FY  2010-­‐2011  


Councilwoman  Cannaday  asked  Chief  Molina:  “What  type  of  programs  …  does  this  involve”  and  “what  is  the   attendance  of  children  to  these  programs”.  Here  are  some  of  Chief  Molina’s  responses:   • The  “New  Model”  changes  from  a  past  focus  on  just  children,  adults,  seniors,  and  business;  to  now   adding  an  EMS  component  to  our  Fire  Safety  classes  through  utilization  of  the  Board  of  Health  that  is   now  under  the  Fire  Department.   Fact  Check:  Prior  to  now,  the  FD  and  Board  of  Health  did  not  combine  resources  and  accomplishments.   Attendance  numbers  reported  in  the  past  were  based  on  programs  conducted  through  the  Fire  Prevention   and  Operation  divisions  



• Using  the  “New  Model”  (which  Molina  states  engages  all  firefighters,  two  or  three  inspectors  and   himself),  we  have  “raised  our  [education]  target  from  18k  persons  in  2006,  to  a  new  target  of  33k   persons”  and  “we  are  building  on  the  past  efforts  by  adding  a  focus  on  working  with  churches,  the  YMCA   and  ethnic  diverse  groups”.   Fact  Check:  Chief  Molina  never  stated  whether  more,  less  or  the  same  number  of  children  are  receiving   Fire  &  Safety  Classes.  Rank  and  file  firefighters  are  not  aware  of  any  “New  Model”  of  public  education.       There  have  been  no  Directives,  General  Operating  Procedure,  or  training  describing  a  “New  Model”.  Fire   Safety  &  EMS  Education  activities  of  the  Operations  Division  are  the  same  as  in  past  years  (i.e.  fire  drills,   show  and  tells,  station  tours).  Fire  Safety  Education  activities  of  the  Prevention  Division  historically  have   been  conducted  by  two  uniform  personnel.  One  of  their  most  important  activities  consisted  of  Fire  Safety   rd th Education  classes  for  every  3  and  6  grader,  every  year.  Additionally,  they  conducted  many  classes  for   businesses,  special  groups,  two  Citizens  Fire  Academy  classes  a  year,  and  many  others.  The  Public   Education  section  of  Fire  Prevention  was  eliminated  and  the  personnel  moved  to  inspections;  many  of   these  past  Fire  Safety  Programs  are  no  longer  conducted.       The  following  information  is  taken  from  the  IFD  Annual  Report:  


FY  2011-­‐2012  

2006-­‐07:  1174  programs  conducted  with  18,094  attending   2007-­‐08:  1287  programs  conducted  with  29,645  attending   2008-­‐09:  1001  programs  conducted  with  25,933  attending   2009-­‐10:   404  programs  conducted  with  38,395  attending  

These  numbers  indicate  that  a  major  change  in  attendance  occurred  in  FY  07-­‐08  (One  can  deduce  that   increased  attendance  is  attributed  to  the  inclusion  of  Board  of  Health  presentations  and/or  a  new   methodology  for  counting  a  contact).  During  the  FY  2008-­‐09,  the  Public  Education  division  was  reduced   from  2  persons  to  only  1.  This  is  reflected  in  the  reduced  number  of  programs  held  and  persons  attending.   For  FY  2009-­‐10    there  is  a  major  change…the  Public  Education  Division  no  longer  exists  and  the  number  of   programs  conducted  is  now  1/3  what  it  was  in  FY    07-­‐08  yet  the  number  of  contacts  grew  by  13,000.  


For  many  years,  all  3 graders  received  a  very  intense  Safety  Program.  Our  Burn  House  was  donated  to   th, the  city  to  for  this  very  program.  The  Safety  Burn  house  has  not  been  used  in  a  school  since  May  8  2008   rd at  Davis  Elementary  School  where  118  3  graders  attended.  This  program  is  no  longer  provided.  


FY  2010-­‐2011  


  Councilman  Webb  questioned  directly  whether  Chief  Molina  has  enough  inspectors  to  do  required   inspections  and  whether  school  children  were  getting  as  much  FD  education  as  in  the  past.  

• Molina  did  not  respond  yes  or  no.  He  instead  stated  we  continue  to  do  education  in  the  schools  but   with  all  fire  fighters,  not  just  two  special  public  educators  as  in  the  past.  (See  public  education  section)   Molina  stated  we  continue  to  do  inspections  and  that  in  2005  we  conducted  about  9000  inspections   and  at  close  of  2010  we  conducted  about  10,998  (indicating  an  improvement).   Fact  Check:  These  are  the  Inspection  Numbers  reported  on  the  IFD  Annual  Report   2006-­‐07: 9,309 2007-­‐08: 10,  866 2008-­‐09: 9,916 2009-­‐10: 10,998 FYI-­‐  these  numbers  include  all  “Re-­‐inspections”.  A  re-­‐inspection  is  every  subsequent  visit  to  an   occupancy  necessary  to  complete  one  inspection.  The  type  of  occupancy,  the  size  of  the  building,   presence  of  fire  suppression  systems,  or  some  other  factor  such  as  the  non-­‐  compliance  of  the  owner   are  factors  that  increase  the  difficulty  and  amount  of  time  necessary  to  complete  the  inspection  of  a   single  occupancy.  This  fact  by  itself  will  cause  the  number  of  inspections  conducted  each  year  to   fluctuate.  The  numbers  reported  in  the  IFD  Annual  Report  is  more  of  an  “activity  report”  and  is  not  an   indication  of  the  occupancy  inspections  completed  or  the  probable  safety  of  buildings  in  Irving.  



FY  2011-­‐2012  

City  of  Irving  has  16541  occupancies  that  require  inspection.  Molina  stated  that  with  his  “New  Model”,  he   identified  the  occupancies  that  require  annual  inspections  and  those  that  only  need  inspection  every   other  year.  If  all  occupancies  were  inspected  on  the  every  other  year  plan,  it  would  require  over  8000   completed  occupancy  inspections  each  year.       Based  on  “Last  Date  Inspected”,  only  45%  of  Irving  occupancies  have  been  inspected  within  the  past  two   years.  This  means  that  55%  of  Irving  occupancies  have  not  been  inspected  within  the  2-­‐year  “New   Model”.  A  special  note:  23%  (3872)  occupancies  have  not  been  inspected  in  over  5  years.    Over  the  past   three  years,  Chief  Molina  has  moved  public  education  personnel  out  of  education  and  into  inspections,   and  has  authorized  40hrs  per  week  of  overtime,  just  to  keep  pace  with  past  performance;  which  does   not  meet  the  goals  or  needs.  Two  years  ago,  the  Chief  was  asked  by  council  for  a  staffing  plan  and  the   Chief  requested  three  more  inspectors.  Since  then,  we  have  eliminated  two  public  educators  from  Fire   Prevention  and  we  still  need  more  inspectors.    

Two  years  in  row,  the  Fire  Department  presentation  shows  a  “New  Measure”  for  Fires  Caused  by  code   violations  without  defining  what  this  means.  

FY  2010-­‐2011  

Chief  Molina  reports  a  substantial  drop  in  “Average  Emergency  Response  Times”   between  FY  07-­‐08  and  FY  08-­‐09  (no  updated  information  from  last  year’s  report  to  this   year).  The  Chief  indicates  that  the  IFD  Target  is  a  Five  Minute  average  response  (is  this  set   by  him  or  by  Council?).  The  Chief  attributed  this  improvement  to  the  following:  

1) In  District  Training;  2)  Demand  Coverage  and;  3)  Alternative  Deployment  

Fact  Check:  First,  the  reported  improvement  is  not  due  to  any  change  in  operations  but   rather  a  change  in  the  method  of  reporting.  In  2008,  code  one  responses  (no  lights  or   sirens)  were  eliminated  from  the  times  reported.  There  is  no  need  to  track  the  code  one   calls  for  purposes  of  meeting  a  goal,  but  showing  an  improvement  in  response  times  when   none  exist  should  not  be  done  without  an  asterisk  and  explanation.  

Secondly,  the  accepted  national  standard  for  response  times  is  outlined  in  NFPA  1710.  It  is   most  simply  stated  as:  Cities  are  to  meet  the  below  established  time  frame:  Respond  with   4  responders  on  scene,  90%  of  the  time:  

1)       Processing  Times  =  Time  to  receive  and  make  decision  on  who  to  send,  this  time  is   not  tracked  by  our  system.   2)       From  time  the  dispatch  is  completed  till  apparatus  is  out  of  the  Station  (aka  –   turn-­‐out  time)  =  80  seconds  for  fire   special  calls  and  60  seconds  for  EMS  calls   3)       From  out  of  the  Station  door  to  the  front  door  of  the  emergency  =  4  minutes  

FY  2011-­‐2012  

The  IFD  dispatch  system  does  not  track  times  in  a  manner  that  is  easily  adapted  to   compliance  with  the  National  Standard.  Assuming  an  average  of  90  seconds  for   process  and  turn-­‐out  time,  when  a  4  minute  drive-­‐time  is  added,  it  is  safe  to  assume   Irving  should  adopt  a  total  Response  Time  goal  of  5.5  minutes.  This  goal  should  be   met  90%  of  the  time  with  four  responders.  Since  IFD  responds  with  only  three   persons,  it  will  be  necessary  to  track  the  arrival  of  the  second  apparatus  on  scene;   until  such  time  Irving  has  4-­‐man  staffing.  

Irving  is  nowhere  close  to  meeting  the  National  Standard  of  90%  of  the  time  with  4   responders.  A  full  analysis  should  be  conducted  and  reported  so  that  Council  can  make   informed  decisions  about  our  response  capabilities.  The  IPFFA  has  GIS  tools  through  the   IAFF  to  help  cities  analyze  response  abilities.  All  that  is  necessary  is  cooperation.     Response  times  can  only  be  improved  with:  additional  stations  and/or  apparatus,  4   man  staffing,  re-­‐location  of  current  resources,  improved  routes/roads,  driving  faster   (not  a  good  idea),  and  technology  to  control  red  lights  (already  done  years  ago).

FY  2010-­‐2011  


Chief  Molina  spoke  on  Functional  Staffing  (Bike  Medics,  Swift  Water  etc)  where  the   IFD  will  “staff-­‐up”  for  special  events  or  predictable  weather  hazards.  This  type  of   staffing  is  a  great  idea  and  follows  past  practices  of  most  other  city  departments   (Police,  Streets,  water  etc.  but  new  to  us)  when  confronted  with  unusually  taxing   events.  

When  Functional  Staffing  is  accomplished  via  the  hiring  of  additional  personnel   utilizing  overtime;  there  is  improvement  to  both  the  citizens  of  Irving  and  safety  to   firefighters.  .There  has  been  times  when  on-­‐  duty  resources  have  been  utilized  to   cover  special  events  and/or  special  hazards.  It  is  at  those  times  where  citizens  and   firefighters  are  placed  at  an  increased  risk.  

Example:  Chief  Molina  talked  about  how  during  Heat  Advisories,  the  IFD  is  now   sending  two  additional  Engines  to  all  One  Alarm  fires.  This  is  for  the  safety  of   firefighters  and  is  greatly  needed.  These  two  Engines  bring  6  additional  FF’s  to  the   scene.  On  the  down  side,  two  districts  are  now  missing  their  Fire  Response   capabilities.  

Every  time  a  Fire  or  EMS  crew  is  on  a  call,  districts  are  left  vacant.  Nearby  districts   are  then  relied  on  to  “cover”.  If  a  district  is  surrounded  on  three  sides  by  other   districts;  there  is  potentially  a  slight  delay  in  response.  With  each  additional  crew   out-­‐of-­‐service  (on  a  call,  in  training,  at  a  special  event  etc);  the  response  time  is   further  delayed  and  risk  to  citizens  and  firefighters  grows  exponentially.  Having  4-­‐ man  crews  not  only  increases  the  safety  and  efficiency  of  all  crews,  but  it  allows  the   department  to  design  responses  to  fires  and  other  large  scale  events  so  that  more   companies  remain  in  their  districts…able  to  serve  citizens  faster  and  with  more   efficiency.  

FY  2011-­‐2012  

Maximizing  Staffing  Resources,  as  used  here,  is  focused  on  getting  the  most  out  of   each  firefighter  (Irving  Firefighters  are  trained  in  multiple  specialties;  tech  rescue,   swift  water,  hazardous  materials,  extrication,  tactical-­‐medics,  bike-­‐medics,   paramedics  and  of  course  –  structural  firefighting).  It  is  due  to  all  this  multi-­‐ functional  abilities  of  the  Irving  Fire  Fighter,  which  makes  it  extremely  important  for   the  City  of  Irving  to  continue  hiring  the  best  candidates  possible.  It  is  also  the  basis   for  continuing  the  education  and  certification  pays  while  establishing  and/or   maintaining  a  very  competitive  salary  structure.  

With  all  the  possible  maximization  of  IFD  talents,  it  still  comes  down  to  sending   “enough”  trained  people,  in  a  timely  manner,  to  get  the  job  done.  This  requires  more   staffing  than  what  the  IFD  has  currently  established  as  a  minimum.  

FY  2010-­‐2011  



The  Staffing  chart  used  in  the  FY  2010-­‐11  presentation  indicates  that  for  2006-­‐ 2010  that  no  positions  were  held  open  in  the  Fire  Department.  

Fact  Check:  In  FY  2009-­‐10,  two  positions  in  Fire  Prevention  were  vacated  by   retirement.  Both  have  been  held  open  until  July  2011  when  one  of  these  was  filled.   Just  after  the  FY  2010-­‐11  budget  presentations,  Fire  Prevention  lost  another   employee  in  November  2010  when  Chief  Molina  terminated  an  Inspector  and  that   position  is  still  held  open.       Councilman  Webb  asked  of  Chief  Molina:  “does  your  budget  include  the  re-­‐staffing   of  Engine  1  and  Truck  8  with  4  personnel”  (Referencing  a  July  directive  changing   minimum  staffing  on  these  two  Companies).  Councilman  Webb  further  asked  if   effective  October  1,  2011  whether  these  two  companies  would  be  restored  to  full   4-­‐man  staff.     Chief  Molina  responded  “yes”  and  then  went  on  to  state  there  has  never  been  a   reduction  in  staffing,  and  that  those  two  companies  get  priority  staffing  when   there  are  enough  personnel.     Fact  Check:  Chief  Molina  has  reduced  the  “Minimum  Staffing”  levels.  Prior  to  July   6th,  2011,  the  Daily  Staffing  levels  were  set  at  66  (any  less  required  hiring  overtime   per  IFD  OT  General  Procedure  #15).  Since  July  6th,  the  IFD  has  operated  under   orders  issued  via  email  by  Asst  Chief  Wilson;  the  new  minimum  staffing  level  is  64.     There  have  been  no  “Personnel  Reductions”  but  there  has  definitely  been  “Staffing   Reductions”.  Engine  1  has  been  reduced  to  three  on  25  shifts  and  Truck  8  reduced   to  only  three  on  37  shifts;  since  this  practice  was  implemented.      Battalion  Chiefs  were  informed  on  Sept  19th,  2011  that  this  practice  will  continue   after  the  new  FY.  This  is  a  direct  contradiction  to  the  answer  Chief  Molina  gave  to   Councilman  Webb’s  question  about  staffing  on  August  19th.      

FY  2011-­‐2012  

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