention Program is designed to assist families with children who are exhibiting fire- setting behavior. Specially trained Fire Inspectors educate children about fire safety and the consequences of fire, and also meet with parents regarding firesetting intervention techniques.
If a serious problem is identified, the family is referred to one of several community partners who then provide more comprehensive intervention services. The following charts display data related to Public Education Office activities and demonstrates that the Youth Firesetting Intervention Program has dramatically reduced the number of youth-caused fires.
Youth-Caused Fires FISCAL YEARS 1996-2011
250
207 207
200 182 177 175 172 163
154
150 140 131
110 114
100 80
62
50
25
0 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11
35 Youth Fires as a Percentage of Total Fires FISCAL YEARS 1996-2011
10.0%
9.0%
8.2% 8.0% 7.6%
7.0% 6.7% 6.7% 6.8% 6.3% 6.1% 6.0% 6.0% 5.9% 5.5% 5.7% 5.0% 4.4%
4.0% 4.0%
3.3% 3.0%
2.0%
1.5% 1.0%
0.0% 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 Plans Review and Permits The Prevention Division manages the regulatory functions of PF&R. Plans for new construction are reviewed for adherence to fire and life safety codes, and permits are issued for other construction-related activity. Other high-risk activities such as public assemblies and use of explosives, are also regulated and controlled through the permit process.
PreventionPrevention Revenue Revenue By By Permit Permit TypeType Total PermitTotal Permit Revenue Revenue = = $1,417,542 $1,417,542 FISCAL YEAR 2010-2011
Public Assembly/Special Use $331,624 23%
Facilities Permit Program $486,325 35%
Suppression Systems/Sprinklers $105,927 7%
Fire Alarms $84,318 6%
Plans Review $409,348 29% 36 Building Permit and Land Use Reviews FISCAL YEAR 2010-2011 TYPE OF ACTIVITY COUNT
BDS Fire Review Facility Program Fire Plan Review 1,213 Fire Alarm 266 Fire Sprinkler 344 Fixed System 13 Commercial Fire Plan Review 812 Occupant Load 102 Land Use/Early Assistance Review Response Sent 219 No Concerns 319
Gideon Office Fire Alarms 285 Fire Sprinklers 432 Fixed System 127 HazMat/Tank 86 Paint Booth 7 Private Fire Hydrant 3 Public Assembly 864 Lockbox 142 Fireworks Display 16 Fireworks Retail 75 Propane Cooking 349
TOTAL 5,674
Code Enforcement The Prevention Division improves public safety through a comprehensive fire and life safety code enforcement program. Businesses, public institutions, and multi-family housing (triplex and larger) are inspected for fire and life safety hazards every two years. In addition, fire inspectors conduct special inspections at the request of other fire personnel and local residents.
Prior to 1997, the Fire Marshal’s Office conducted code enforcement inspections with staff on temporary detail. In 1997, City Council adopted the Enhanced Fire Protection (EFP) program, a fee-for-service inspection program with dedicated staff. The following Code Enforcement Activity graph demonstrates the sharp increase in inspections and resulting code violations. The EFP program has undergone several changes since its inception, but the basic concept has remained unchanged.
Fire inspections are conducted by both full-time fire inspectors and fire station personnel. Fire inspectors have extensive training and focus their efforts on occupancies with more complex, high-risk fire and life-safety concerns such as large industrial operations. Firefighters inspect smaller, less complex spaces such as office buildings and apartment complexes within their Fire Management Areas (FMA). The following charts display data relating to inspections. 37 Code Enforcement Inspections and Violations FISCAL YEARS 1996-2011
40,000
35,000
30,000
25,000
20,000
15,000 Count of Inspections
10,000
5,000
0
-97 -98 -99 -00 -01 -02 -03 -04 -05 -06 -07 -08 -09 -10 -11 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 9 9 9 9 0 0 0 0 0 0 0 0 0 0 1 9 9 9 9 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2
Inspections Reinspections Violations Found Violations Abated
Prevention Division/Fire Station Company Inspections FISCAL YEARS 2003-2011
30,000
25,287 24,448 24,004 23,894 25,000 23,554 21,986
20,000 16,607 15,441
15,000 Number of Inspections 10,000
5,000
0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Company Inspections Prevention Division Inspections 38 Pre-Scheduled Biannual Inspections Completed FISCAL YEARS 2003-2011
25,000
20,000
78%
75% 71% 65% 70% 70% 15,000 62% 60%
10,000 Number of Inspections
5,000
0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Inspections Scheduled Inspections Completed Note: Inspections occur on a rolling year, rather than a fiscal year. There is not necessarily a one-to-one congruence between scheduled and completed inspections. The percentage label represents completed Prevention Division/Code Enforcement Inspections inspections compared to inspections scheduled during that fiscal year. FISCAL YEAR 2010-2011
Prevention Division/Code Enforcement Inspections FISCAL YEAR 2010-2011
No Fee/Special Requested Inspections 3,909 17%
No Fee - Reinspections 4,801 20% Fee - Regular Inspections 14,169 60%
Fee - Reinspections 603 3%
39 Fire and Arson Investigation In 2010-11, the overall arrest rate for potential arson-related offenses was 26.7 percent. The case clearance rate, which includes arrests and exceptional clearances, was 29.3 percent. Exceptional clearances are defined as cases where the suspect’s true identity is known, but for various reasons (e.g., suspect placed under psychiatric custody or has left the State) the District Attorney or victim declines to prosecute. The following charts display data about arsons and types of investigations performed.
InvestigationsINVESTIGATIONS and AND Adjudications ADJUDICATIONS FISCALFISCAL YEAR YEAR 2010-2011 2010-2011
ARSON FIRES INVESTIGATED
JUVENILE ADULT TOTAL PF&R Investigation Unit 17 245 262 Total 17 245 262
Total Fires Investigated: 903 ARRESTS AND CLEARANCES 2% JUVENILE ADULT TOTAL ARRESTS 10% PF&R Investigation Unit 18 52 70
Total 18 52 70
EXCEPTIONAL CLEARANCES 0 7 7
12%
CONVICTIONS BASED ON PF&R INVESTIGATIONS JUVENILE ADULT TOTAL 47% 0 13 13
Investigations by Final Judgment of Cause FISCAL YEAR 2010-2011
Total Fires Investigated:Total Fires 903 Investigated: 903 2% 10%
29%
12% Accidental: 416 Arson Related: 262 47% Other Responses*: 112 Fires with Undetermined Cause: 94 Juvenile with Fire Incidents: 19
* Other responses includes: K-9, mutual aid, incendiary / improvised explosive device, etc.
29%
Accidental: 416 * Other responses includesArson Related: K-9, 262 mutual aid, incendiary/improvised explosive device, etc. Other Responses*: 112 40 Fires with Undetermined Cause: 94 Juvenile with Fire Incidents: 19
* Other responses includes: K-9, mutual aid, incendiary / improvised explosive device, etc. Arson By Type FISCAL YEARS 2006-2011
400
350
300
250
200 Arsons
150
100
50
0 2006-07 2007-08 2008-09 2009-10 2010-11 All Other 264 211 181 152 159 Vehicle 57 45 47 34 41 Other Structure 20 16 30 8 4 Commercial 3 6 60 56 38 Residential 43 35 27 23 20 Total 387 313 345 273 262
Note: Cases represented here include only those where PF&R was initially dispatched to an emergency. They do not include police-initiated investigations for incidents with no PF&R involvement. “Residential” includes multi- unit apartments, dormitories, hotels, etc. “Commercial” refers to all business, mercantile, defense, agricultural, industry, and manufacturing property.
Prevention Administration Prevention Administration includes the Fire Marshal, who has broad regulatory authority under City code, two Assistant Fire Marshals, and a Business Operations Supervisor. The Fire Marshal reports to the Fire Chief and is responsible for enforcement of National, Federal, State, and local fire codes. The Assistant Fire Marshals provide management oversight for day-to-day operations. The Business Operations Supervisor supervises the Division’s support staff, tracks revenues and expenditures, and provides management support to Division staff.
41 Management Services Division JACK GRAHAM, SENIOR BUSINESS OPERATIONS MANAGER
Management Services Division (MSD) provides the administrative staff and resources necessary to support PF&R services. MSD is divided into two branches: Business Operations and Logistics.
Business Operations Business Operations is comprised of four sections: Public Information, Finance, Business Services, and Planning & Customer Services. Public Information staff maintains the Bureau’s website and social media programs, develops messaging for the Bureau and provides the media and public timely and accurate information about emergency incidents. Finance staff is responsible for ensuring compliance with the City’s financial, budgetary, and procurement policies, procedures, and writing grant applications. Business Services staff processes payroll, coordinates information technology, and prepares contracts and agreements. Planning & Customer Services staff is responsible for strategic plan development and monitoring, statistical research and analysis, and general administrative support.
Logistics The Logistics Section is responsible for ensuring that all fire stations, facilities, and apparatus are maintained and that all stations have the supplies necessary to conduct operations. This section is also responsible for overseeing the General Obligation (G.O.) Bonds, which funds existing stations’ seismic upgrades, new station construction, and aging apparatus replacement.
Business Operations Sections Public Information The Public Information Team provides crisis communication, media relations, educational broadcast coordination, written narratives, publication and document development, speaking points for briefings, message development and consistency. The team communicates messages using resources including: newsletters, blogging, and other social media; web site organization; graphic design; records requests; and community outreach/information.
The following charts demonstrate the usefulness of PF&R’s website. In FY 2010-11, PF&R’s website was accessed over a million times. Activity statistics show that citizens most often viewed the Fire Blog, signed up on the Firefighter Recruitment Notification list, and sought information on PF&R’s stations, firefighting career opportunities, and press releases.
In FY 2009-10, PF&R initiated a new form of community outreach: social media. In September, 2009, PF&R began the Fire Blog. Fire Blog readership has continued to grow since the blog’s inception. Three Twitter accounts (general news, press releases, and recruiting) and a Facebook account let subscribers know when news has been posted on the Fire Blog. A YouTube account was established as well to market and advertise PF&R through video-sharing.
42 Social Media Subscribers FISCAL YEARS 2009-2011
Social Media Outlet FY 2009-10 # of Subscribers FY 2010-11 # of Subscribers Twitter joinPDXfire (for recruiting information) 68 123 PDXFire (general information) 533 1,855 PortlandFirePIO (news, press releases) 857 1,882 Facebook 1,701 2,976 E-Newsletter 425 YouTube 96 Video views 65,427 Fire Blog External Blog Hits 116,038 199,008 Internal Blog Hits 84,878 29,392 Website Visitors FISCAL YEARSWebsite Visitors 2009-2011 Fiscal Years 2009 - 2011 1,000,000
900,000 826,785 800,000 719,903 700,000
600,000
482,912 500,000
400,000
286,589 300,000
200,000
100,000
0 2009-10 2010-11
External Website Visitors Internal Website Visitors
Finance This section is responsible for ensuring compliance with all of the City’s financial, budgetary, and procurement policies, procedures, and guidelines. These duties are critical to maintaining PF&R’s financial integrity in addition to supporting the operational needs of PF&R. Services provided include procurement, accounts payable/receivable, budget development, developing accounting and budgetary policies and procedures, expenditure and revenue monitoring, preparing financial projections, and financial and capital plan development and monitoring.
The following chart shows the number of invoices that are processed for payment annually, and represent the volume of purchases that are necessary to maintain a 24/7 operation from 34 different locations. 43 Number of Invoices Processed NUMBER OF INVOICES PROCESSED FISCALFISCAL YEARS YEARS 2008-2011 2008-2011
10,000
8,997 9,000
8,057 8,000
7,000
6,000 5,287 *
5,000
4,000
3,000
2,000
1,000
0 2008 - 09 2009 - 10 2010 - 11
NUMBER OF INVOICES * Data available for seven months of fiscal year. SAP go-live date was November 26, 2008.
44 The following charts display data regarding PF&R’s expenditures and revenue at the end of fiscal year 2010-11.
Budget by Division BudgetTotal Budget By = $91,610,753 Division Year-End FY 2010-2011 Total Budget = $91,610,753 YEAR END FISCAL YEAR 2010-2011
Emergency Operations $63,784,158 70%
Training and Safety $5,671,501 6%
Management Prevention Svcs/Logistics $14,884,873 $6,742,281 16% 7%
Chief's Office $527,940 1%
Budget by Category BudgetTotal BudgetBy Category = $91,610,753 Total BudgetYear-End = FY $91,610,753 2010-2011 YEAR END FISCAL YEAR 2010-2011
Personal Services $78,753,783 External Materials & 86% Services $5,701,476 6%
Internal Materials & Services Capital Outlay $1,624,552 $5,530,942 2% 6%
45 ResourcesResources By by CategoryCategory* * Total TotalBudget Resource = = $91,610,753 $91,610,753 YEAR END FISCALYear-End FY 2010-2011YEAR 2010-2011
General Fund Discretionary $86,406,719 94%
General Fund Overhead Interagency Agreements $182,657 $1,644,456 0% 2%
Inter-Governmental $505,405 1% Licenses & Permits Other Charges for Services $1,409,318 $227,182 $1,235,016 2% 0% 1% * Excluding GO Bond proceeds ($7,121,000) for apparatus replacement. * Excluding GO Bond proceeds ($7,121,000) for apparatus replacement.
Full-Time Budgeted Employees by Division Full-Time BudgetedTotal Employees FTEs = 747 by Division TotalYear-End FTEs FY = 2010-2011 747 YEAR END FISCAL YEAR 2010-2011
Emergency Operations 614 82%
Training and Safety 28 4%
Prevention 59 Management 8% Svcs/Logistics 43 Chief's Office 6% 3 0%
46 Business Services This section processes payroll and personnel administrative (PA) actions, coordinates information technology, and prepares contracts and agreements. In FY 2010-11, Business Services generated over 20,000 payroll checks and continued the transition to SAP and resolved a large volume of time keeping, payroll and PA issues to ensure PF&R’s employees were paid correctly.
The Business Services section manages the Fire Information System (FIS) replatform project, which is funded by the City’s Public Safety Systems Revitalization Program (PSSRP). The purposes of the FIS replatform are to ensure the FIS applications continue to operate on a computer platform that is adequately supported by Microsoft, to improve the applications by incorporating the new features associated with the new platform, and to lay a strong foundation for future enhancements, especially mobile computing. Staff in this section also participated in the development and implementation of another PSSRP project, the computer aided dispatch system.
This section is also responsible for preparing ordinances related to PF&R’s business operations. Ordinances must be prepared in accordance with Charter and Code provisions, as well as procedures based on City Hall custom and Council direction. The chart below shows the number of ordinances, resolutions, and reports PF&R prepared and submitted to Portland City Council for action.
Number of Ordinances Submitted FISCALNUMBER OF YEARS ORDINANCES 2005-2011 SUBMITTED FISCAL YEARS 2005-2011
40
36 35 33 32
30 29 27
25
20
15 14
10
5
0 2005 - 06 2006 - 07 2007 - 08 2008 - 09 2009 - 10 2010-11
NUMBER OF ORDINANCES
47 Planning & Customer Services The Planning & Customer Services (P&CS) section is responsible for strategic plan development and monitoring, statistical research and analysis, and general administrative support.
PF&R’s overall strategic planning process consists of two parts: 1) strategic plan development, and 2) monitoring and tracking of the Bureau’s implementation of its five-year strategic plan. PF&R’s current strategic plan covers the five-year period 2010-2015 and contains a total of 140 strategies. A copy of PF&R’s 2010-2015 Strategic Plan can be found at: www.portlandonline.com/fire/10-15plan
Annually, PF&R’s Core Management Team reviews and selects approximately 1/5 of the plan’s strategies for implementation each fiscal year. If 1/5 of the strategic plan’s strategies are implemented each fiscal year, then the strategic plan will be achieved in the five year period. Fiscal year 2010-11 was the first year implementing the 2010-2015 strategic plan, and Core selected 48 strategies for completion during implementation Year 1. The chart below illustrates that of the 48 strategies assigned in FY 2010-11, 23 were completed. The remaining 25 uncompleted strategies are then “carried-over” to the next fiscal year, and the implementation process will continue in FY 2011-12.
2010-2015 Strategic Plan Implementation RESULTS THROUGH FISCAL YEAR 2010-2011 2010-2015 Strategic Plan Implementation Total StrategiesResults through in Strategic FY 2010-11 Plan = 140 Total Strategies in Strategic Plan = 140 60
48 50
40 Percentage of Total 5-Year Strategic Plan Implemented at End of Year 1 = 16% 30 25 23
20
10
0 FY 10-11 Year 1
Strategies Assigned For Completion Strategies Completed Uncompleted Strategies Carried-Over to Next FY
48 The P&CS section performs mapping and statistical research and analysis for the organization. Some statistical research and analysis is completed on a regular basis for reports PF&R completes on a regular schedule such as the Annual Performance Report and the Standard of Emergency Response Coverage. Other statistical research and analysis is completed on request. Mapping services include updating station map books, making maps as requested using ArcBridge GIS Mapping software, and ordering special request maps from Metro. P&CS also develops and regularly updates user guides and quick reference guides for the Bureau’s Fire Information Systems.
P&CS is responsible for providing ongoing maintenance of PF&R’s policy and procedures including General Orders and Operational Guidelines. General Orders (GOs) are permanent instructions, issued in order form, that apply to all members of PF&R. Operational Guidelines (OGs) are policies that guide decision making in all areas of emergency operations and response. In FY 2010-11, P&CS updated 19 GOs and 40 OGs. P&CS also creates and maintains the organization’s forms, either used by the public that are found on PF&R’s webpage, or designed for internal use only.
P&CS provides bureauwide general administrative support, including staffing for PF&R administrative headquarters front office and answering PF&R’s main administrative switchboard lines. P&CS assisted and provided information to over 8,000 callers in FY 2010-11. On average, 40-60% of administrative calls received each month concerned the Prevention division -- code questions, permitting, inspectors and inspections, billing and invoicing, investigations, public education, smoke detectors, outdoor burning, etc.
Logistics This section maintains and repairs all Bureau facilities, apparatus, uniforms, and equipment. Logistics staff is responsible for the purchase and delivery of all materials, supplies, and equipment. In FY 2010-11, Logistics completed approximately 3,150 apparatus work orders, 1,500 building repairs, and issued 9,200 uniform items.
The Station Operations staff is responsible for the purchase, warehousing and delivery of all materials, supplies, and equipment; for coordinating the purchase, outfitting, maintenance, and replacement of 110 CityFleet vehicles; and for negotiating with vendors, researching and evaluating certain new equipment and uniform items as well as providing training and support to station supply officers.
The Emergency Vehicle Maintenance staff performs 24/7 maintenance and repairs to all front-line fire apparatus (engines, trucks, rescues, and specialty units) and all reserve units. Apparatus Maintenance staff also perform final acceptance testing and warranty repairs on new apparatus as well as fabricating and custom fitting all fire fighting equipment on the apparatus.
49 Number of Front-Line Emergency Apparatus FISCAL YEARS 2003-2011
80
70
60 34 35 35 35 29 25 27 50 23
40 9 9 9 9 9 9 9 9
30
20 29 29 29 30 30 30 30 30
10
0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Engines Trucks *Other * Other includes rescues and the following specialty units: air, brush, dive, fire boat, foam, HazMat, heavy squad (CBRNE), mobile command center, reconnaissance, rescue boat, rescue craft, rehab, trench, urban search and rescue, utility, and water tender. Average Age in Years of Front-Line Vehicles FISCAL YEARS 2006-2011
2006-07 2007-08 2008-09 2009-10 2010-11 Engines* 8.4 9.4 6.4 7.5 8.5 Trucks** 9.6 10.6 11.56 12.56 11.44
* Front Line Engine Age Range: 2 - 18 years ** Front Line Truck Age Range: 1 - 18 years
Average Year-End Odometer Reading of Front-Line Vehicles FISCAL YEARS 2006-2011
2006-07 2007-08 2008-09 2009-10 2010-11 Engines* 75,159 80,471 60,695 72,644 81,228 Trucks** 62,478 68,403 74,454 80,682 76,973
* Front Line Engine Age Range: 2 - 18 years ** Front Line Truck Age Range: 1 - 18 years 50 The Facilities Maintenance staff maintains 34 facilities consisting of 30 active fire stations and four support locations. The Facilities staff performs maintenance, painting and repairs to building structures and adjacent features, mechanical systems, HVAC, electrical, plumbing, appliances, and tap-out systems. They repair and build furnishings and cabinetry. The Facilities staff supplements major remodeling projects and performs minor remodels to fit the needs of the fire stations.
The Work & Supply Request System is an internal, web-based tracking system PF&R personnel use to request apparatus repair, apparatus supplies, facility maintenance and repairs, station supplies, and uniforms. The following chart outlines the number of completed work orders for both apparatus and facility maintenance repairs over the past four fiscal years.
Number of Apparatus and Building Repair Work Orders Completed FISCALCompleted YEARS Work 2007-2011 Order
5000 4,659
4500 4,387 4,207 4,103 4000 1,510
3500 1,705 1,770 1,545
3000
2500
2000
1500 3,149 2,682 2,437 2,558 1000
500
0 2007-08 2008-09 2009-10 2010-11
Completed Apparatus Work Requests Completed Building Repair Requests
The Logistics section is also responsible for overseeing the General Obligation (G.O.) Bond implementation. On November 7, 1998 the citizens of Portland authorized the sale of $53.8 million in G.O. bonds for improvements to existing fire stations and the construction of new stations. On November 3, 2009 the citizens of Portland again passed another G.O. Bond of $27.7 million to build a new station and replace aging apparatus.
The first G.O. Bond proceeds were used to build three new stations, relocate five of the existing stations, and upgrade 20 facilities for seismic and operational requirements. The second G.O. Bond will be used to build Station 21 and purchase apparatus that is due or overdue for replacement over a five-year period from FY 2010- 11 through FY 2014-15. The G.O. Bond resources for apparatus replacement total $19.8 million and will pay for the purchase of 11 fire engines, four ladder trucks, two air units, two fire boats, three brush vehicles, one water tender, a dive apparatus, and grant match for a heavy rescue squad.
51 Training & Safety Division SCOTT FISHER, TRAINING & SAFETY DIVISION CHIEF
Training & Safety supports a safe working environment for all PF&R employees by ensuring that they have the knowledge, skills and abilities to perform their jobs safely and effectively. These activities range from in-service training on new techniques and equipment to on-going training to meet recertification requirements for state and federal agencies. Sections within Training & Safety include:
In-Service Training In-service training performs research, analyzes trends, and develops and delivers on-going training, testing, and skills maintenance for firefighters and PF&R personnel. Firefighters are exposed to a vast array of incident types and need continuous training to prepare them with the necessary skills, abilities, and experience to respond safely and effectively.
Training Academy The Training Academy provides new firefighters with the academic knowledge and physical skills needed to perform their jobs safely. Firefighters who successfully complete the academy transition to an active fire station where they are closely supervised and receive on-the-job experience.
Firefighter Trainee Program This program is designed for individuals who have no prior firefighting experience to be trained as firefighters. As trainees, these firefighters learn basic skills prior to entering the Training Academy. This program provides an opportunity for anyone to become a Portland firefighter and has been particularly successful in attracting underrepresented populations to the fire service and enhancing the diversity of PF&R’s workforce.
Recruiting PF&R’s Recruiter facilitates the firefighter recruitment and hiring process. In addition, the Recruiter coordinates and attends outreach activities such as local and regional job fairs, cultural events and community service events to provide information to individuals and answer questions about a career in firefighting. The Recruiter’s efforts are critical to attracting a diverse pool of candidates to PF&R who may not have otherwise considered firefighting as a career.
Television Services This group maintains a live television studio and develops in-house training videos, which allows and supports in-service training and communication to occur within the fire stations while the crews remain in service. In addition, TV Services’ live television programming line-up serves as an important communications vehicle from PF&R’s leadership to all bureau personnel.
The Safety Officer PF&R has developed and continues to support a culture of safety for its employees. The Safety Officer is charged with monitoring safety throughout the Fire Bureau and develops and implements policies that increase the safety of PF&R personnel who engage in emergency operations. This position responds to all multiple-alarm fires and unusual incidents, acting as the Incident Safety Officer. The Safety Officer performs post-incident reviews of all
52 major incidents and makes recommendations for improving firefighter safety based on lessons learned. The Safety Officer investigates all injuries to PF&R employees, implements solutions to emerging trends and coordinates the Bureau’s Safety Committee. The Safety Officer interprets rules and develops programs to meet Occupational Safety & Health Administration (OSHA) regulations for PF&R. Firefighter Injuries by Duty-Type FISCAL YEARS 2006-2011
300
94 250 Other* 118 112 122 Training 200 92 Non-Fire Emergency 43 Fire Ground 14 Response/Return 150 24 35 29 32 Firefighter Injuries 9
FISCAL YEAR 2005-2006 100 62 54 62 140 TYPE OF CALL NUMBER OF INJURIES 107Breathing Difficulties 7 50 Residential Fire 7 51 55 49 Commercial Fire 5 Trauma 5 10 12 12 10 9 0 Public Assist 4 2006-07 2007-08 2008-09 2009-10 2010-11 FISCAL YEAR 2008-2009 FISCAL YEAR 2008-2009 * The top three injury categories under “Other”F ISCALare: Y1)EAR strain, 2006-2007 sprain, muscularT YPEpain; OF C ALL2) NmiscellaneousUMBER other;OF INJURIES 3) TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES Residential Fire 12 wound, cut, bleeding, bruise Residential Fire 12 Residential Fire 7 Trauma 5 Trauma 5 Unconscious 7 Commercial Fire 4 Commercial Fire 4 Apartment Fire 6 Traffic Accident 4 Firefighter Injuries by Emergency SituationTraffic Accident 4 Public Assist 6 Automatic Fire Alarm 4 Automatic Fire Alarm 4 FISCALBreathing Difficulties YEARS 2005-20115 Smoke Invest. Structure 4 Smoke Invest. Structure 4
FISCAL YEAR 2005-2006 FISCAL YEAR 2007-2008 FISCAL YEAR 2009-2010 FISCAL YEAR 2009-2010 TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES FISCAL YEAR 2005-2006 TYPE OF CALL NUMBER OF INJURIES Breathing Difficulties 7 Trauma 13 Residential Fire 12 TYPE OF CALL NUMBER OF INJURIES Residential Fire 12 Residential Fire 7 Residential Fire 10 Trauma 8 Breathing Difficulties 7 Trauma 8 Commercial Fire 5 Apartment Fire 4 Commercial Fire 7 Residential Fire 7 Commercial Fire 7 Trauma 5 Commercial Fire 4 Apartment Fire 5 Commercial Fire 5 Apartment Fire 5 Public Assist 4 Sick / Unconscious 4 Chest Pain 5 Trauma 5 Chest Pain 5 Traffic Accident 5 Public Assist 4 Traffic Accident 5 FISCAL YEAR 2006-2007
TYPE OF CALL NUMBER OF INJURIES FISCAL YEAR 2010-2011 FISCAL YEAR 2006-2007 FISCAL YEAR 2008-2009 FISCAL YEAR 2010-2011 Residential Fire 7 TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES TYPE OF CALL NUMBER OF INJURIES Unconscious 7 Apartment Fire 9 Residential Fire 7 Residential Fire 12 Apartment Fire 9 Apartment Fire 6 Unconscious 5 Unconscious 7 Trauma 5 Unconscious 5 Public Assist 6 Traffic Accident 5 Apartment Fire 6 Commercial Fire 4 Traffic Accident 5 Breathing Difficulties 5 Seizure 5 Public Assist 6 Traffic Accident 4 Seizure 5 Chest Pain 5 Breathing Difficulties 5 Automatic Fire Alarm 4 Chest Pain 5 FISCAL YEAR 2007-2008 Public Assist 5 Smoke Invest. Structure 4 Public Assist 5 TYPE OF CALL NUMBER OF INJURIES FISCAL YEAR 2007-2008 Trauma 13 TYPE OF CALL NUMBER OF INJURIES FISCAL YEAR 2009-2010 53 Residential Fire 10 Trauma 13 TYPE OF CALL NUMBER OF INJURIES Apartment Fire 4 Residential Fire 10 Residential Fire 12 Commercial Fire 4 Apartment Fire 4 Trauma 8 Sick / Unconscious 4 Commercial Fire 4 Commercial Fire 7
Sick / Unconscious 4 Apartment Fire 5 Chest Pain 5
Traffic Accident 5 FISCAL YEAR 2010-2011
TYPE OF CALL NUMBER OF INJURIES Apartment Fire 9 Unconscious 5 Traffic Accident 5 Seizure 5 Chest Pain 5 Public Assist 5
Conclusion As readers, we hope that you have found this snapshot of PF&R’s organizational structure, services, and performance during the 2010-11 Fiscal Year helpful, informative, and insightful.
On behalf of the entire Portland Fire & Rescue organization, thank you to our valued customers and readers for the opportunity to serve you. It continues to be our great honor to be “Always Ready, Always There” for the Portland community in their time of greatest need. Thank you also to all the PF&R staff who worked to develop and produce the 2010-11 Annual Performance Report.
If you have questions, suggestions, or ideas for this or future Annual Performance Reports, please contact the Communications Group at 503-823-3383.
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