2019 Annual Report - Fort Worth, Texas

FORT WORTHFIREDEPARTMENT2019 ANNUAL REPORT

DOINGGOODSTUFF*

#

122,048RUNS2.6% INCREASE

Our Mission ContinuesBenjamin O. Keeton – J. Frank Powell – Frank P. Keniff – Alfred S. HayneWilliam M. Thompson – Frank Bishop – Frank Massingale – Robert R. CockeBrain William Collins -- Bobby W. Abshire – Harry Slate – Otis Harmon ReddenJohn Franklin Newman Jr. – J.E. Sadler – Gregory L Cocke – Charles L. SmithRobert Lane Keen – Phillip Wayne Dean – John M. Bennett – Louis E. FergusonPaul H. Lindsley – George Herbert Buckland Sr. – Joseph Edward WestmorelandTravis Scott Jackson – George E. Wilson – Joseph William BuswoldWillis Howard Bargsley – Charles R. Bostick – Harrison Henry Williams – Earl WarrenHenery L. Payne – Oscar W. McCain -- Melvin Eugene Kays – Van Buren MurhyHubert Elmo Barham – Richard S. Rockett – William Blake – Earl L. GammonsJohn OʼDonnell – Rickey C. Turner Sr. – Keven G. Teague

The Fort Worth Fire Department became a professional organization on November 21, 1893.126 years ago, it was tasked with protecting citizens from the perils of uncontrolled fires, wenow take an all-hazards approach to accomplishing our mission, as well as providingemergency medical services.

Captain

Keven Teague

1973 - 2019

We honor the memories of those who made the ultimatesacrifice in the delivery of our mission.

To serve and protect through education, prevention,preparedness, and response.

Our Mission ContinuesBenjamin O. Keeton – J. Frank Powell – Frank P. Keniff – Alfred S. HayneWilliam M. Thompson – Frank Bishop – Frank Massingale – Robert R. CockeBrain William Collins -- Bobby W. Abshire – Harry Slate – Otis Harmon ReddenJohn Franklin Newman Jr. – J.E. Sadler – Gregory L Cocke – Charles L. SmithRobert Lane Keen – Phillip Wayne Dean – John M. Bennett – Louis E. FergusonPaul H. Lindsley – George Herbert Buckland Sr. – Joseph Edward WestmorelandTravis Scott Jackson – George E. Wilson – Joseph William BuswoldWillis Howard Bargsley – Charles R. Bostick – Harrison Henry Williams – Earl WarrenHenery L. Payne – Oscar W. McCain -- Melvin Eugene Kays – Van Buren MurhyHubert Elmo Barham – Richard S. Rockett – William Blake – Earl L. GammonsJohn OʼDonnell – Rickey C. Turner Sr. – Keven G. Teague

The Fort Worth Fire Department became a professional organization on November 21, 1893.126 years ago, it was tasked with protecting citizens from the perils of uncontrolled fires, wenow take an all-hazards approach to accomplishing our mission, as well as providingemergency medical services.

Captain

Keven Teague

1973 - 2019

We honor the memories of those who made the ultimatesacrifice in the delivery of our mission.

To serve and protect through education, prevention,preparedness, and response.

“to rally our own ranksand reinforce the missionand simple call to leaveour city a little better atthe end of each shift thanwhen we started.”

of the FWFD are only possible becauseof the support and leadership of our city,

including CityManager DavidCooke and theCity Manager’sOffice, MayorBetsy Price, aswell as themembers of citycouncil andtheir staff. They,along with theother citydepartments ,share ourresponsibility

to meet the needs of a growing city. It isonly through our cooperation andpartnership that these needs continue tobe met. The Fire Department remainsgrateful for their continued support.

The Fire Department suffered anenormous loss in 2019 with the death ofCaptain Keven Teague who served theCity of Fort Worth with dedication andprofessionalism for over twenty-fiveyears. Keven’s memory will live foreverin our hearts and we are certain hecontinues to look over the members ofour department. As Deedra, Rhys, andPenelope adjust to changes in their livesthat they did not ask for, nor deserve;they will forever be members of theFWFD family and we will never forget.Keven’s death also serves to underscorethe disproportionate prevalence ofcancer among members of the fireservice and highlights the importance ofinitiatives undertaken by thisdepartment and other fire departmentsacross the nation to protect firefightersfrom exposure to carcinogens.

I hope the Fire Departmentcontinues to be a source of pride andinspires continued support from ourmany partners in the Fort Worthcommunity. I am proud to serve withthe men and women of this departmentand we remain committed to providingthe citizens and guests of Fort Worthwith the highest level of service.

Respectfully,James DavisFire Chief

4 5FWFD ANNUAL REPORT 2019 FWFD ANNUAL REPORT 2019

FIRE CHIEFJIM DAVIS

I am once again pleased to providethe Annual Report of the Fort WorthFire Department (FWFD). This year wehighlight accomplishments from each ofthe divisions. Since this was my first fullyear with the men and women of theFort Worth Fire Department, I not onlyspent much of my time getting to knowthe people who make up the departmentby visiting stations and going to calls,but also spent time getting to know theFort Worth community that we serveand the many partners who contributeto this work. Through thesepartnerships, we are able to leverage ourstrengths to produce the best outcomefor the community.

I continue to encourage allmembers of the Fort Worth Fire

Department to “Do Good Stuff” everyday and I’m pleased that many haveembraced this call, even using #DGS tocommunicate this among themselvesand to the larger community. The coverphoto on this report is an example. Thisphoto was not taken from a trainingexercise. Rather, it is from an actualrescue much like many othersperformed routinely by Fort WorthFirefighters. These are the incidents thatnecessitate the rigor of initial andongoing training. We will continue to#DGS and promote this to rally our ownranks and reinforce the mission andsimple call to leave our city a little betterat the end of each shift than when westarted.

The accomplishments and successExecutive Staff (Left to Right)

Dispatch Chiefʼs Letter

FireChiefJamesE. Davis

ExecutiveServices/FireMarshalAssistantChief

RayHill

Educational/LogisticServicesExecutiveAssistantChief

HomerRobertson

FireOperationsAssistantChiefLandonStallings

AdministrativeServicesAssistantFireDirector

MarkRauscher

BudgetAdministrationBudgetDevelopmentBudgetMonitoringRe-estimatesLongRangeFinancial ForecastResearchandAnalyses

PersonnelAdministrationPayroll

Workers CompensationMedical RecordsCoordinationPersonnelActionsRequests

OperationsAdministration/SpecialOpsMarkWare

Shift DeputyChiefB Shift

DerekThomas

Professional StandardsLieutenant

Fire Investigations/EODBattalion Chief

Fiscal ServicesCapital Improvement/NewProjectsPurchasingAccountsPayableAccountsReceivable

Acting ShiftDeputyChiefA Shift

ShellyDaleJones

CriminalInvestigation

Communications

Supply

Information TechnologyGIS

ITSupport&ManagementMapping

RecordsManagementSystem

Battalions 1-7AShift Battalions 1-7BShift

Battalions 1-7C Shift

Fire Safety EducationCaptain

Engineering

Vehicle Services

HazMatProgram

SCBAProgram

Wildland/UI Program

TechnicalRescueProgram

Tactical SpecialOperations

Fort W orth Fire Department

CommunityRiskReductionBattalion Chief

Updated 8/5/2019

Addressing

Fire InspectionsTechnical Inspections

SchedulingIncReports

EMS Supervisor AShift

Battalion Chief

EMS SupervisorB ShiftBattalion Chief

EMS SupevisorCShiftBattalion Chief

BuildingMaintenance

Logistics/SupportServicesDeputyChiefJamesBarton

FirePreventionDeputyChiefRickHicks

EmergencyOperationsPlan

EmergencyPreparedness,Mitigation, Response,Recovery

OutdoorWarningSystem

HomelandSecurityGrants

EmergencyManagementOfficeEmergencyManagementCoordinator

Maribel Martinez

Joint EmergencyOperationsCenter

EducationalServicesDeputyChiefRichard Jordan

Fire Prevention

Chaplain

EMS ChiefBattalion Chief

ChiefTrainingOfficerBattalion Chief

Recruit Training

ContinuingEducation

EmployeeDevelopment

EmergencyMedical Services

ProfessionalDevelopment

Shift DeputyChiefC Shift

Wayne Ross

Water RescueProgram

ARFFProgram

High-RiseProgram

Hiring/RecruitingCaptain

BombSquad

CommunityEngagement

Permits

ResearchandDevelopment

AdministrativeAssistant ExternalAffairsOffice Health andSafety

“to rally our own ranksand reinforce the missionand simple call to leaveour city a little better atthe end of each shift thanwhen we started.”

of the FWFD are only possible becauseof the support and leadership of our city,

including CityManager DavidCooke and theCity Manager’sOffice, MayorBetsy Price, aswell as themembers of citycouncil andtheir staff. They,along with theother citydepartments ,share ourresponsibility

to meet the needs of a growing city. It isonly through our cooperation andpartnership that these needs continue tobe met. The Fire Department remainsgrateful for their continued support.

The Fire Department suffered anenormous loss in 2019 with the death ofCaptain Keven Teague who served theCity of Fort Worth with dedication andprofessionalism for over twenty-fiveyears. Keven’s memory will live foreverin our hearts and we are certain hecontinues to look over the members ofour department. As Deedra, Rhys, andPenelope adjust to changes in their livesthat they did not ask for, nor deserve;they will forever be members of theFWFD family and we will never forget.Keven’s death also serves to underscorethe disproportionate prevalence ofcancer among members of the fireservice and highlights the importance ofinitiatives undertaken by thisdepartment and other fire departmentsacross the nation to protect firefightersfrom exposure to carcinogens.

I hope the Fire Departmentcontinues to be a source of pride andinspires continued support from ourmany partners in the Fort Worthcommunity. I am proud to serve withthe men and women of this departmentand we remain committed to providingthe citizens and guests of Fort Worthwith the highest level of service.

Respectfully,James DavisFire Chief


FIRE CHIEFJIM DAVIS

I am once again pleased to providethe Annual Report of the Fort WorthFire Department (FWFD). This year wehighlight accomplishments from each ofthe divisions. Since this was my first fullyear with the men and women of theFort Worth Fire Department, I not onlyspent much of my time getting to knowthe people who make up the departmentby visiting stations and going to calls,but also spent time getting to know theFort Worth community that we serveand the many partners who contributeto this work. Through thesepartnerships, we are able to leverage ourstrengths to produce the best outcomefor the community.

I continue to encourage allmembers of the Fort Worth Fire

Department to “Do Good Stuff” everyday and I’m pleased that many haveembraced this call, even using #DGS tocommunicate this among themselvesand to the larger community. The coverphoto on this report is an example. Thisphoto was not taken from a trainingexercise. Rather, it is from an actualrescue much like many othersperformed routinely by Fort WorthFirefighters. These are the incidents thatnecessitate the rigor of initial andongoing training. We will continue to#DGS and promote this to rally our ownranks and reinforce the mission andsimple call to leave our city a little betterat the end of each shift than when westarted.

The accomplishments and successExecutive Staff (Left to Right)

Dispatch Chiefʼs Letter

FireChiefJamesE. Davis

ExecutiveServices/FireMarshalAssistantChief

RayHill

Educational/LogisticServicesExecutiveAssistantChief

HomerRobertson

FireOperationsAssistantChiefLandonStallings

AdministrativeServicesAssistantFireDirector

MarkRauscher

BudgetAdministrationBudgetDevelopmentBudgetMonitoringRe-estimatesLongRangeFinancial ForecastResearchandAnalyses

PersonnelAdministrationPayroll

Workers CompensationMedical RecordsCoordinationPersonnelActionsRequests

OperationsAdministration/SpecialOpsMarkWare

Shift DeputyChiefB Shift

DerekThomas

Professional StandardsLieutenant

Fire Investigations/EODBattalion Chief

Fiscal ServicesCapital Improvement/NewProjectsPurchasingAccountsPayableAccountsReceivable

Acting ShiftDeputyChiefA Shift

ShellyDaleJones

CriminalInvestigation

Communications

Supply

Information TechnologyGIS

ITSupport&ManagementMapping

RecordsManagementSystem

Battalions 1-7AShift Battalions 1-7BShift

Battalions 1-7C Shift

Fire Safety EducationCaptain

Engineering

Vehicle Services

HazMatProgram

SCBAProgram

Wildland/UI Program

TechnicalRescueProgram

Tactical SpecialOperations

Fort W orth Fire Department

CommunityRiskReductionBattalion Chief

Updated 8/5/2019

Addressing

Fire InspectionsTechnical Inspections

SchedulingIncReports

EMS Supervisor AShift

Battalion Chief

EMS SupervisorB ShiftBattalion Chief

EMS SupevisorCShiftBattalion Chief

BuildingMaintenance

Logistics/SupportServicesDeputyChiefJamesBarton

FirePreventionDeputyChiefRickHicks

EmergencyOperationsPlan

EmergencyPreparedness,Mitigation, Response,Recovery

OutdoorWarningSystem

HomelandSecurityGrants

EmergencyManagementOfficeEmergencyManagementCoordinator

Maribel Martinez

Joint EmergencyOperationsCenter

EducationalServicesDeputyChiefRichard Jordan

Fire Prevention

Chaplain

EMS ChiefBattalion Chief

ChiefTrainingOfficerBattalion Chief

Recruit Training

ContinuingEducation

EmployeeDevelopment

EmergencyMedical Services

ProfessionalDevelopment

Shift DeputyChiefC Shift

Wayne Ross

Water RescueProgram

ARFFProgram

High-RiseProgram

Hiring/RecruitingCaptain

BombSquad

CommunityEngagement

Permits

ResearchandDevelopment

AdministrativeAssistant ExternalAffairsOffice Health andSafety


Fort Worth ProfessionalFirefighters Association

Dispatch 440 President

The International Association ofFirefighters (IAFF) granted the Fort WorthProfessional Firefighters Association theirCharter in October of 1935 as Local 440.Several years later the members of Local440 were one of the six charter locals forthe Texas State Association of Firefighters.There are currently 939 members of thebargaining unit represented by Local 440.The mission statement for Local 440 is asfollows: “To protect and advance thewages, benefits, working conditions andrights of all members – past, present andfuture.” Through this guiding principle,Local 440 serves as the primary labormanagement liaison with the Fort WorthFire Department Administration.

Local 440 is also actively involvedwith the Muscular Dystrophy Associationand manages their own Fort WorthFirefighter Charities. Through thisadditional organization, thousands ofdollars have been used to assist membersof the Fort Worth community through apartnership with Cook Children’s Hospitalto provide car seats, life jackets, and adrowning prevention program. They havealso been able to provide air conditionersfor residents in need.

We have maintained membership oneach fire department committee where wehave been able to provide input on behalfof our membership. It was the members ofLocal 440 on the Apparatus Committeethat pushed to have the TCU HornedFrogs branding emblazoned on the newQuint 21. Dickies Arena welcomed us aspartners by way of our seat licenses whenthey opened their doors last fall. Wefinalized our new Collective BargainingAgreement with the City in June and itexpires September 30, 2022. As wecompleted the first full year with ChiefDavis at the helm it was apparent therewas a new approach to an even betterlabor-management relationship as we haveworked collaboratively to solve a variety ofissues we have faced as a department.

Michael Glynn – PresidentRyan Zelazny – Secretary / TreasurerZac Shaffer – 1st Vice PresidentScott Streater – 2nd Vice PresidentThad Raven – 3rd Vice PresidentSkyler Ainesworth – TrusteeJeremy Bishop – TrusteeJosh Clark – Trustee

FWFD Contents

ADMINISTRATION8 FWFD Budget

EXECUTIVE SERVICES10 Bureau of Fire Prevention12 Arson Investigation & Bomb Squad13 Community Risk Reduction14 Recruitment15 Public Information Office

EDUCATIONAL & LOGISTICAL SERVICES16 Training21 Fire Alarm Office22 Fire Appratus & Vehicle Services23 Equipment Supply24 Office of Emergency Management

OPERATIONS32 Emergency Medical Services33 Fire - Aircraft Rescue Firefighting - Hazmat34 Technical Rescue - Swift Water & Dive Rescue

SIGNIFICANT PROGRAMS & EVENTS35 Facility Construction & Capital Improvements36 Community Partnerships

Annual Report TeamChief Jim Davis

Project ManagementAsst. Fire Dir. Mark Rauscher

Data & AnalysisMike Kazda, Doug Zedler

Design, Layout & PhotographyLt. Matt Brashear, Glen E. Ellman

DistributionEng. Mike Drivdahl

17

12

21 33

3728


Fort Worth ProfessionalFirefighters Association

Dispatch 440 President

The International Association ofFirefighters (IAFF) granted the Fort WorthProfessional Firefighters Association theirCharter in October of 1935 as Local 440.Several years later the members of Local440 were one of the six charter locals forthe Texas State Association of Firefighters.There are currently 939 members of thebargaining unit represented by Local 440.The mission statement for Local 440 is asfollows: “To protect and advance thewages, benefits, working conditions andrights of all members – past, present andfuture.” Through this guiding principle,Local 440 serves as the primary labormanagement liaison with the Fort WorthFire Department Administration.

Local 440 is also actively involvedwith the Muscular Dystrophy Associationand manages their own Fort WorthFirefighter Charities. Through thisadditional organization, thousands ofdollars have been used to assist membersof the Fort Worth community through apartnership with Cook Children’s Hospitalto provide car seats, life jackets, and adrowning prevention program. They havealso been able to provide air conditionersfor residents in need.

We have maintained membership oneach fire department committee where wehave been able to provide input on behalfof our membership. It was the members ofLocal 440 on the Apparatus Committeethat pushed to have the TCU HornedFrogs branding emblazoned on the newQuint 21. Dickies Arena welcomed us aspartners by way of our seat licenses whenthey opened their doors last fall. Wefinalized our new Collective BargainingAgreement with the City in June and itexpires September 30, 2022. As wecompleted the first full year with ChiefDavis at the helm it was apparent therewas a new approach to an even betterlabor-management relationship as we haveworked collaboratively to solve a variety ofissues we have faced as a department.

Michael Glynn – PresidentRyan Zelazny – Secretary / TreasurerZac Shaffer – 1st Vice PresidentScott Streater – 2nd Vice PresidentThad Raven – 3rd Vice PresidentSkyler Ainesworth – TrusteeJeremy Bishop – TrusteeJosh Clark – Trustee

FWFD Contents

ADMINISTRATION8 FWFD Budget

EXECUTIVE SERVICES10 Bureau of Fire Prevention12 Arson Investigation & Bomb Squad13 Community Risk Reduction14 Recruitment15 Public Information Office

EDUCATIONAL & LOGISTICAL SERVICES16 Training21 Fire Alarm Office22 Fire Appratus & Vehicle Services23 Equipment Supply24 Office of Emergency Management

OPERATIONS32 Emergency Medical Services33 Fire - Aircraft Rescue Firefighting - Hazmat34 Technical Rescue - Swift Water & Dive Rescue

SIGNIFICANT PROGRAMS & EVENTS35 Facility Construction & Capital Improvements36 Community Partnerships

Annual Report TeamChief Jim Davis

Project ManagementAsst. Fire Dir. Mark Rauscher

Data & AnalysisMike Kazda, Doug Zedler

Design, Layout & PhotographyLt. Matt Brashear, Glen E. Ellman

DistributionEng. Mike Drivdahl

17

12

21 33

3728

2020 WORKINGBUDGET BYFUNCTION

Emvergency Response

Administrative &Executive Services

Support Services

Community RiskReduction

Emergency Mgmt.


Dispatch Administration

BUDGETThe Fort Worth Fire Department

had a FY 2019 budget of over $150million dollars. By comparison, theadopted budget for FY 2020 isapproximately $160 million dollars.

As illustrated by the FY 2019 andFY 2020 budget breakdown, 90% of thebudget is tied to salaries/benefits, withless than 3% (approximately $ 4 . 4million) consisting of discretionaryfunding.

REVENUE The department receives revenue from various sources including building permits, inspectionfees, and providing fire protection services to Westover Hills and Westworth Village. The department also receives revenue to offsetthe costs of personnel required at large assemblies. Revenues totaled over $2.8 million dollars in FY2019. However, revenue isprojected to drop to $2.5 million dollars in FY2020 due to a decrease in building permit activity.

Annual Revenue

2019 Budget FY2019 - AdoptedPercent of

Total

TOTAL Salaries & Benefits $ 134,205,413 89%

Professional & Technical $ 6,494,708 4%

Utilities, Repairs, Rentals $ 4,822,281 3%

Other Purchased $ 1,328,989 1%

Supplies $ 3,012,540 2%

TOTAL General Operating &Maintenance

$ 15,658,518 10%

TOTAL Transfer Out $ 203,927 0%

TOTAL Budget Allocations $ 150,067,858

2020 Budget FY2020 - AdoptedChange from

2019Percentof Total

TOTAL Salaries & Benefits $ 144,141,168 $ 9,935,755 90%

Professional & Technical $ 6,570,390 $ 75,682 4%

Utilities, Repairs, Rentals $ 4,866,139 $ 43,858 3%

Other Purchased $ 1,275,107 $ (53,882) 1%

Supplies $ 3,102,522 $ 89,982 2%

TOTAL General Operating& Maintenance

$ 15,814,158 $ 155,640 10%

TOTAL Transfer Out $ 203,927 $ 0 0%

TOTAL Budget Allocations $ 160,159,253 $ 10,091,395

2020 Gen. O & M FY2020 - AdoptedPercent of

Total Budget

Non-Discretionary Accounts

ITS $ 5,100,000 3.2%

Fleet $ 4,200,000 2.6%

Utilities $ 1,100,000 0.7%

Risk/Death Benefits $ 987,000 0.6%

Discretionary Accounts $ 4,400,000 2.7%

Revenue Account Fiscal Year 2019Adopted

Fiscal Year 2020Submitted Change

Percentage ofTOTAL

Fire-Related/Mobile Fueling Permit $ 44,000 $ 44,000 $ 0 2%

Building Permit $ 1,280,250 $ 1,000,000 $ (280,250) 39%

False Fire Alarm Fees $ 45,750 $ 45,750 $ 0 2%

Fire Inspection Fees $ 550,000 $ 550,000 $ 0 22%

Fire Svc - Westover Hills $ 179,339 $ 180,524 $ 1,185 7%

Fire Svc - Westworth Village $ 353,816 $ 360,335 $ 6,519 14%

Misc. Revenue/Fire Report Fee $ 5,700 $ 5,700 $ 0 0%

Recovery of Internal Labor Costs $ 294,396 $ 294,396 $ 0 12%

Transfer from Airport $ 59,501 $ 59,501 $ 0 2%

TOTAL REVENUE $2,812,752 $2,540,206 -$272,546 100%

FY2012 FY2014 FY2016 FY2018 FY2020 Projected

$550,000

$550,000

$678,392

$537,813$476,504

$489,218

$560,428

$354,648

$283,405

$1,000,000

$1,280,250

$1,228,463

$1,211,721

$997,820

$918,550

$925,670

$755,095

$802,431

Building Permit Inspection Fee

2020 WORKINGBUDGET BYFUNCTION

Emvergency Response

Administrative &Executive Services

Support Services

Community RiskReduction

Emergency Mgmt.


Dispatch Administration

BUDGETThe Fort Worth Fire Department

had a FY 2019 budget of over $150million dollars. By comparison, theadopted budget for FY 2020 isapproximately $160 million dollars.

As illustrated by the FY 2019 andFY 2020 budget breakdown, 90% of thebudget is tied to salaries/benefits, withless than 3% (approximately $ 4 . 4million) consisting of discretionaryfunding.

REVENUE The department receives revenue from various sources including building permits, inspectionfees, and providing fire protection services to Westover Hills and Westworth Village. The department also receives revenue to offsetthe costs of personnel required at large assemblies. Revenues totaled over $2.8 million dollars in FY2019. However, revenue isprojected to drop to $2.5 million dollars in FY2020 due to a decrease in building permit activity.

Annual Revenue

2019 Budget FY2019 - AdoptedPercent of

Total

TOTAL Salaries & Benefits $ 134,205,413 89%

Professional & Technical $ 6,494,708 4%

Utilities, Repairs, Rentals $ 4,822,281 3%

Other Purchased $ 1,328,989 1%

Supplies $ 3,012,540 2%

TOTAL General Operating &Maintenance

$ 15,658,518 10%

TOTAL Transfer Out $ 203,927 0%

TOTAL Budget Allocations $ 150,067,858

2020 Budget FY2020 - AdoptedChange from

2019Percentof Total

TOTAL Salaries & Benefits $ 144,141,168 $ 9,935,755 90%

Professional & Technical $ 6,570,390 $ 75,682 4%

Utilities, Repairs, Rentals $ 4,866,139 $ 43,858 3%

Other Purchased $ 1,275,107 $ (53,882) 1%

Supplies $ 3,102,522 $ 89,982 2%

TOTAL General Operating& Maintenance

$ 15,814,158 $ 155,640 10%

TOTAL Transfer Out $ 203,927 $ 0 0%

TOTAL Budget Allocations $ 160,159,253 $ 10,091,395

2020 Gen. O & M FY2020 - AdoptedPercent of

Total Budget

Non-Discretionary Accounts

ITS $ 5,100,000 3.2%

Fleet $ 4,200,000 2.6%

Utilities $ 1,100,000 0.7%

Risk/Death Benefits $ 987,000 0.6%

Discretionary Accounts $ 4,400,000 2.7%

Revenue Account Fiscal Year 2019Adopted

Fiscal Year 2020Submitted Change

Percentage ofTOTAL

Fire-Related/Mobile Fueling Permit $ 44,000 $ 44,000 $ 0 2%

Building Permit $ 1,280,250 $ 1,000,000 $ (280,250) 39%

False Fire Alarm Fees $ 45,750 $ 45,750 $ 0 2%

Fire Inspection Fees $ 550,000 $ 550,000 $ 0 22%

Fire Svc - Westover Hills $ 179,339 $ 180,524 $ 1,185 7%

Fire Svc - Westworth Village $ 353,816 $ 360,335 $ 6,519 14%

Misc. Revenue/Fire Report Fee $ 5,700 $ 5,700 $ 0 0%

Recovery of Internal Labor Costs $ 294,396 $ 294,396 $ 0 12%

Transfer from Airport $ 59,501 $ 59,501 $ 0 2%

TOTAL REVENUE $2,812,752 $2,540,206 -$272,546 100%

FY2012 FY2014 FY2016 FY2018 FY2020 Projected

$550,000

$550,000

$678,392

$537,813$476,504

$489,218

$560,428

$354,648

$283,405

$1,000,000

$1,280,250

$1,228,463

$1,211,721

$997,820

$918,550

$925,670

$755,095

$802,431

Building Permit Inspection Fee


Dispatch Executive Services

EXECUTIVE SERVICES

BUREAU OF FIREPREVENTIONThe Bureau of Fire Prevention (BFP) effectively and efficiently addresses communityrisks by:• Preventing incidents from occurring• Reducing the overall impact of incidents when they do occur, and• Aligning prevention services with what customers value and want.

Fire inspections are conducted to positively impact:• Public safety• Firefighter safety• Property conservation

Per the City of Fort Worth Fire Code, all commercial businesses operating in the Cityof Fort Worth are to be inspected for fire code and life-safety issues. The FireDepartment has over 18,500 assigned commercial inspections to conduct annually.Approximately 16,000 of these are assigned to fire companies at the 43 fire stationsacross the city.

Additionally, there are about 2,500 special occupancies assigned to inspectors from theBureau of Fire Prevention. These facilities are greater than four stories in height or havea footprint that exceeds 200,000 SF. Sensitive facilities such as hospitals, daycares, andnursing homes with a capacity greater than 100, public assembly places with anoccupancy greater than 200, or facilities storing or processing hazardous materials arealso inspected by the Bureau of Fire Prevention.

On the next page are the number of inspections the BFP completed by occupancy typefor 2019. Approximately 85% of inspections were completed for the year.

Completed Commercial Inspectionsby Occupancy

Type Jan Feb March April May Jun July Aug Sept Oct Nov Dec Total

B-1 32 31 34 34 34 22 25 26 32 30 32 29 361

B-2 31 31 24 26 45 11 10 25 27 18 8 0 256

Hospitals /

Institutions12 12 11 16 7 8 15 13 10 2 6 6 118

B-3 25 21 21 20 14 17 15 13 13 12 14 14 202

B-4 24 15 24 26 19 15 22 27 11 11 7 9 210

B-5 45 43 41 42 38 23 33 38 30 23 12 5 324

B-6 0 8 18 28 34 18 20 8 15 23 12 21 205

Daycares 46 21 25 46 32 26 29 29 30 23 12 5 324

Schools 18 10 17 18 16 20 27 22 28 26 11 25 238

Total

Completed233 190 198 228 205 142 176 197 181 154 119 109 2,132

2,50016,00018,500

SPECIAL OCCUPANCIES ASSIGNED TOTHE BUREAU

COMMERCIAL INSPECTIONSCONDUCTED BY FIRE COMPANIES

TOTAL COMMERCIAL INSPECTIONS

Accomplishments• Establishment of the R2/

Apartment inspection unit in theBFP.

• Finalized the implementation ofbiennial risk-based inspectionsspecific to Operations for 2020.

• Special events management teamconcept established to meet thegrowing demand of special eventsthroughout the city, includingefficient streamlining of planningand coordination with venues.

• Involved in major developmentproject completions includingDickies Arena, American AirlinesHeadquarters, Facebook, MuleAlley-Stockyards, high-risebuildings, and many multi-familyapartment structures.

• Over $1.8 million in generatedrevenue.

Executive Services 2016 2017 2018 2019 2020Target

Number of commercial fire inspections completed 7,880 8,835 16,153 13,065 15,000

Clear 18% of arson cases 37.0% 26.4% 26.7% 36.4% 18%

Provide public education to 75,000 citizens 77,893 60,721 70,137 67,036 75,000



EXECUTIVE SERVICES

BUREAU OF FIREPREVENTIONThe Bureau of Fire Prevention (BFP) effectively and efficiently addresses communityrisks by:• Preventing incidents from occurring• Reducing the overall impact of incidents when they do occur, and• Aligning prevention services with what customers value and want.

Fire inspections are conducted to positively impact:• Public safety• Firefighter safety• Property conservation

Per the City of Fort Worth Fire Code, all commercial businesses operating in the Cityof Fort Worth are to be inspected for fire code and life-safety issues. The FireDepartment has over 18,500 assigned commercial inspections to conduct annually.Approximately 16,000 of these are assigned to fire companies at the 43 fire stationsacross the city.

Additionally, there are about 2,500 special occupancies assigned to inspectors from theBureau of Fire Prevention. These facilities are greater than four stories in height or havea footprint that exceeds 200,000 SF. Sensitive facilities such as hospitals, daycares, andnursing homes with a capacity greater than 100, public assembly places with anoccupancy greater than 200, or facilities storing or processing hazardous materials arealso inspected by the Bureau of Fire Prevention.

On the next page are the number of inspections the BFP completed by occupancy typefor 2019. Approximately 85% of inspections were completed for the year.

Completed Commercial Inspectionsby Occupancy

Type Jan Feb March April May Jun July Aug Sept Oct Nov Dec Total

B-1 32 31 34 34 34 22 25 26 32 30 32 29 361

B-2 31 31 24 26 45 11 10 25 27 18 8 0 256

Hospitals /

Institutions12 12 11 16 7 8 15 13 10 2 6 6 118

B-3 25 21 21 20 14 17 15 13 13 12 14 14 202

B-4 24 15 24 26 19 15 22 27 11 11 7 9 210

B-5 45 43 41 42 38 23 33 38 30 23 12 5 324

B-6 0 8 18 28 34 18 20 8 15 23 12 21 205

Daycares 46 21 25 46 32 26 29 29 30 23 12 5 324

Schools 18 10 17 18 16 20 27 22 28 26 11 25 238

Total

Completed233 190 198 228 205 142 176 197 181 154 119 109 2,132

2,50016,00018,500

SPECIAL OCCUPANCIES ASSIGNED TOTHE BUREAU

COMMERCIAL INSPECTIONSCONDUCTED BY FIRE COMPANIES

TOTAL COMMERCIAL INSPECTIONS

Accomplishments• Establishment of the R2/

Apartment inspection unit in theBFP.

• Finalized the implementation ofbiennial risk-based inspectionsspecific to Operations for 2020.

• Special events management teamconcept established to meet thegrowing demand of special eventsthroughout the city, includingefficient streamlining of planningand coordination with venues.

• Involved in major developmentproject completions includingDickies Arena, American AirlinesHeadquarters, Facebook, MuleAlley-Stockyards, high-risebuildings, and many multi-familyapartment structures.

• Over $1.8 million in generatedrevenue.

Executive Services 2016 2017 2018 2019 2020Target

Number of commercial fire inspections completed 7,880 8,835 16,153 13,065 15,000

Clear 18% of arson cases 37.0% 26.4% 26.7% 36.4% 18%

Provide public education to 75,000 citizens 77,893 60,721 70,137 67,036 75,000


COMMUNITY RISKREDUCTION

Arson/Bomb Investigators with theFort Worth Fire Department areprofessional firefighters who havecompleted additional training to becomeTexas commissioned peace officers andcertified arson investigators. Theseindividuals examine fires that may havebeen intentionally set and investigatethreats of explosive devices or suspiciousitems. Their mission is to prevent firesand explosions through effectiveinvestigation, and by prosecution of thoseresponsible, in order to serve as a strongdeterrent to others who might commitarson or incendiary acts in the future.

Fire Investigators respond todetermine the origin and cause of a fireand whether a crime has been committed.This section is responsible for on-sceneinvestigation, collection and processing ofevidence, case development, interviews,issuance of warrants, arrest, filingcriminal charges, and expert testimony.Administratively, this section approves allfirework permits, provides stand-by atpyrotechnic shows to ensure proper codesare followed and performs backgroundinvestigations on all new fire departmentapplicants.

Bomb Technicians respond regionallyto hazardous device incidents forassessment, render safe procedures anddisposal operations. They frequentlypartner with federal, state and localresources in both criminal investigationsand deployment to special events in thecity as part of a Joint Hazard InterventionTeam. As part of their Homeland Securityand Intelligence function, membersensure relevant and timely information ismade available to Fire Operations andfrequently train first responders andcitizens for response to Active ThreatIncidents. The Bomb Squad is alsoresponsible for the management,deployment, and training of the city’sbomb detection K-9 program. Theprogram recently added two specializedvapor wake canines to the group

AdministrativeActivity 2019 2018 2017 2016 2015

Public Information Requests 1,531 1,265 1,165 1,146 1,021

Incident Reports Issued 370 360 389 371 421

Pyrotechnic and Blasting PermitsIssued

104 100 90 127 104

InvestigationsActivity 2019 2018 2017 2016 2015

Fires Investigated 469 595 579 518 561

Arson Fires 107 129 145 120 108

Fire Fatalities 11 6 3 2 10

Fire Injuries 57 53 42 19 24

Citations Issued 12 4 16 8 12

Total Cases Filed 39 38 44 32 29

Arson Cases Filed 37 33 42 20 Unk

Arson Prosecution Rate % 34.58% 25.58% 28.97% 16.66% 26.9%

Juvenile Fire-setter Referrals 11 10 14 11 18

Major Accomplishments• Received $70,477 in Fire Prevention and Safety Grant funds to conduct hands-on

fire investigation courses totaling more than 200 continuing education hours perperson.

• Modernized the interview room to be compatible with Fort Worth Policenetworked system for recording and preserving video evidence.

• Hosted a Robot Maintenance Course for the region to update and performpreventative maintenance on bomb response robots.

• Trained one member for Fusion Center duties as collaborative effort with FortWorth Police Department.

• Provided explosive detection sweeps and stand-by for the opening of DickiesArena.


The Community Risk Reduction section offers a wide array of programsthroughout our community, from pre-kindergarten to senior citizens. Classes offeredto the general public focus on a variety of fire and life safety topics.

The mission of the FWFD’s Community Risk Reduction section is to minimize theloss of life and property resulting from fires, medical emergencies, environmental, andother disasters through education and proactive engagement.

The Community Risk Reduction programs focus on fire prevention, life safetyissues and hazards in the home and workplace. Programs and materials are tailoredaccording to the audiences.

The FWFD will check smoke detectors, change batteries, or even install a smokedetector in your residence if you cannot afford one. We also have smoke detectorsspecially designed for people who are hearing impaired. Other risk-reduction offeringsinclude:

• Fire extinguisher training withstate of the art technology.

• Compression only CPR trainingwith MedStar and SafeCommunities Coalition.

• Swimming pool safety classes anddrowning prevention.

• Assisting with evacuation planningof high occupancy locations (e.g.high rise).

• Citizens Fire Academy.

• Assistance with youth fire setterprevention/education.

• Learn Not to Burn programs forelementary students in Fort Worth.

• Fire Clowns to educate the youngand young at heart.

• Fire Safety House.

• Fire and Life Safety presentationswith local neighborhoodassociations.

• Fire prevention seminars for multi-occupancy property owners.

Goal is to integrate an intentional,measurable reading intervention into ayouth program to increase proficiencyin the Five Pillars of Literacy.

It is our organization’s intent to enableyoung people to become responsibleindividuals by teaching positivecharacter traits, leadership, careerdevelopment and life skills so they makeethical choices and achieve their fullpotential. Our program will allow youthto gain insight and interest in becominglong-term members of the emergencyservices.

A collaboration between CookChildren’s Healthcare System, FortWorth Firefighter Charities, and FortWorth Fire Department. PreventionPrograms include:

• Bike helmet awareness: Trainingwith Cook Children’s Hospital

• Drowning Prevention: Coast GuardApproved Life Vests distributed topatients at Cook Children’sHospital and the community.

• Stop the Bleed Training: The goal isto train all Fort Worth ISD teachersand nurses to utilize proper traumacare for life-threatening traumaticinjuries.

• Meals On Wheels: Assessed vitals,checked smoke alarms, deliveredmedical assist devices and deliveredChristmas gifts for clients.

Read Fort Worth

INITIATIVES

Peaks and Ladders

Fire ExplorerProgram

ARSON INVESTIGATIONS& BOMB SQUAD

Major Accomplishments• Read Fort Worth: Facilitated successful 6 week summer reading

program.

• Sound the Alarm: Partnered with the American Red Cross;targeted 1109 homes; installed 279 smoke alarms.

• Are You Prepared: Collaborated with Fort Worth SafeCommunities Coalition and partners to host an Emergency/Disaster Preparedness and Health Safety Fair for large, high-occupancy businesses and institutions.


COMMUNITY RISKREDUCTION

Arson/Bomb Investigators with theFort Worth Fire Department areprofessional firefighters who havecompleted additional training to becomeTexas commissioned peace officers andcertified arson investigators. Theseindividuals examine fires that may havebeen intentionally set and investigatethreats of explosive devices or suspiciousitems. Their mission is to prevent firesand explosions through effectiveinvestigation, and by prosecution of thoseresponsible, in order to serve as a strongdeterrent to others who might commitarson or incendiary acts in the future.

Fire Investigators respond todetermine the origin and cause of a fireand whether a crime has been committed.This section is responsible for on-sceneinvestigation, collection and processing ofevidence, case development, interviews,issuance of warrants, arrest, filingcriminal charges, and expert testimony.Administratively, this section approves allfirework permits, provides stand-by atpyrotechnic shows to ensure proper codesare followed and performs backgroundinvestigations on all new fire departmentapplicants.

Bomb Technicians respond regionallyto hazardous device incidents forassessment, render safe procedures anddisposal operations. They frequentlypartner with federal, state and localresources in both criminal investigationsand deployment to special events in thecity as part of a Joint Hazard InterventionTeam. As part of their Homeland Securityand Intelligence function, membersensure relevant and timely information ismade available to Fire Operations andfrequently train first responders andcitizens for response to Active ThreatIncidents. The Bomb Squad is alsoresponsible for the management,deployment, and training of the city’sbomb detection K-9 program. Theprogram recently added two specializedvapor wake canines to the group

AdministrativeActivity 2019 2018 2017 2016 2015

Public Information Requests 1,531 1,265 1,165 1,146 1,021

Incident Reports Issued 370 360 389 371 421

Pyrotechnic and Blasting PermitsIssued

104 100 90 127 104

InvestigationsActivity 2019 2018 2017 2016 2015

Fires Investigated 469 595 579 518 561

Arson Fires 107 129 145 120 108

Fire Fatalities 11 6 3 2 10

Fire Injuries 57 53 42 19 24

Citations Issued 12 4 16 8 12

Total Cases Filed 39 38 44 32 29

Arson Cases Filed 37 33 42 20 Unk

Arson Prosecution Rate % 34.58% 25.58% 28.97% 16.66% 26.9%

Juvenile Fire-setter Referrals 11 10 14 11 18

Major Accomplishments• Received $70,477 in Fire Prevention and Safety Grant funds to conduct hands-on

fire investigation courses totaling more than 200 continuing education hours perperson.

• Modernized the interview room to be compatible with Fort Worth Policenetworked system for recording and preserving video evidence.

• Hosted a Robot Maintenance Course for the region to update and performpreventative maintenance on bomb response robots.

• Trained one member for Fusion Center duties as collaborative effort with FortWorth Police Department.

• Provided explosive detection sweeps and stand-by for the opening of DickiesArena.


The Community Risk Reduction section offers a wide array of programsthroughout our community, from pre-kindergarten to senior citizens. Classes offeredto the general public focus on a variety of fire and life safety topics.

The mission of the FWFD’s Community Risk Reduction section is to minimize theloss of life and property resulting from fires, medical emergencies, environmental, andother disasters through education and proactive engagement.

The Community Risk Reduction programs focus on fire prevention, life safetyissues and hazards in the home and workplace. Programs and materials are tailoredaccording to the audiences.

The FWFD will check smoke detectors, change batteries, or even install a smokedetector in your residence if you cannot afford one. We also have smoke detectorsspecially designed for people who are hearing impaired. Other risk-reduction offeringsinclude:

• Fire extinguisher training withstate of the art technology.

• Compression only CPR trainingwith MedStar and SafeCommunities Coalition.

• Swimming pool safety classes anddrowning prevention.

• Assisting with evacuation planningof high occupancy locations (e.g.high rise).

• Citizens Fire Academy.

• Assistance with youth fire setterprevention/education.

• Learn Not to Burn programs forelementary students in Fort Worth.

• Fire Clowns to educate the youngand young at heart.

• Fire Safety House.

• Fire and Life Safety presentationswith local neighborhoodassociations.

• Fire prevention seminars for multi-occupancy property owners.

Goal is to integrate an intentional,measurable reading intervention into ayouth program to increase proficiencyin the Five Pillars of Literacy.

It is our organization’s intent to enableyoung people to become responsibleindividuals by teaching positivecharacter traits, leadership, careerdevelopment and life skills so they makeethical choices and achieve their fullpotential. Our program will allow youthto gain insight and interest in becominglong-term members of the emergencyservices.

A collaboration between CookChildren’s Healthcare System, FortWorth Firefighter Charities, and FortWorth Fire Department. PreventionPrograms include:

• Bike helmet awareness: Trainingwith Cook Children’s Hospital

• Drowning Prevention: Coast GuardApproved Life Vests distributed topatients at Cook Children’sHospital and the community.

• Stop the Bleed Training: The goal isto train all Fort Worth ISD teachersand nurses to utilize proper traumacare for life-threatening traumaticinjuries.

• Meals On Wheels: Assessed vitals,checked smoke alarms, deliveredmedical assist devices and deliveredChristmas gifts for clients.

Read Fort Worth

INITIATIVES

Peaks and Ladders

Fire ExplorerProgram

ARSON INVESTIGATIONS& BOMB SQUAD

Major Accomplishments• Read Fort Worth: Facilitated successful 6 week summer reading

program.

• Sound the Alarm: Partnered with the American Red Cross;targeted 1109 homes; installed 279 smoke alarms.

• Are You Prepared: Collaborated with Fort Worth SafeCommunities Coalition and partners to host an Emergency/Disaster Preparedness and Health Safety Fair for large, high-occupancy businesses and institutions.


RECRUITMENT PUBLICINFORMATIONOFFICE


2,687Signed up to take the

entrance exam

The mission of Hiring/Recruiting isto attract a diverse qualified applicantpool that is a representation of the cityof Fort Worth. Our recruiting effortstarget various community groups, faith-based organizations, sports and athleticprograms, schools/colleges, and themilitary to help identify qualifiedapplicants. We inform and educatepotential candidates of the skills,knowledge and abilities necessary tobecome a firefighter in the City of FortWorth.

The FWFD offers a civil serviceexam for those interested in testing forthe fire recruit position. Minimumrequirements to test are:

• Must have either a high schooldiploma, a GED, or 12 collegesemester hours

• Must have a valid driver’s license

• Must be a U.S. citizen or have avalid work permit

1,314Tested

Average Attrition Rate32

778Applicants processed

234Completed

review process

46Offeredposition

46Acceptedposition

36In Academy atthe time of this

report

33 FWFD Academy Graduates in 2019

Graduating class #85

• Must be at least 18 years old

• Must not have reached your 36thbirthday on the date the exam isadministered

• Must have no felony convictions

The hiring process includes:

• Civil service written exam

• Mandatory orientation

• Physical ability assessments

• Background investigations

• Oral interview

• Medical evaluation

The Public Information Officeserves as the department’scommunication link to the community,the department and the media outlets.The position reports to the ExecutiveServices Assistant Chief but worksclosely with the Fire Chief and theExecutive Staff as well. Jobresponsibilities include the creation,organization and distribution ofinformation regarding departmentactivities, the department's website,newsletter and various social mediasites. Seasonal fire safety awareness andcommunity emergency preparednessinformation are coordinated throughthis position as well. During emergencyincidents, the Public Information Officerserves as a liaison with the media. Onceon scene, the Public Information Officerworks with Incident Command todevelop a clear picture of the incident.Briefings are held on scene for the mediaand regular updates are communicatedthrough interviews, press releases, andsocial media postings.

TOP RANKEDPOSTS

Decemper 31st

FACEBOOK578K Reach

115.6K Engagements

Feb 2nd

FACEBOOK103.8 Reach

6.9K Engagements

August 22nd

FACEBOOK183.4K Reach31.3K Engagements


RECRUITMENT PUBLICINFORMATIONOFFICE


2,687Signed up to take the

entrance exam

The mission of Hiring/Recruiting isto attract a diverse qualified applicantpool that is a representation of the cityof Fort Worth. Our recruiting effortstarget various community groups, faith-based organizations, sports and athleticprograms, schools/colleges, and themilitary to help identify qualifiedapplicants. We inform and educatepotential candidates of the skills,knowledge and abilities necessary tobecome a firefighter in the City of FortWorth.

The FWFD offers a civil serviceexam for those interested in testing forthe fire recruit position. Minimumrequirements to test are:

• Must have either a high schooldiploma, a GED, or 12 collegesemester hours

• Must have a valid driver’s license

• Must be a U.S. citizen or have avalid work permit

1,314Tested

Average Attrition Rate32

778Applicants processed

234Completed

review process

46Offeredposition

46Acceptedposition

36In Academy atthe time of this

report

33 FWFD Academy Graduates in 2019

Graduating class #85

• Must be at least 18 years old

• Must not have reached your 36thbirthday on the date the exam isadministered

• Must have no felony convictions

The hiring process includes:

• Civil service written exam

• Mandatory orientation

• Physical ability assessments

• Background investigations

• Oral interview

• Medical evaluation

The Public Information Officeserves as the department’scommunication link to the community,the department and the media outlets.The position reports to the ExecutiveServices Assistant Chief but worksclosely with the Fire Chief and theExecutive Staff as well. Jobresponsibilities include the creation,organization and distribution ofinformation regarding departmentactivities, the department's website,newsletter and various social mediasites. Seasonal fire safety awareness andcommunity emergency preparednessinformation are coordinated throughthis position as well. During emergencyincidents, the Public Information Officerserves as a liaison with the media. Onceon scene, the Public Information Officerworks with Incident Command todevelop a clear picture of the incident.Briefings are held on scene for the mediaand regular updates are communicatedthrough interviews, press releases, andsocial media postings.

TOP RANKEDPOSTS

Decemper 31st

FACEBOOK578K Reach

115.6K Engagements

Feb 2nd

FACEBOOK103.8 Reach

6.9K Engagements

August 22nd

FACEBOOK183.4K Reach31.3K Engagements


Dispatch Educational & Logistical Services

Supporting operations with the tools, training, and services itneeds to help people

EDUCATIONAL & LOGISTICALSERVICES

The Educational and Logistical Services Division (ELS) performs initial training for new firefighters, as well as continuingeducation and health and wellness programs for all personnel. This division also manages some aspects of facility maintenance,vehicle and firefighting apparatus fleet, the storage and distribution of uniforms and operating supplies, fire hoses and ladderequipment. The Fire Alarm Office (FAO) and the Office of Emergency Management (OEM) are under this section as well. The Officeof Emergency Management is responsible for preparing, protecting, and serving the community through disaster education,prevention, preparedness, and response. The FAO handles all dispatching.

FIRE & EMSTRAININGThe Training Division is responsible

for all aspects of firefighter trainingincluding initial recruit training,apprenticeship program, continuingeducation for professional firefighters,professional development training, andtraining with numerous mutual aidpartners.

Training of firefighters is governedby the Texas Commission on FireProtection, as authorized by Texas

Government Code, Chapter 419. EMStraining is governed by the TexasDepartment of State Health Services, asauthorized by Texas Health and SafetyCode, Title 9, Chapter 773. Both ofthese governing bodies set standards forinitial training, testing, and certification,as well as continuing educationrequirements, and additional trainingfor specialized functional areas.

The move to the state-of-the-art

Training on removing a victim andtreating the victim for smoke inhalation

Pro-Development Professionals Training Hours

NIMS 300 30 600

Instructor 1 30 1,200

NIMS 400 24 288

Incident Safety Officer 44 704

TOTAL 128 2,792

EMS Training Professionals Training Hours

CPR Recert & Zoll Familiarization (BLS/ALS) 880 3,520

OMD Protocol Testing (BLS/ALS) 925 3,700

Patient Assessment/Shock (BLS) 630 2,520

Treating the Fire Ground Patient (BLS/ALS) 799 3,196

12-Lead/Seizure/Pharmacology (ALS) 74 592

Medic Refresher (ALS) 64 512

PHTLS Recertification (ALS) 82 656

ACLS Recertification (ALS) 52 416

Cadaver Lab/Advanced Airway (ALS) 72 576

TOTAL 3,578 15,688

Fire Training Professionals Training Hours

SCBA Recertification 821 3,284

Flashover 727 2,708

Forcible Entry / Ventilation 662 2,648

Search / Thermal Imaging Camera 724 2,496

Vent Enter Isolate Search 715 2,844

TOTAL 3,649 13,980

Bob Bolen Public Safety Complex(BBPSC) has enhanced ELS’s mission ofhelping people by supporting theOperations Division with the training,tools, and services they need. TheBBPSC has also made it possible for theELS to extend training beyond theFWFD to other outside agencies andregional partners. In 2019, 80 FWFDInstructors provided over 30,248 hoursof training. This resulted in thefollowing activities:

Mutual Aid Training Professionals Training Hours

Burleson 7 28

Euless 23 92

DFW 4 16

Lake Worth 16 64

Saginaw 18 72

TOTAL 68 272

EMS

15,688TrainingHours

FIRE

13,980TrainingHours

MUT. AID

272TrainingHours

PRO-DEV

2,792TrainingHours

30,248TOTAL Hrs



Supporting operations with the tools, training, and services itneeds to help people

EDUCATIONAL & LOGISTICALSERVICES

The Educational and Logistical Services Division (ELS) performs initial training for new firefighters, as well as continuingeducation and health and wellness programs for all personnel. This division also manages some aspects of facility maintenance,vehicle and firefighting apparatus fleet, the storage and distribution of uniforms and operating supplies, fire hoses and ladderequipment. The Fire Alarm Office (FAO) and the Office of Emergency Management (OEM) are under this section as well. The Officeof Emergency Management is responsible for preparing, protecting, and serving the community through disaster education,prevention, preparedness, and response. The FAO handles all dispatching.

FIRE & EMSTRAININGThe Training Division is responsible

for all aspects of firefighter trainingincluding initial recruit training,apprenticeship program, continuingeducation for professional firefighters,professional development training, andtraining with numerous mutual aidpartners.

Training of firefighters is governedby the Texas Commission on FireProtection, as authorized by Texas

Government Code, Chapter 419. EMStraining is governed by the TexasDepartment of State Health Services, asauthorized by Texas Health and SafetyCode, Title 9, Chapter 773. Both ofthese governing bodies set standards forinitial training, testing, and certification,as well as continuing educationrequirements, and additional trainingfor specialized functional areas.

The move to the state-of-the-art

Training on removing a victim andtreating the victim for smoke inhalation

Pro-Development Professionals Training Hours

NIMS 300 30 600

Instructor 1 30 1,200

NIMS 400 24 288

Incident Safety Officer 44 704

TOTAL 128 2,792

EMS Training Professionals Training Hours

CPR Recert & Zoll Familiarization (BLS/ALS) 880 3,520

OMD Protocol Testing (BLS/ALS) 925 3,700

Patient Assessment/Shock (BLS) 630 2,520

Treating the Fire Ground Patient (BLS/ALS) 799 3,196

12-Lead/Seizure/Pharmacology (ALS) 74 592

Medic Refresher (ALS) 64 512

PHTLS Recertification (ALS) 82 656

ACLS Recertification (ALS) 52 416

Cadaver Lab/Advanced Airway (ALS) 72 576

TOTAL 3,578 15,688

Fire Training Professionals Training Hours

SCBA Recertification 821 3,284

Flashover 727 2,708

Forcible Entry / Ventilation 662 2,648

Search / Thermal Imaging Camera 724 2,496

Vent Enter Isolate Search 715 2,844

TOTAL 3,649 13,980

Bob Bolen Public Safety Complex(BBPSC) has enhanced ELS’s mission ofhelping people by supporting theOperations Division with the training,tools, and services they need. TheBBPSC has also made it possible for theELS to extend training beyond theFWFD to other outside agencies andregional partners. In 2019, 80 FWFDInstructors provided over 30,248 hoursof training. This resulted in thefollowing activities:

Mutual Aid Training Professionals Training Hours

Burleson 7 28

Euless 23 92

DFW 4 16

Lake Worth 16 64

Saginaw 18 72

TOTAL 68 272

EMS

15,688TrainingHours

FIRE

13,980TrainingHours

MUT. AID

272TrainingHours

PRO-DEV

2,792TrainingHours

30,248TOTAL Hrs

19FWFD ANNUAL REPORT 2019 FWFD ANNUAL REPORT 2019


EMERGENCY MEDICAL TRAINING

Ops leveling up and Trainingmeeting the challenge

With the addition of Zoll X Seriesmonitors and a full complement ofAdvanced Life Support (ALS)medications and equipment on allengines and stand-alone quints, it is safeto say Operations “leveled up” in 2019.These expanded EMS capabilities haverequired the Training Section to keeppace and they continue to rise to thechallenge and advance the FWFD’scapabilities even further.

The Training Strategy

The EMS division within Trainingadopted a strategic plan for reinforcingthe EMT-B skills and knowledge whilealso educating basic providers to bettersupport the on-scene operations ofadvanced providers using theseadvanced tools.

The approach to medic quarterlytraining has also been updated. Medic

quarterly training has historically beenused to keep our FWFD medics up-to-date on their required ACLS, PALS,PHTLS, and AMLS certifications. It wasdiscovered through post courseevaluations that medics didn't find valuein going through the motions to simplycheck a box. Rather, they preferred amore focused approach to quarterlytraining. As a result, the EMS divisionpartnered with the Office of the MedicalDirector, UNT Health Sciences, andHarris Hospital to provide a hybridapproach where half of the quarterlytrainings satisfy requirements for cardrecertification and the other half arefocused on issues identified throughmedic polling and QA trends.

Defibtech ARM Trial

2019 provided a number ofopportunities for Training to assist Opsin equipment trials. One such trial wasfor the Defibtech Lifeline ARM. The trial

included three engines, E4, E24, andE26. One ARM was deployed to each ofthese engines and was utilized oncardiac arrests for a period of 90 days.The ARMs were used collectively a totalof 30 times in that period. Return ofSpontaneous Circulation (ROSC) wasachieved 5 times with 3 peopleultimately walking out of the hospital.While the trial was short-lived, feedbackfrom the engine crews was unanimouslyand overwhelmingly favorable. ChiefDavis and his staff recognize theimportance of this tool and are currentlyexploring ways to procure thisequipment for wider use by the FWFD.

FIRE TRAINING FIRE & EMSTRAINING RECAP

AND WHAT’SNEXT

2019 Fire CE traininghighlights:

SCBA CE focused on becomingaware of our air consumption rates aswell as skills to extend out air if we everget caught in an extended entrapmentsituation.

We ran the whole departmentthrough flashover training. It had beenover 10 years for most since our lastflashover training. With the increase insynthetic fuel loads Training felt it wasimportant to revisit the subject. 104flashover burns later we succeeded inrefreshing our skills of preventing andrecognizing this life-threateningphenomenon.

Training was able to purchase 2Braskey forcible entry doors for trainingon traditional forcible entry using a setof irons. Aluminum forcible entrywedges were also purchased and givento all crews to improve the crew’scapabilities of forcing doors. We focusedon through the lock entry as well toreduce damage to buildings in theappropriate scenario.

A flat roof prop was built and putatop the TRT training building tosimulate a commercial roof. Crews usedtheir aerials to go over a parapet walland perform vertical ventilation.

Oriented search procedures using athermal imaging camera wereintroduced to increase efficiency,accountability, and uniformity acrossthe FWFD.

VEIS (vent, enter, isolate, search)was introduced and built off of theoriented search training from the monthprior. Performing VEIS at the propertime will increase the odds of a FWFDmember saving a victim at a structurefire.

Our approach this year was to makeall of the trainings in 2019 “flowtogether” as opposed to beingindependent subjects that had little to

no relation to one another. Each of thetrainings in 2019 built on the previoustraining and laid the groundwork for thenext. At the end of the year we ran anall-encompassing drill that put all of the2019 fire CE’s into one fire scenario.

Our goal at training is to give thetroops the most realistic hands-ontraining possible as opposed to sittingthrough a 3 hour PowerPointpresentation. We can never replicate thefireground completely, but throughcompetent and helpful adjunctinstructors and the FWFD body activelyparticipating in the drills we were ableto make Fire CE’s beneficial for all.

Rundown of 2019 in-servicetraining:

• Jan - SCBA Recertification & AirConsumption Drill

• Feb - Zoll X Series Monitor & CPR

• Mar - Flashover & Scene Size-up

• May - OMD Protocol Recertification

• June - Forceable Entry & VerticalVentilation

• July - Patient Assessment

• Aug - Ladders & Search

• Sep - Vent Enter Isolate Search

• Nov - Co/Lab Live Fire with SmokeInhalation Patient

Plans for our 2020 in-servicetraining:

• Jan - SCBA Recertification

• Feb - Human Trafficking and AbuseReporting

• Mar - Highway Safety

• Apr - Wildland

• May - Treating the HazMat patient

• June - FAO/MDC

• Jul - Active Threat

• Aug - Supply ordering

• Sep - Big Box Fire Attack &Pumping

• Nov - Co/Lab Big Box MCI / Search/ RIT

19FWFD ANNUAL REPORT 2019 FWFD ANNUAL REPORT 2019


EMERGENCY MEDICAL TRAINING

Ops leveling up and Trainingmeeting the challenge

With the addition of Zoll X Seriesmonitors and a full complement ofAdvanced Life Support (ALS)medications and equipment on allengines and stand-alone quints, it is safeto say Operations “leveled up” in 2019.These expanded EMS capabilities haverequired the Training Section to keeppace and they continue to rise to thechallenge and advance the FWFD’scapabilities even further.

The Training Strategy

The EMS division within Trainingadopted a strategic plan for reinforcingthe EMT-B skills and knowledge whilealso educating basic providers to bettersupport the on-scene operations ofadvanced providers using theseadvanced tools.

The approach to medic quarterlytraining has also been updated. Medic

quarterly training has historically beenused to keep our FWFD medics up-to-date on their required ACLS, PALS,PHTLS, and AMLS certifications. It wasdiscovered through post courseevaluations that medics didn't find valuein going through the motions to simplycheck a box. Rather, they preferred amore focused approach to quarterlytraining. As a result, the EMS divisionpartnered with the Office of the MedicalDirector, UNT Health Sciences, andHarris Hospital to provide a hybridapproach where half of the quarterlytrainings satisfy requirements for cardrecertification and the other half arefocused on issues identified throughmedic polling and QA trends.

Defibtech ARM Trial

2019 provided a number ofopportunities for Training to assist Opsin equipment trials. One such trial wasfor the Defibtech Lifeline ARM. The trial

included three engines, E4, E24, andE26. One ARM was deployed to each ofthese engines and was utilized oncardiac arrests for a period of 90 days.The ARMs were used collectively a totalof 30 times in that period. Return ofSpontaneous Circulation (ROSC) wasachieved 5 times with 3 peopleultimately walking out of the hospital.While the trial was short-lived, feedbackfrom the engine crews was unanimouslyand overwhelmingly favorable. ChiefDavis and his staff recognize theimportance of this tool and are currentlyexploring ways to procure thisequipment for wider use by the FWFD.

FIRE TRAINING FIRE & EMSTRAINING RECAP

AND WHAT’SNEXT

2019 Fire CE traininghighlights:

SCBA CE focused on becomingaware of our air consumption rates aswell as skills to extend out air if we everget caught in an extended entrapmentsituation.

We ran the whole departmentthrough flashover training. It had beenover 10 years for most since our lastflashover training. With the increase insynthetic fuel loads Training felt it wasimportant to revisit the subject. 104flashover burns later we succeeded inrefreshing our skills of preventing andrecognizing this life-threateningphenomenon.

Training was able to purchase 2Braskey forcible entry doors for trainingon traditional forcible entry using a setof irons. Aluminum forcible entrywedges were also purchased and givento all crews to improve the crew’scapabilities of forcing doors. We focusedon through the lock entry as well toreduce damage to buildings in theappropriate scenario.

A flat roof prop was built and putatop the TRT training building tosimulate a commercial roof. Crews usedtheir aerials to go over a parapet walland perform vertical ventilation.

Oriented search procedures using athermal imaging camera wereintroduced to increase efficiency,accountability, and uniformity acrossthe FWFD.

VEIS (vent, enter, isolate, search)was introduced and built off of theoriented search training from the monthprior. Performing VEIS at the propertime will increase the odds of a FWFDmember saving a victim at a structurefire.

Our approach this year was to makeall of the trainings in 2019 “flowtogether” as opposed to beingindependent subjects that had little to

no relation to one another. Each of thetrainings in 2019 built on the previoustraining and laid the groundwork for thenext. At the end of the year we ran anall-encompassing drill that put all of the2019 fire CE’s into one fire scenario.

Our goal at training is to give thetroops the most realistic hands-ontraining possible as opposed to sittingthrough a 3 hour PowerPointpresentation. We can never replicate thefireground completely, but throughcompetent and helpful adjunctinstructors and the FWFD body activelyparticipating in the drills we were ableto make Fire CE’s beneficial for all.

Rundown of 2019 in-servicetraining:

• Jan - SCBA Recertification & AirConsumption Drill

• Feb - Zoll X Series Monitor & CPR

• Mar - Flashover & Scene Size-up

• May - OMD Protocol Recertification

• June - Forceable Entry & VerticalVentilation

• July - Patient Assessment

• Aug - Ladders & Search

• Sep - Vent Enter Isolate Search

• Nov - Co/Lab Live Fire with SmokeInhalation Patient

Plans for our 2020 in-servicetraining:

• Jan - SCBA Recertification

• Feb - Human Trafficking and AbuseReporting

• Mar - Highway Safety

• Apr - Wildland

• May - Treating the HazMat patient

• June - FAO/MDC

• Jul - Active Threat

• Aug - Supply ordering

• Sep - Big Box Fire Attack &Pumping

• Nov - Co/Lab Big Box MCI / Search/ RIT



APPRENTICESHIPTRAINING

The Apprenticeship Program is a collaboration with the U.S. Department of Laborand the FWFD. The program has been in operation since 1985. Recruits and newfirefighters keep up with their skills by documenting and participating in evaluations atBBPSC every 6 months for three years. Currently, the department has 138 activeapprentices. 46 were added in 2019, 795 have completed the program. TheApprenticeship Program is working to increase efficiency by implementing electronicforms on tablets for each recruit to better aid their record keeping and their training.

PRO-DEVON-SITE WELLNESS ANDREHABILITATION

The OnSite WorkStrategies program is a collaboration between the Fort WorthFire Department, City of Fort Worth Risk Management, and Baylor Scott and WhiteInstitute for Rehabilitation SportsHealth. The program has continued to work toimprove the health and wellness of the personnel of the Fort Worth Fire Department,improve access to quality healthcare, safely and quickly return to work, and decreasehealthcare costs. Projects this year included:

- Continued to implement and utilized Fusionetics with the recruits to assessand improve movement efficiency and reduce injury.

- Collaborated in the development and implementation of the Peer FitnessProgram for operational personnel. This includes sending 8 members of operations tothe IAFF Peer Fitness Program to become certified peer fitness trainers and starting adaily workout class which is available to all personnel.

- Continuation of ergonomic and work task analyses for various positionswithin the department to create positions which are available for individuals on lightor modified duty.

- Entered into a partnership with TCU Athletic Training Education Program tobe a clinical site for their athletic training students. This will provide their students theopportunity to obtain clinical hours and learn more about working with tacticalathletes.

FIRE ALARMOFFICEThe Fire Alarm Office receives all emergency calls related to fire incidents, fire

alarms, or other non-police related emergency incidents. All medical calls are sent tothe Fire Department directly through the computer aided dispatch system. The FireAlarm Office is staffed with firefighters who answer all calls, provide information to thecaller, dispatch operations personnel, and coordinate communications with firefightersboth en route and at the scene.

Top 5 Incidents In Each Call Category

2019 EMS Calls Count

Major Accident 12,593

Breathing Problems 10,264

Chest Pain / Heart Problems 9,914

Psychiatric / Attempt Suicide 7,563

Fainting/Unconscious 7,266

% of All EMS Calls 49%

2019 FIRE Calls Count

Auto Alarm - Commercial 4,695

Auto Alarm - Residential 2,812

Outside Fire 887

Vehicle Fire 687

Residential Structure Fire 618

% of All Fire Calls 81%

2019 OTHER Calls Count

Non-emergency Lift Help 4,558

Investigate 2,646

Assist Citizen 1,354

Lockout 1,030

Vapor Gas Leak 871

% of All Other Calls 76% Inco

ming

Cal

ls

Out

going

Cal

ls

8,75

017

,500

26,2

5035

,000

43,7

5052

,500

61,2

5070

,000

19,5

79

41,3

3119

,829

Inco

ming

911

Inco

ming

Non

-Emer

genc

yO

utgo

ing

2016 2017 2018 201910,850 11,365 12,446 11,954

12,412 14,060 13,172 13,782

85,823 88,956 93,008 96,779EMS Other Fire

The Professional Developmentdepartment, in 2019, accomplishedmany goals. With a large turnovertaking place in our department we tookon the task of certifying and training thenew leaders of our department. Wecertified our members to be IncidentSafety Officers, Officers, and Instructors.In 2019 we also began the process ofdeveloping our very own Fort WorthFire Department PADO (pumpingapparatus driver operator) program.We also played a major role in our newermembers of the department bycoordinating our Mentorship andApprenticeship programs. We takegreat pride in each and every position ofour department and try to offer specifictraining for each responsibility. We lookforward to seeing what additionalopportunities 2020 will bring.



APPRENTICESHIPTRAINING

The Apprenticeship Program is a collaboration with the U.S. Department of Laborand the FWFD. The program has been in operation since 1985. Recruits and newfirefighters keep up with their skills by documenting and participating in evaluations atBBPSC every 6 months for three years. Currently, the department has 138 activeapprentices. 46 were added in 2019, 795 have completed the program. TheApprenticeship Program is working to increase efficiency by implementing electronicforms on tablets for each recruit to better aid their record keeping and their training.

PRO-DEVON-SITE WELLNESS ANDREHABILITATION

The OnSite WorkStrategies program is a collaboration between the Fort WorthFire Department, City of Fort Worth Risk Management, and Baylor Scott and WhiteInstitute for Rehabilitation SportsHealth. The program has continued to work toimprove the health and wellness of the personnel of the Fort Worth Fire Department,improve access to quality healthcare, safely and quickly return to work, and decreasehealthcare costs. Projects this year included:

- Continued to implement and utilized Fusionetics with the recruits to assessand improve movement efficiency and reduce injury.

- Collaborated in the development and implementation of the Peer FitnessProgram for operational personnel. This includes sending 8 members of operations tothe IAFF Peer Fitness Program to become certified peer fitness trainers and starting adaily workout class which is available to all personnel.

- Continuation of ergonomic and work task analyses for various positionswithin the department to create positions which are available for individuals on lightor modified duty.

- Entered into a partnership with TCU Athletic Training Education Program tobe a clinical site for their athletic training students. This will provide their students theopportunity to obtain clinical hours and learn more about working with tacticalathletes.

FIRE ALARMOFFICEThe Fire Alarm Office receives all emergency calls related to fire incidents, fire

alarms, or other non-police related emergency incidents. All medical calls are sent tothe Fire Department directly through the computer aided dispatch system. The FireAlarm Office is staffed with firefighters who answer all calls, provide information to thecaller, dispatch operations personnel, and coordinate communications with firefightersboth en route and at the scene.

Top 5 Incidents In Each Call Category

2019 EMS Calls Count

Major Accident 12,593

Breathing Problems 10,264

Chest Pain / Heart Problems 9,914

Psychiatric / Attempt Suicide 7,563

Fainting/Unconscious 7,266

% of All EMS Calls 49%

2019 FIRE Calls Count

Auto Alarm - Commercial 4,695

Auto Alarm - Residential 2,812

Outside Fire 887

Vehicle Fire 687

Residential Structure Fire 618

% of All Fire Calls 81%

2019 OTHER Calls Count

Non-emergency Lift Help 4,558

Investigate 2,646

Assist Citizen 1,354

Lockout 1,030

Vapor Gas Leak 871

% of All Other Calls 76% Inco

ming

Cal

ls

Out

going

Cal

ls

8,75

017

,500

26,2

5035

,000

43,7

5052

,500

61,2

5070

,000

19,5

79

41,3

3119

,829

Inco

ming

911

Inco

ming

Non

-Emer

genc

yO

utgo

ing

2016 2017 2018 201910,850 11,365 12,446 11,954

12,412 14,060 13,172 13,782

85,823 88,956 93,008 96,779EMS Other Fire

The Professional Developmentdepartment, in 2019, accomplishedmany goals. With a large turnovertaking place in our department we tookon the task of certifying and training thenew leaders of our department. Wecertified our members to be IncidentSafety Officers, Officers, and Instructors.In 2019 we also began the process ofdeveloping our very own Fort WorthFire Department PADO (pumpingapparatus driver operator) program.We also played a major role in our newermembers of the department bycoordinating our Mentorship andApprenticeship programs. We takegreat pride in each and every position ofour department and try to offer specifictraining for each responsibility. We lookforward to seeing what additionalopportunities 2020 will bring.

The SelfC o n t a i n e dB r e a t h i n gA p p a r a t u s(SCBA) AirShop isresponsible forthe annualp r e v e n t i v e

maintenance, testing, and repair of allSCBA used by the FWFD. The Air Shopalso manages the hydrostatic testing andrefilling of all SCBA and EMS oxygencylinders used by the department alongwith the annual fit testing of all SCBAmasks used by personnel. The Air Shopprovides support at all workingstructure fires by providing refills ofSCBA cylinders on scene as well asreplacing masks and air packs damagedduring fire incidents.

Air Shop Stats• Training refills: 362• Station refills: 3,436• Working fire refills: 2,814• Air pack PMs: 409• Air pack repairs: 392• Utility compressor repairs: 245• Mask fit-test: 848• Cylinder hydro PMs: 61• Decommissioned air bottles: 125• FW Dive team bottle fills and

repairs: 244



FIRE APPARATUS &VEHICLE SERVICES

Frontline Reserve TOTAL

Engines 38 25 63

Aerials (Quints, Ladders, etc.) 17 10 27

Brush/Quick Attack 19 1 20

Rescue Vehicles 3 2 5

Additional Vehicles 43 0 43

TOTAL 101 29 130

The Vehicle Services Division is responsible for the management and maintenanceof the entire fleet of specialized vehicles, fire apparatus, equipment, and tools used byFort Worth firefighters on a daily basis.

Other responsibilities of the Vehicle Services Division:

• Testing and certification of hoses and ladders

• Wireless data connectivity equipment upgrades on all apparatus

• Annual small engine maintenance and repair on landscaping equipment andother machinery used to maintain grounds

• Make-ready of new apparatus upon delivery

• Training fire crews on operations and maintenance for new apparatus

Major accomplishments in 2019

• Vehicle Services put into service 3 new Pierce engines and 2 new Pierce quints.We have put an order for 5 more Pierce engines, 1 Pierce quint, 1 Pierce rearmount platform, and 1 Oshkosh ARFF truck. We took possession of 7 newsuburbans and have completed the upfit and placed into service in all thebattalions.

• We have started doing all PM work in house on small engine repairs in house inorder to get a quicker turnaround and back in the hands of crews sooner.

• We worked with city IT and have implemented an online Blue Book and havetrained about half the stations in using it.

SCBAAIRSHOP

EQUIPMENTSUPPLY

Personal Protective EquipmentTechnical Support• Replaced all 2008, 2009 and several 2010 sets of out dated PPE

Gear.

• Maintained inventory of Active Threat protective gear vests.

• Repaired PPE throughout several training sessions includingSCBA maze, Hi-Rise

Supply• Maintained inventory of Active Threat protective

gear (helmets, vests).

• Personnel assisted vendors to measure, order anddeliver Commissary and PPE for approximately35 new recruits (including: uniforms, PT gear,Blauer jackets, bunker gear and bedding). Thisincluded Class 84 & Class 85.

• Outfitted over 500 Firefighters with completeClass A Uniforms.

2020• Personnel assisted vendors to measure, order and

deliver Commissary and PPE for approximately47 new recruits (including: uniforms, PT gear,Blauer jackets, bunker gear and bedding). Thisincluded Class 86 & Class 87.

• Supply to purchase New Structural Gloves andHoods for all Operations Personnel.

• Supply to purchase New Extraction Gloves,Coats, & Pants for all Operations Personnel.

• Repaired and cleaned all sets of PPE gearrequired by new NFPA 1851 2020 Edition.

• Class A alterations for over 30 new promotions.

Commissary Items 2019 TotalIssuance

T-Shirts without lettersT-shirts with lettersShortsSweatshirtSweatpantsWestark JacketsBlauer JacketsNomex PantsWhite Dress Shirt s/sWhite Dress Shirt l/sGrey Polo w/o letters s/sGrey Polo w/o letters l/sWhite Polo w/o letters s/sWhite Polo w/o letters l/sGray Polo Shirts s/sGrey Polo Shirts l/sWhite Polo Shirts s/sWhite Polo Shirts l/sFire Department HatsTiesBelts5:11 Pants/Horsesmall PantsBDU ShortsBDU Pants

Additionally:

• Worked with the Alarm Office toprovide Bluetooth capabilitybetween all Officer’s portableradios and voice amps inOperations

• The Air Shop put 20 newwireframe SCBA’s into service forTraining and upgrade Battalion 1 to45 minute cylinders. All ofBattalion 1 and 2 are now using 45minute cylinders. We are alsocontinuing to research the possibleuse of a pack washer to help reducethe amount of carcinogens thataccumulate on the air packs duringfires.

323,399806388246256103196120100

1,014200211187837733354373765

The SelfC o n t a i n e dB r e a t h i n gA p p a r a t u s(SCBA) AirShop isresponsible forthe annualp r e v e n t i v e

maintenance, testing, and repair of allSCBA used by the FWFD. The Air Shopalso manages the hydrostatic testing andrefilling of all SCBA and EMS oxygencylinders used by the department alongwith the annual fit testing of all SCBAmasks used by personnel. The Air Shopprovides support at all workingstructure fires by providing refills ofSCBA cylinders on scene as well asreplacing masks and air packs damagedduring fire incidents.

Air Shop Stats• Training refills: 362• Station refills: 3,436• Working fire refills: 2,814• Air pack PMs: 409• Air pack repairs: 392• Utility compressor repairs: 245• Mask fit-test: 848• Cylinder hydro PMs: 61• Decommissioned air bottles: 125• FW Dive team bottle fills and

repairs: 244



FIRE APPARATUS &VEHICLE SERVICES

Frontline Reserve TOTAL

Engines 38 25 63

Aerials (Quints, Ladders, etc.) 17 10 27

Brush/Quick Attack 19 1 20

Rescue Vehicles 3 2 5

Additional Vehicles 43 0 43

TOTAL 101 29 130

The Vehicle Services Division is responsible for the management and maintenanceof the entire fleet of specialized vehicles, fire apparatus, equipment, and tools used byFort Worth firefighters on a daily basis.

Other responsibilities of the Vehicle Services Division:

• Testing and certification of hoses and ladders

• Wireless data connectivity equipment upgrades on all apparatus

• Annual small engine maintenance and repair on landscaping equipment andother machinery used to maintain grounds

• Make-ready of new apparatus upon delivery

• Training fire crews on operations and maintenance for new apparatus

Major accomplishments in 2019

• Vehicle Services put into service 3 new Pierce engines and 2 new Pierce quints.We have put an order for 5 more Pierce engines, 1 Pierce quint, 1 Pierce rearmount platform, and 1 Oshkosh ARFF truck. We took possession of 7 newsuburbans and have completed the upfit and placed into service in all thebattalions.

• We have started doing all PM work in house on small engine repairs in house inorder to get a quicker turnaround and back in the hands of crews sooner.

• We worked with city IT and have implemented an online Blue Book and havetrained about half the stations in using it.

SCBAAIRSHOP

EQUIPMENTSUPPLY

Personal Protective EquipmentTechnical Support• Replaced all 2008, 2009 and several 2010 sets of out dated PPE

Gear.

• Maintained inventory of Active Threat protective gear vests.

• Repaired PPE throughout several training sessions includingSCBA maze, Hi-Rise

Supply• Maintained inventory of Active Threat protective

gear (helmets, vests).

• Personnel assisted vendors to measure, order anddeliver Commissary and PPE for approximately35 new recruits (including: uniforms, PT gear,Blauer jackets, bunker gear and bedding). Thisincluded Class 84 & Class 85.

• Outfitted over 500 Firefighters with completeClass A Uniforms.

2020• Personnel assisted vendors to measure, order and

deliver Commissary and PPE for approximately47 new recruits (including: uniforms, PT gear,Blauer jackets, bunker gear and bedding). Thisincluded Class 86 & Class 87.

• Supply to purchase New Structural Gloves andHoods for all Operations Personnel.

• Supply to purchase New Extraction Gloves,Coats, & Pants for all Operations Personnel.

• Repaired and cleaned all sets of PPE gearrequired by new NFPA 1851 2020 Edition.

• Class A alterations for over 30 new promotions.

Commissary Items 2019 TotalIssuance

T-Shirts without lettersT-shirts with lettersShortsSweatshirtSweatpantsWestark JacketsBlauer JacketsNomex PantsWhite Dress Shirt s/sWhite Dress Shirt l/sGrey Polo w/o letters s/sGrey Polo w/o letters l/sWhite Polo w/o letters s/sWhite Polo w/o letters l/sGray Polo Shirts s/sGrey Polo Shirts l/sWhite Polo Shirts s/sWhite Polo Shirts l/sFire Department HatsTiesBelts5:11 Pants/Horsesmall PantsBDU ShortsBDU Pants

Additionally:

• Worked with the Alarm Office toprovide Bluetooth capabilitybetween all Officer’s portableradios and voice amps inOperations

• The Air Shop put 20 newwireframe SCBA’s into service forTraining and upgrade Battalion 1 to45 minute cylinders. All ofBattalion 1 and 2 are now using 45minute cylinders. We are alsocontinuing to research the possibleuse of a pack washer to help reducethe amount of carcinogens thataccumulate on the air packs duringfires.

323,399806388246256103196120100

1,014200211187837733354373765


OFFICE OF EMERGENCYMANAGEMENT

The Office of EmergencyManagement (OEM) is funded primarilyby the Emergency Management ProgramGrant (EMPG) and the Urban AreaSecurity Initiative (UASI) grantprograms. The organization isresponsible for educating citizens onnatural disasters, terrorism and otherhazards, preparing and implementingthe CFW Emergency Operations Plan,conducting training, drills and exercisesfor first responders and EOC personnelfor response readiness, implementingpublic warning notifications, activatingthe Joint Emergency Operations Centerduring special events and disasters,coordinating resources and distributingsituational awareness reports, andmanaging grants provided by theDepartment of Homeland Security.

2019 was a busy year for OEMacross all sections. Systems,configurations and processes wereimplemented to integrate commonoperating pictures and increasesituational awareness both in the fieldand in the EOC. Public educationefforts were enhanced and OEM socialmedia was rebranded. 2019 was one ofthe largest emergency preparednesscampaigns to date. Training andexercises were held for hazards acrossthe spectrum. City of Fort WorthContinuity of Operations Plan (COOP)were updated and the COOP teamcontinues to be engaged andimplemented into EOC operations.

OEM staff were highly active in theregion and continue to lead and set thehighest standard of emergencymanagement readiness regionally, oftenbeing referred to others in the region tofollow Fort Worth OEM’s lead and toobtain some of our products andtemplates. In 2019, OEM staff havebeen selected to chair regional, state,and national committees and workinggroups such as the EmergencyManagement Working Group, North

Texas Sheltering Working Group, LongTerm Recovery, THIRA/SPRdevelopment, CASA Radar, State ofTexas Emergency ManagementProfessional Development, EmergencyManagement Association of TexasBoard, IAEM Scholarship Committee toname a few. Numerous local, regional,

and state organizations and businesseshave reached out to OEM to continue toenhance coordination, response,partnerships, and implement newprograms to increase communityresiliency and overall responsereadiness.


JEOC ActivationsHazMat Alerts (OEM/EOC Activation) 11

Severe Weather Monitoring/EOC Activation 24

Flooding (dam, lake, water main break, etc) 3

Winter Weather Coordination/EOC Activation 5

Cold Weather Overflow Shelter Operations 36

Other Shelter Operations 1

Excessive Heat Coordination 3

Multiple Alarm Fires Monitoring/Support 5

Aircraft Alerts (OEM Monitoring) 12

Law Enforcement EOC Activation 12

Active Threat Coordination/UC Support 1

Special Events EOC Activation (days) 38

Hospital/Medical Issue Coordination 4

Public Health Coordination 1

Mass Casualty EOC Activation 2

Cyber Attack Coordination 1

Animal Issues Coordination 2

Wildfires 0

West Nile Virus Positive Sample Notifications 9

Other 5

Power/Infrastructure Issues Coordination 8

Outdoor Warning System Activation 13

Evacuations (IC ordered, OEM issued) 1

Shelter In Place (IC ordered, OEM issued) 2

Major Emergency Management Programsteam accomplishments:• Tarrant County (Fort Worth) Hazard Mitigation Action Plan was approved by

TDEM and FEMA and adopted

• Fort Worth VOAD Coordinator was appointed and helped to coordinate AsylumOperation Planning

• Family Assistance/Reunification Center Lead was appointed. This team throughMHMR have deployed to El Paso Shooting Incident and the White SettlementShooting Incident to provide support

• Numerous Community/Partner Plans were received to the EOC

• Plans for Fort Worth EOP plan update for 2020 are in the works and templateswere received by the state

• Continued to administer the close out with City Departments DR-4223 for the2015 Fort Worth Floods

• Number of exercises conducted (full scale, functional, tabletop, seminar &workshops): 13

• Number of people participating in exercises: 728

• How many other community/regional exercises OEM helped support orattended: 27

• 2018 TIER II reports were compiled and distributed

• SNAP/STEAR registration process and administration continued

• OEM continued to represent at the 20 COG working groups

• Mayor Betsy Price was nominated as the Fort Worth representative to the EPPCcommittee

• Tornado Shelter Registration Site was implemented on the OEM website

• City of Fort Worth COOP plans were exercised for an active shooter scenario andplans updated

• JEOC Assessment was completed for the planned new EOC building

Special Events Coordination

• OEM plays a major role in City ofFort Worth Special Event planning.This includes scheduling andhosting coordination meetings,developing and hosting tabletopexercises with responders andevent organizers, IAP/EAPdevelopment and distribution,integration of OEM staff in unifiedcommand, and JEOC activation formonitoring of these events.

• Number of special events held &attendance totals: 130 events/~3.4 million people

• Number of special events withJEOC coordination: 48

• Number of State of Texas ResourceRequests submitted for SpecialEvents: 2

• Coordinated and submitted theFort Worth DHS Special EventData Call for 2020: 7-SEAR 3events; 20-SEAR 4; 36-SEAR 5were determined from the 2020submittals. These are tied to UASIgrant allocations

Emergency Management 2016 2017 2018 2019 2020Target

Increase participation in Special Needs Assistance Program to 6,000 4,957 5,206 5,632 5,747 6,000

Increase participation in NIXLE to 50,000 32,204 35,362 44,027 51,799 50,000

Conduct a minimum of 3 (discussion or ops based) EOC exercisesannually N/A N/A N/A 18 3

Offer a minimum of 2 EOC team specific training sessions for EOCstaff annually N/A N/A N/A 23 2


OFFICE OF EMERGENCYMANAGEMENT

The Office of EmergencyManagement (OEM) is funded primarilyby the Emergency Management ProgramGrant (EMPG) and the Urban AreaSecurity Initiative (UASI) grantprograms. The organization isresponsible for educating citizens onnatural disasters, terrorism and otherhazards, preparing and implementingthe CFW Emergency Operations Plan,conducting training, drills and exercisesfor first responders and EOC personnelfor response readiness, implementingpublic warning notifications, activatingthe Joint Emergency Operations Centerduring special events and disasters,coordinating resources and distributingsituational awareness reports, andmanaging grants provided by theDepartment of Homeland Security.

2019 was a busy year for OEMacross all sections. Systems,configurations and processes wereimplemented to integrate commonoperating pictures and increasesituational awareness both in the fieldand in the EOC. Public educationefforts were enhanced and OEM socialmedia was rebranded. 2019 was one ofthe largest emergency preparednesscampaigns to date. Training andexercises were held for hazards acrossthe spectrum. City of Fort WorthContinuity of Operations Plan (COOP)were updated and the COOP teamcontinues to be engaged andimplemented into EOC operations.

OEM staff were highly active in theregion and continue to lead and set thehighest standard of emergencymanagement readiness regionally, oftenbeing referred to others in the region tofollow Fort Worth OEM’s lead and toobtain some of our products andtemplates. In 2019, OEM staff havebeen selected to chair regional, state,and national committees and workinggroups such as the EmergencyManagement Working Group, North

Texas Sheltering Working Group, LongTerm Recovery, THIRA/SPRdevelopment, CASA Radar, State ofTexas Emergency ManagementProfessional Development, EmergencyManagement Association of TexasBoard, IAEM Scholarship Committee toname a few. Numerous local, regional,

and state organizations and businesseshave reached out to OEM to continue toenhance coordination, response,partnerships, and implement newprograms to increase communityresiliency and overall responsereadiness.


JEOC ActivationsHazMat Alerts (OEM/EOC Activation) 11

Severe Weather Monitoring/EOC Activation 24

Flooding (dam, lake, water main break, etc) 3

Winter Weather Coordination/EOC Activation 5

Cold Weather Overflow Shelter Operations 36

Other Shelter Operations 1

Excessive Heat Coordination 3

Multiple Alarm Fires Monitoring/Support 5

Aircraft Alerts (OEM Monitoring) 12

Law Enforcement EOC Activation 12

Active Threat Coordination/UC Support 1

Special Events EOC Activation (days) 38

Hospital/Medical Issue Coordination 4

Public Health Coordination 1

Mass Casualty EOC Activation 2

Cyber Attack Coordination 1

Animal Issues Coordination 2

Wildfires 0

West Nile Virus Positive Sample Notifications 9

Other 5

Power/Infrastructure Issues Coordination 8

Outdoor Warning System Activation 13

Evacuations (IC ordered, OEM issued) 1

Shelter In Place (IC ordered, OEM issued) 2

Major Emergency Management Programsteam accomplishments:• Tarrant County (Fort Worth) Hazard Mitigation Action Plan was approved by

TDEM and FEMA and adopted

• Fort Worth VOAD Coordinator was appointed and helped to coordinate AsylumOperation Planning

• Family Assistance/Reunification Center Lead was appointed. This team throughMHMR have deployed to El Paso Shooting Incident and the White SettlementShooting Incident to provide support

• Numerous Community/Partner Plans were received to the EOC

• Plans for Fort Worth EOP plan update for 2020 are in the works and templateswere received by the state

• Continued to administer the close out with City Departments DR-4223 for the2015 Fort Worth Floods

• Number of exercises conducted (full scale, functional, tabletop, seminar &workshops): 13

• Number of people participating in exercises: 728

• How many other community/regional exercises OEM helped support orattended: 27

• 2018 TIER II reports were compiled and distributed

• SNAP/STEAR registration process and administration continued

• OEM continued to represent at the 20 COG working groups

• Mayor Betsy Price was nominated as the Fort Worth representative to the EPPCcommittee

• Tornado Shelter Registration Site was implemented on the OEM website

• City of Fort Worth COOP plans were exercised for an active shooter scenario andplans updated

• JEOC Assessment was completed for the planned new EOC building

Special Events Coordination

• OEM plays a major role in City ofFort Worth Special Event planning.This includes scheduling andhosting coordination meetings,developing and hosting tabletopexercises with responders andevent organizers, IAP/EAPdevelopment and distribution,integration of OEM staff in unifiedcommand, and JEOC activation formonitoring of these events.

• Number of special events held &attendance totals: 130 events/~3.4 million people

• Number of special events withJEOC coordination: 48

• Number of State of Texas ResourceRequests submitted for SpecialEvents: 2

• Coordinated and submitted theFort Worth DHS Special EventData Call for 2020: 7-SEAR 3events; 20-SEAR 4; 36-SEAR 5were determined from the 2020submittals. These are tied to UASIgrant allocations

Emergency Management 2016 2017 2018 2019 2020Target

Increase participation in Special Needs Assistance Program to 6,000 4,957 5,206 5,632 5,747 6,000

Increase participation in NIXLE to 50,000 32,204 35,362 44,027 51,799 50,000

Conduct a minimum of 3 (discussion or ops based) EOC exercisesannually N/A N/A N/A 18 3

Offer a minimum of 2 EOC team specific training sessions for EOCstaff annually N/A N/A N/A 23 2


H o s p i t a l / M e d i c a l /Healthcare Coordination

OEM works closely with ourh o s p i t a l / m e d i c a l / h e a l t h c a r ecommunity. From coordination ofinformation for large special events,emergency planning, integration intocity exercises for mass casualties, andevaluation of their emergency plans andexercises. Additionally on September16, 2016, the Centers for Medicaid andMedicare published a final rule onemergency preparedness for healthcareproviders. The rule serves to establishnational, consistent emergencypreparedness requirements for 17different providers participating inMedicare and Medicaid. The CMSPreparedness Rule dictates that all 17provider types must develop andmaintain a comprehensive emergencypreparedness program that contains thefollowing: an Emergency Plan,Emergency Preparedness Policies andProcedures, a Communications Plan,and an Emergency PreparednessTraining and Testing Program. Specificprovider types have additionalrequirements. This has increased theworkload and coordination efforts forFort Worth OEM as emergency planshave to be reviewed, facilitiessometimes ask for walkthroughs, andexercises have to be developed.

• Number of Hospital Work Groupmeetings: 9.

• Number of Healthcare facilitiesemergency plans reviewed: 8 (2 arecorporate so spans to multipledialysis facilities).

• Number of Healthcare facilitymeetings and plan discussions: 10.

• Number of OEM hosted VirtualTabletop exercises (for CMSrequirements): 2 (6 facilities).

• Number of Hospital exercises andplanning meetings attended: 8exercises/4 planning meetings.

• Number of Mass Prophy Forms(registration): 283.

• Number of other coordination

meetings specific to hospital/medical/healthcare (HHCmeetings, REPC meetings,BIoWatch meetings, EPABmeetings, Mass Prophy meetings,TMOC Planning meetings): 58.

Operations Center

2019 brought a lot of planning andchange to EOC Systems/Technology asnew systems were implemented andothers were replaced. The EOCOperations Center section oversees thesiren system, CASA radar, EOCequipment and facility testing,situational and mapping systems, andEOC notification systems.Major siren system accomplishments:• Worked with SafetyCom to attain

99% up time for all sirens.

• Replaced (upgraded) solar panelson 94 sirens.

• Installed new siren in SkylineRanch neighborhood on the southside by Benbrook.

• Worked with SafetyCom tech torespond to approximately 75 sirentechnical issues ranging from lowbatteries to bad logic boards todriver outages.

Major CASA radar accomplishments:• 7 radars up and running .

• Over 50 paying memberjurisdictions in 2019 (total of$170,000 brought in for theproject).

• Executive Council meetings heldquarterly and Leadershipconference calls to guide projectheld every other week.

Major EOC System/Technologyaccomplishments:• Weather Activation Room

implementation (new technology,screens, PCs).

• Implemented ASANA for thedivision for project managementand status updates.

• Replaced visitor managementsoftware for visitor tracking and

alerting.

• Rebranding of OEM Social Media.

• Held multiple Backup EOC drills –tested ability to activate and of thetechnology at the backup EOC.

• Discontinued the Fort WorthWebEOC server and coordinatedaccounts to the Lone Star WebEOCserver.

• Discontinued Nixle and helpedimplement Fort Worth Texas Alerts.

• Implemented EOC Dashboard(ESRI Dashboard) for JEOCActivations.

• Implemented public and privateEOC Sit Rep (ESRI storymaps) forJEOC Activations.

• Number of people on the JEOCEvent email list: 714 (Note: thisgets distributed to CFWdepartments and to multiplecommunity and regional partnersand gets forwarded to additional listservs).

• Number of people in the EOCEverbridge notification system:391.

Emergency/Disaster & PublicEducation

OEM stays actively engaged in thecommunity through the use of socialmedia and by distributing emergencypreparedness information. OEM sets uptables and displays at events to provideemergency preparedness informationand answer any questions on familyemergency planning, business /community emergency planning, orregister for emergency notificationsystems or services. September 2019was the largest September NationalPreparedness Month to date, offering avariety of public education eventsthroughout the community and a busbench/bus campaign.

In 2019, OEM significantly increasedour social media presence to includenew Instagram and Nextdoor accounts.

OEM accounts have been given thecoveted blue verified badge, rarely givento accounts in 2019, The blue verifiedbadge on Twitter lets people know thatan account of public interest isauthentic. OEM was able to help otheraccounts in the region obtain the samestatus.

• Number of twitter followers: 7,548.

• Number of Instagram followers:289 (went live May 2019).

• Numbers we have reached throughNextdoor: average 118,846 views aweek.

• Number of “What is OEMWednesday” posts in 2019: createdin May 2019- 28 videos since thatmonth.

• Number of public events held in2019 (Jan 2019-Dec 2019) andapproximately how much itemsdistributed:

• Public events: 46 events.

• Approx how many items aredistributed (this number was basedon KW2D prize wheels (which wasnot covered at every event),approximate attendance at events,and overall number of publiceducation events): approximately4,235 items distributed.

Training

OEM conducts a variety of trainings forEOC staff and for city personnelworking sheltering operations, damageassessment, or storm spotting activitiesin the field.

• Number of OEM hosted trainings:28.

• Number of people trained: 724.

• Contributed to the Regional Multi-year Training and Exercise Plan.

• Developed OEM 2019-2021 Multi-

year Training and Exercise Plan.

OEM also administers NIMSCompliance for the City of Fort Worth.In 2019 OEM helped bridge the gap ofgetting certificates uploaded into thesystem and are working with IT to get amore streamlined program developedand in place. Homeland SecurityPresidential Directive #5 requires theadoption of NIMS (National IncidentManagement System) by all state, local,and tribal jurisdictions. NIMSCompliance is required in order forthese entities to receive federal grants.NIMS Compliance numbers for the Cityof Fort Worth are as follows:

Fire Department:

• 79% Compliant.

• All sworn and civilian employees inthe Department.

Police Department:

• 91% Compliant.


Code Compliance Department:

• 97% Compliant.

• All employees in the Department.

Communications & PublicEngagement:

• 44% Compliant.

• Select employees in theDepartment.

Transportation & Public WorksDepartment:

• 43% Compliant.


Park & Recreation Department:

• 94% Compliant.


Aviation Department:

• 79% Compliant.


2019 GrantsOEM has also had a busy 2019 with notonly the administration of the grantsthemselves, but also in the continuedjustification of the sustainment of thefunds, inventorying of the assets,closeout of previous years funding,coordination of a 2019 audit, and thedevelopment of the Threat and HazardIdentification and Risk Assessment(THIRA). Fort Worth led the effort todevelop it for the entire region.

Amount of grant fundsallocated to Fort Worth:

2019 UASI -$3,381,1832019 EMPG -$175,913.98Major 2019 Grants teamaccomplishments:

• Closed out 2016 UASI and didn’treturn any funding.

• Closed out legacy grants inPeopleSoft (2011, 2013, 2014).

• Passed State Audit with no findings.

• Streamlined the UASI grant scoringprocess for 2020 grants.

• Coordinated 10 conferences for 68personnel.



H o s p i t a l / M e d i c a l /Healthcare Coordination

OEM works closely with ourh o s p i t a l / m e d i c a l / h e a l t h c a r ecommunity. From coordination ofinformation for large special events,emergency planning, integration intocity exercises for mass casualties, andevaluation of their emergency plans andexercises. Additionally on September16, 2016, the Centers for Medicaid andMedicare published a final rule onemergency preparedness for healthcareproviders. The rule serves to establishnational, consistent emergencypreparedness requirements for 17different providers participating inMedicare and Medicaid. The CMSPreparedness Rule dictates that all 17provider types must develop andmaintain a comprehensive emergencypreparedness program that contains thefollowing: an Emergency Plan,Emergency Preparedness Policies andProcedures, a Communications Plan,and an Emergency PreparednessTraining and Testing Program. Specificprovider types have additionalrequirements. This has increased theworkload and coordination efforts forFort Worth OEM as emergency planshave to be reviewed, facilitiessometimes ask for walkthroughs, andexercises have to be developed.

• Number of Hospital Work Groupmeetings: 9.

• Number of Healthcare facilitiesemergency plans reviewed: 8 (2 arecorporate so spans to multipledialysis facilities).

• Number of Healthcare facilitymeetings and plan discussions: 10.

• Number of OEM hosted VirtualTabletop exercises (for CMSrequirements): 2 (6 facilities).

• Number of Hospital exercises andplanning meetings attended: 8exercises/4 planning meetings.

• Number of Mass Prophy Forms(registration): 283.

• Number of other coordination

meetings specific to hospital/medical/healthcare (HHCmeetings, REPC meetings,BIoWatch meetings, EPABmeetings, Mass Prophy meetings,TMOC Planning meetings): 58.

Operations Center

2019 brought a lot of planning andchange to EOC Systems/Technology asnew systems were implemented andothers were replaced. The EOCOperations Center section oversees thesiren system, CASA radar, EOCequipment and facility testing,situational and mapping systems, andEOC notification systems.Major siren system accomplishments:• Worked with SafetyCom to attain

99% up time for all sirens.

• Replaced (upgraded) solar panelson 94 sirens.

• Installed new siren in SkylineRanch neighborhood on the southside by Benbrook.

• Worked with SafetyCom tech torespond to approximately 75 sirentechnical issues ranging from lowbatteries to bad logic boards todriver outages.

Major CASA radar accomplishments:• 7 radars up and running .

• Over 50 paying memberjurisdictions in 2019 (total of$170,000 brought in for theproject).

• Executive Council meetings heldquarterly and Leadershipconference calls to guide projectheld every other week.

Major EOC System/Technologyaccomplishments:• Weather Activation Room

implementation (new technology,screens, PCs).

• Implemented ASANA for thedivision for project managementand status updates.

• Replaced visitor managementsoftware for visitor tracking and

alerting.

• Rebranding of OEM Social Media.

• Held multiple Backup EOC drills –tested ability to activate and of thetechnology at the backup EOC.

• Discontinued the Fort WorthWebEOC server and coordinatedaccounts to the Lone Star WebEOCserver.

• Discontinued Nixle and helpedimplement Fort Worth Texas Alerts.

• Implemented EOC Dashboard(ESRI Dashboard) for JEOCActivations.

• Implemented public and privateEOC Sit Rep (ESRI storymaps) forJEOC Activations.

• Number of people on the JEOCEvent email list: 714 (Note: thisgets distributed to CFWdepartments and to multiplecommunity and regional partnersand gets forwarded to additional listservs).

• Number of people in the EOCEverbridge notification system:391.

Emergency/Disaster & PublicEducation

OEM stays actively engaged in thecommunity through the use of socialmedia and by distributing emergencypreparedness information. OEM sets uptables and displays at events to provideemergency preparedness informationand answer any questions on familyemergency planning, business /community emergency planning, orregister for emergency notificationsystems or services. September 2019was the largest September NationalPreparedness Month to date, offering avariety of public education eventsthroughout the community and a busbench/bus campaign.

In 2019, OEM significantly increasedour social media presence to includenew Instagram and Nextdoor accounts.

OEM accounts have been given thecoveted blue verified badge, rarely givento accounts in 2019, The blue verifiedbadge on Twitter lets people know thatan account of public interest isauthentic. OEM was able to help otheraccounts in the region obtain the samestatus.

• Number of twitter followers: 7,548.

• Number of Instagram followers:289 (went live May 2019).

• Numbers we have reached throughNextdoor: average 118,846 views aweek.

• Number of “What is OEMWednesday” posts in 2019: createdin May 2019- 28 videos since thatmonth.

• Number of public events held in2019 (Jan 2019-Dec 2019) andapproximately how much itemsdistributed:

• Public events: 46 events.

• Approx how many items aredistributed (this number was basedon KW2D prize wheels (which wasnot covered at every event),approximate attendance at events,and overall number of publiceducation events): approximately4,235 items distributed.

Training

OEM conducts a variety of trainings forEOC staff and for city personnelworking sheltering operations, damageassessment, or storm spotting activitiesin the field.

• Number of OEM hosted trainings:28.

• Number of people trained: 724.

• Contributed to the Regional Multi-year Training and Exercise Plan.

• Developed OEM 2019-2021 Multi-

year Training and Exercise Plan.

OEM also administers NIMSCompliance for the City of Fort Worth.In 2019 OEM helped bridge the gap ofgetting certificates uploaded into thesystem and are working with IT to get amore streamlined program developedand in place. Homeland SecurityPresidential Directive #5 requires theadoption of NIMS (National IncidentManagement System) by all state, local,and tribal jurisdictions. NIMSCompliance is required in order forthese entities to receive federal grants.NIMS Compliance numbers for the Cityof Fort Worth are as follows:

Fire Department:

• 79% Compliant.


Police Department:

• 91% Compliant.


Code Compliance Department:

• 97% Compliant.

• All employees in the Department.

Communications & PublicEngagement:

• 44% Compliant.


Transportation & Public WorksDepartment:

• 43% Compliant.


Park & Recreation Department:

• 94% Compliant.


Aviation Department:

• 79% Compliant.


2019 GrantsOEM has also had a busy 2019 with notonly the administration of the grantsthemselves, but also in the continuedjustification of the sustainment of thefunds, inventorying of the assets,closeout of previous years funding,coordination of a 2019 audit, and thedevelopment of the Threat and HazardIdentification and Risk Assessment(THIRA). Fort Worth led the effort todevelop it for the entire region.

Amount of grant fundsallocated to Fort Worth:

2019 UASI -$3,381,1832019 EMPG -$175,913.98Major 2019 Grants teamaccomplishments:

• Closed out 2016 UASI and didn’treturn any funding.

• Closed out legacy grants inPeopleSoft (2011, 2013, 2014).

• Passed State Audit with no findings.

• Streamlined the UASI grant scoringprocess for 2020 grants.

• Coordinated 10 conferences for 68personnel.



The Operations Division employs the majority of the Departmentʼspersonnel, conducts daily emergency response activities, as well as non-emergency, and specialized responses. Each year firefighters respond toover 122,000 incidents from the cityʼs 43 fire stations that are organizedin seven battalions.

In addition to responding to calls for help and assistance, firefighters arealso responsible for commercial inspections, training, hydrant inspections,public education, inspections and maintenance on trucks and fire stations.

OPERATIONSTO HELP PEOPLE

Emergency Response 2016 2017 2018 2019 2020Target

Fire call reaction time ≤ 80 seconds, 90% of the time 90.8% 89.2% 88.3% 91.9% 90%

EMS call reaction time ≤ 60 seconds, 90% of the time 75.0% 72.2% 70.2% 73.8% 90%

Fire and EMS drive time ≤ 4 minutes, 90% of the time 50.2% 50.0% 49.5% 48.3% 90%

Full alarm response time ≤ 8 minutes, 90% of the time 41.1% 50.7% 54.3% 51.3% 90%

Residential structure fires contained to room of origin 55% of the time 55.3% 52.7% 53.5% 57.2% 55%


The Operations Division employs the majority of the Departmentʼspersonnel, conducts daily emergency response activities, as well as non-emergency, and specialized responses. Each year firefighters respond toover 122,000 incidents from the cityʼs 43 fire stations that are organizedin seven battalions.

In addition to responding to calls for help and assistance, firefighters arealso responsible for commercial inspections, training, hydrant inspections,public education, inspections and maintenance on trucks and fire stations.

OPERATIONSTO HELP PEOPLE

Emergency Response 2016 2017 2018 2019 2020Target

Fire call reaction time ≤ 80 seconds, 90% of the time 90.8% 89.2% 88.3% 91.9% 90%

EMS call reaction time ≤ 60 seconds, 90% of the time 75.0% 72.2% 70.2% 73.8% 90%

Fire and EMS drive time ≤ 4 minutes, 90% of the time 50.2% 50.0% 49.5% 48.3% 90%

Full alarm response time ≤ 8 minutes, 90% of the time 41.1% 50.7% 54.3% 51.3% 90%

Residential structure fires contained to room of origin 55% of the time 55.3% 52.7% 53.5% 57.2% 55%

4.85

5.1

5.35

5.6

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

4.74

4.86

4.98

5.23

5.455.55

5.495.41 5.40

5.49

Average Response Times in Minutes by Call Type


Dispatch Operations

Call Volume Inside/Outside the Loop Response TimesCall volumes inside Loop 820 have increased by 26% since 2010 while volumes

outside Loop 820 have increased by 48% during this same timeframe. This increase incall volume is indicative of continued development and population growth across thecity.

2019 Station Run Totals

The average response time forall calls citywide has increased20% since 2010. This increase is aresult of growing congestionrelated to construction andpopulation growth as well asincreasing travel distance due tourban sprawl.

Average Response Times in Minutes

Average Response Time inMinutes: Inside vs. OutsideLoop 820

10 Year Average Response Time

Response times for all calls outside Loop 820 have increased 20% since 2010.Similarly, times for calls inside Loop 820 have increased 18% for this sameperiod.

Average Daily Incident Countby Time of Day in 2019

12a 1a 2a 3a 4a 5a 6a 7a 8a 9a 10a

11a

12p 1p 2p 3p 4p 5p 6p 7p 8p 9p 10p

11p

13

15

1718

19

212120

1919191818

17

1514

11

9

778

101011

0K

35K

70K

105K

140K

20102011

20122013

20142015

20162017

20182019

*2020*2021

130,445126,272

96,41393,305

88,95685,823

81,59878,449

73,97570,521

67,06764,440

13,72613,213

14,06012,412

12,40311,395

10,0499,451

9,7438,861

11,90912,484

11,36510,850

10,51910,450

10,22110,287

12,20811,239

FireO

therEM

SProjected

Grow

th

5.26MIN

5.345.43 5.44

5.625.75

5.53

6.01 6.016.11 6.13

4.67 4.77

4.94

5.21

5.46 5.535.44

5.34 5.315.42

4.632010 2011 2012 2013 2014 2015 2016 2017 2018 2019

4.85

4.754.92 4.97

5.13 5.17 5.22 5.22 5.21

Fire EMS Other

5.5 5.595.76

6.016.19

6.4 6.33 6.28 6.13 6.22

4.35 4.47 4.564.79

5.04 5.06 5 4.91 4.95 5.04Inside the loop

Outside the loop

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019 46,568

45,159

41,475

39,511

37,764

35,457

33,650

31,297

30,854

28,959

75,584

73,505

71,341

67,421

64,653

62,877

59,496

57,322

56,792

54,427Inside Outside

4.85

5.1

5.35

5.6

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

4.74

4.86

4.98

5.23

5.455.55

5.495.41 5.40

5.49

Average Response Times in Minutes by Call Type


Dispatch Operations

Call Volume Inside/Outside the Loop Response TimesCall volumes inside Loop 820 have increased by 26% since 2010 while volumes

outside Loop 820 have increased by 48% during this same timeframe. This increase incall volume is indicative of continued development and population growth across thecity.

2019 Station Run Totals

The average response time forall calls citywide has increased20% since 2010. This increase is aresult of growing congestionrelated to construction andpopulation growth as well asincreasing travel distance due tourban sprawl.

Average Response Times in Minutes

Average Response Time inMinutes: Inside vs. OutsideLoop 820

10 Year Average Response Time

Response times for all calls outside Loop 820 have increased 20% since 2010.Similarly, times for calls inside Loop 820 have increased 18% for this sameperiod.

Average Daily Incident Countby Time of Day in 2019

12a 1a 2a 3a 4a 5a 6a 7a 8a 9a 10a

11a

12p 1p 2p 3p 4p 5p 6p 7p 8p 9p 10p

11p

13

15

1718

19

212120

1919191818

17

1514

11

9

778

101011

0K

35K

70K

105K

140K

20102011

20122013

20142015

20162017

20182019

*2020*2021

130,445126,272

96,41393,305

88,95685,823

81,59878,449

73,97570,521

67,06764,440

13,72613,213

14,06012,412

12,40311,395

10,0499,451

9,7438,861

11,90912,484

11,36510,850

10,51910,450

10,22110,287

12,20811,239

FireO

therEM

SProjected

Grow

th

5.26MIN

5.345.43 5.44

5.625.75

5.53

6.01 6.016.11 6.13

4.67 4.77

4.94

5.21

5.46 5.535.44

5.34 5.315.42

4.632010 2011 2012 2013 2014 2015 2016 2017 2018 2019

4.85

4.754.92 4.97

5.13 5.17 5.22 5.22 5.21

Fire EMS Other

5.5 5.595.76

6.016.19

6.4 6.33 6.28 6.13 6.22

4.35 4.47 4.564.79

5.04 5.06 5 4.91 4.95 5.04Inside the loop

Outside the loop

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019 46,568

45,159

41,475

39,511

37,764

35,457

33,650

31,297

30,854

28,959

75,584

73,505

71,341

67,421

64,653

62,877

59,496

57,322

56,792

54,427Inside Outside

86ACRES

Property and ContentSaved$747,111,474

Content Loss$4,003,185

Property Loss$8,804,077

Currently, there are twostations that are 24-hourARFF certified responsestations, Station 35 atAlliance Airport andStation 44 at Meachamairport. Station 35 houses

three ARFF vehicles which carry a total of 7,500 gallons of water, 1,000 gallons of foam,1,000 pounds of auxiliary agent, and eight ARFF certified personnel in order tomaintain an index rating of E. An index rating of E is the highest index and it appliesto cases where aircraft longer than 200 feet will be operating. Station 44 houses twoARFF vehicles, which carry a total of 1,750 gallons of water, 400 gallons of foam, 650pounds of auxiliary agent, staffed with two ARFF certified personnel and has a B indexrating. An index rating of B applies to cases where aircraft between 90 and 125 feetoperate. Both stations are tasked with responding to aircraft incidents on and off theairport they service. They also respond to any fire and EMS related incidents on airportgrounds. The ARFF program currently has 45 active members.


Dispatch Operations

E M E R G E N C YMEDICAL SERVICES

Helping people is at the very core of why the FWFD exists.Delivering emergency medical care is the primary way theFWFD helps people. In 2019, EMS comprised 80% of all callcategories.

2016 2017 2018 2019 **2020

Fort Worth Population 855,504 874,168 892,526 895,008 930,405

*Priority 1 EMS Calls 19,796 23,303 22,484 24,417 26,517

***Priority 2 & 3 EMS Calls 48,465 49,518 50,044 51,084 52,080

All EMS Calls 68,261 72,821 72,528 75,502 78,597

Priority 1 EMS Calls per 1000 Pop 57 57 56 56 56

Total EMS Calls per 1000 Pop 80 83 81 83 84

*Priority 1 calls are the highest call priority often requiring paramedic care**Estimated projections based off historical growth***Priority 2 & 3 calls are lower priority EMS call types often not requiring paramedic care

CARDIAC ARRESTPRIORITY 1 CALLVOLUME

CALL VOLUME

Cardiac arrest is one of the mostcritical call types. Every second a persongoes without proper oxygen perfusion totheir brain, heart, and other vital organs,they edge closer to a point in which theycannot be saved.

In 2019, the FWFD we called to1,582 cardiac arrests. Of those, 783warranted cardio pulmonaryresuscitation (CPR).

The FWFD, in partnership withMedStar, the Office of the MedicalDirector and area hospitals, havesuccessfully delivered 123 cardiac arrestpatients to the emergency room with 42(34%) of those patients recovering andbeing discharged from hospital care.

9.7%11% NATIONAL AVG.

Fort Worth Avg. Out ofHospital CardiacArrest Survival Rate

FIRE

A I R C R A F TR E S C U E& FIREFIGHTING

• Live Fire Training held at DFWAirport with 45 members.

• Recruited and Trained 6 new ARFFmembers.

• Developed agreements with newairport tenants Amazon and ATAC(Airborne Tactical AdvantageCompany) and the city of Hasletwhere the warehouse area for thesebusinesses are located.

• Specified and ordered a new $1.2million dollar ARFF vehicle.

• Developed a contract with GlobalARFF for the service of SpecializedARFF vehicles for efficientmaintenance.

• Assisted and participated in FortWorth Airshow.

Notable ARFF Events In 2019included:

The FWFD maintainsa primary HazardousMaterials Response Teamlocated downtown alongwith four satellite stations

strategically located on the north, south, east, and west sides of the city.

Fire Station 2 is the centrally located primary Haz-Mat Response Team. Station 2houses Battalion 2, Engine 2, Truck 2, Squad 2, Support 2, the decontamination trailerand the shower trailer. Station 2 is staffed with 13 personnel per shift. The station alsoserves as front line fire suppression, EMS, and are trained as part of the TechnicalRescue Team.

FWFD has 120 Hazardous Materials Technicians at the Station level at this time.

All Battalion Chiefs are trained to the Technician level.

The daily minimum staffing is 20 Hazardous Materials Technicians plus 4 BattalionChiefs.

H A Z A R D O U SM A T E R I A L S

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

1,58

2

1,56

8

1,23

8

1,24

9

1,13

6

1,12

3

1,03

6

9911,04

7

1,05

1

Cardiac arrest callsare increasing byan average of 59calls per year inFort Worth.

2016

2017

2018

2019

2020

27K**

25K

22K23K0

20K

Fire StatsProperty Loss $8,804,077

Content Loss $4,003,185

Property and Content Saved $747,111,474

Vegetation Fires 86 acres

1 and 2 Family Dwellings $7,841,338.00

Multifamily Dwellings $3,237,480.00

Vegetation Fires

86ACRES

Property and ContentSaved$747,111,474

Content Loss$4,003,185

Property Loss$8,804,077

Currently, there are twostations that are 24-hourARFF certified responsestations, Station 35 atAlliance Airport andStation 44 at Meachamairport. Station 35 houses

three ARFF vehicles which carry a total of 7,500 gallons of water, 1,000 gallons of foam,1,000 pounds of auxiliary agent, and eight ARFF certified personnel in order tomaintain an index rating of E. An index rating of E is the highest index and it appliesto cases where aircraft longer than 200 feet will be operating. Station 44 houses twoARFF vehicles, which carry a total of 1,750 gallons of water, 400 gallons of foam, 650pounds of auxiliary agent, staffed with two ARFF certified personnel and has a B indexrating. An index rating of B applies to cases where aircraft between 90 and 125 feetoperate. Both stations are tasked with responding to aircraft incidents on and off theairport they service. They also respond to any fire and EMS related incidents on airportgrounds. The ARFF program currently has 45 active members.


Dispatch Operations

E M E R G E N C YMEDICAL SERVICES

Helping people is at the very core of why the FWFD exists.Delivering emergency medical care is the primary way theFWFD helps people. In 2019, EMS comprised 80% of all callcategories.

2016 2017 2018 2019 **2020

Fort Worth Population 855,504 874,168 892,526 895,008 930,405

*Priority 1 EMS Calls 19,796 23,303 22,484 24,417 26,517

***Priority 2 & 3 EMS Calls 48,465 49,518 50,044 51,084 52,080

All EMS Calls 68,261 72,821 72,528 75,502 78,597

Priority 1 EMS Calls per 1000 Pop 57 57 56 56 56

Total EMS Calls per 1000 Pop 80 83 81 83 84

*Priority 1 calls are the highest call priority often requiring paramedic care**Estimated projections based off historical growth***Priority 2 & 3 calls are lower priority EMS call types often not requiring paramedic care

CARDIAC ARRESTPRIORITY 1 CALLVOLUME

CALL VOLUME

Cardiac arrest is one of the mostcritical call types. Every second a persongoes without proper oxygen perfusion totheir brain, heart, and other vital organs,they edge closer to a point in which theycannot be saved.

In 2019, the FWFD we called to1,582 cardiac arrests. Of those, 783warranted cardio pulmonaryresuscitation (CPR).

The FWFD, in partnership withMedStar, the Office of the MedicalDirector and area hospitals, havesuccessfully delivered 123 cardiac arrestpatients to the emergency room with 42(34%) of those patients recovering andbeing discharged from hospital care.

9.7%11% NATIONAL AVG.

Fort Worth Avg. Out ofHospital CardiacArrest Survival Rate

FIRE

A I R C R A F TR E S C U E& FIREFIGHTING

• Live Fire Training held at DFWAirport with 45 members.

• Recruited and Trained 6 new ARFFmembers.

• Developed agreements with newairport tenants Amazon and ATAC(Airborne Tactical AdvantageCompany) and the city of Hasletwhere the warehouse area for thesebusinesses are located.

• Specified and ordered a new $1.2million dollar ARFF vehicle.

• Developed a contract with GlobalARFF for the service of SpecializedARFF vehicles for efficientmaintenance.

• Assisted and participated in FortWorth Airshow.

Notable ARFF Events In 2019included:

The FWFD maintainsa primary HazardousMaterials Response Teamlocated downtown alongwith four satellite stations

strategically located on the north, south, east, and west sides of the city.

Fire Station 2 is the centrally located primary Haz-Mat Response Team. Station 2houses Battalion 2, Engine 2, Truck 2, Squad 2, Support 2, the decontamination trailerand the shower trailer. Station 2 is staffed with 13 personnel per shift. The station alsoserves as front line fire suppression, EMS, and are trained as part of the TechnicalRescue Team.

FWFD has 120 Hazardous Materials Technicians at the Station level at this time.

All Battalion Chiefs are trained to the Technician level.

The daily minimum staffing is 20 Hazardous Materials Technicians plus 4 BattalionChiefs.

H A Z A R D O U SM A T E R I A L S

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

1,58

2

1,56

8

1,23

8

1,24

9

1,13

6

1,12

3

1,03

6

9911,04

7

1,05

1

Cardiac arrest callsare increasing byan average of 59calls per year inFort Worth.

2016

2017

2018

2019

2020

27K**

25K

22K23K0

20K

Fire StatsProperty Loss $8,804,077

Content Loss $4,003,185

Property and Content Saved $747,111,474

Vegetation Fires 86 acres

1 and 2 Family Dwellings $7,841,338.00

Multifamily Dwellings $3,237,480.00

Vegetation Fires

Dispatch Operations

FWFD maintains four stations thatserve as the primary high angle,confined space, structural collapse andheavy rescue resources within the city.Currently, the FWFD TRT has 108active members at the station level.Battalion Chiefs assigned to Battalion 2are also trained to the TRT level. Thisbrings a total team size to 111 members.

Minimum staffing per day is fourTRT trained personnel at Stations 1, 14,and 38, but, there is no minimumstaffing for TRT at Station 2. This bringsthe minimum TRT daily staffing to 12trained persons per day for the entirecity.

The FWFD maintains a close

working relationship withthe Texas A&MEngineering ExtensionService (TEEX), the TexasA&M Task Force 1 team

(TX-TF1), the North Central TexasCouncil of Governments (NCTCOG) aswell as the cities that have mutual aidand automatic aid contracts with likedisciplines. The FWFD TRT teams havebeen involved with the Council ofGovernments efforts to simulateregional disaster drills that involvemany other cities as well.

The FWFD team has many of theoriginal founding members of TexasTask Force 1 and many more memberscurrently on the Task Force Team. As aresult, the TRT discipline hasmaintained this relationship withTxTF1 since its inception and regularlydeploys with the team.

The FWFD maintains two stationsthat serve as Swift Water / Under WaterSearch and Rescue response stations inthe city. Each station is staffed with 4personnel with the ability to recalladditional personnel to increaseresponse capabilities for severe weatherevents or large scale incidents. TheSwift-Water Attack Team concept wasfully implemented in 2019, with thecontingent ability of adding 1-4additional SWUSAR companies on anovertime basis. Each Swift-Water AttackTeam is comprised of 4 Swift-WaterTechnicians and are tasked withresponding to high water rescues citywide.

Each of the two SWUSAR stationsserve as front line fire suppression andEMS response companies as theirprimary responsibility. The SWUSARteams are tasked with providing alltechnician level water related search,rescue, and recovery capabilities in theCity of Fort Worth. These capabilitiesare divided into two disciplines, swift-water or surface rescue and underwater

or scuba diving rescue andrecovery. The team alsoassists the FWPD withevidence search andrecovery as requested.

The FWFD SWUSAR Teammaintains a close working relationshipwith the State of Texas, Department ofHomeland Security and Texas A&M TaskForce 1, rostering 18 swift-watertechnicians from the SWUSAR teamthat respond on a state wide andregional basis at their request. TheFWFD team has maintained thisrelationship with TxA&MTF1 since itsinception and continues to deploy withthe team on a regular basis. The FortWorth Fire Department maintains 1 of 5pre-deployed caches of Task ForceEquipment in the state. The mostrecent large scale flooding event theSWUSAR Team responded to was inBeaumont, Texas. Tropical Storm Imeldastalled over Beaumont overwhelmingthe city and surrounding area with over42” of rain in September 2019. Ourteam working as a Texas A&M TaskForce 1 Water Strike Team, along with 5other WSTs recorded over 1500 rescues.We also had 2 members maintain liaisonduties with the Beaumont EOC over theduration of the event, coordinating and

dispatching Task Force resources.

The FWFD SWUSAR team alsomaintains a close relationship with theFort Worth Drowning PreventionCoalition. FWFD Divers again took anactive role in partnering with the FortWorth Safe Communities Initiative.Team members partnered with Safe KidsTarrant County / Cook Children’s,Firefighters Charities, FWFD Fire SafetyEducation, Fort Worth DrowningPrevention Coalition, and TarrantCounty YMCA. www.SwimSafeFW.org

T E C H N I C A LRESCUE TEAM

SWIFT-WATER &DIVE RESCUE

In 2019 some key steps were takento move the TRT program forward. Offduty quarterly training wasimplemented allowing more hands ontraining to occur without disruptions.Skill sheets for all five disciplines havebeen developed with a focus of trainingto our core skillsets. All of the skillsheets, equipment related videos,training certifications, log sheets fortraining and relevant information hasbeen migrated to the sharepoint systemfor reference. This has allowed all of themembers of the team to have instantaccess to training materials and videosto assist them with station leveltraining. Also a transition to adjust tofuture requirements and standardswhere a minimum assessment of skillsand physical ability applicable to the 5disciplines has been ongoing in 2019.

Accomplishments• UASI Funding – $183,000 used to

purchase a new rescue truck toreplace Dive 07.

• FWFD SWUSAR team re-qualifiedas a FEMA TYPE II response team.

• Seven of our technicians completedtheir Master Diver certifications ontheir way to becoming a regionalPublic Safety Diver Training Center.

• Conducted a 3 week dive class thatstarted on May 13th and trainedand graduated 11 new technicians.

3534 FWFD ANNUAL REPORT 2019 FWFD ANNUAL REPORT 2019

Dispatch Significant Programs & Events

SIGNIFICANT PROGRAMS & EVENTS

FACILITY CONSTRUCTION PROJECTS

2014 BondProgram FacilitiesFire Station 43 design is underway. Thenew station is expected to open in 2021and will serve the Lost Creek and WalshRanch areas.

2018 BondProgram FacilitiesDesign of Fire Station 26 to replace oldStation 26 began in 2019. Constructioncompletion is estimated to occur in2021.

Fire Station 45 design is underway. Thenew station will be located near theintersection of U.S. 287 and Harmon Rdand is expected to open in 2021.

Future FacilityNeeds/PlansJEOC (Joint EmergencyOperations Center) and FD/PDDispatch Facility

A study examining future options forthe existing JEOC and FD/PD dispatchfacilities was completed in 2019. Basedon the recommendations, a CombinedJEOC and FD/PD Dispatch Facility hasbeen proposed for inclusion in the 2022

Bond Program; however, there is apossibility that only the JEOCreplacement would proceed as part ofthe new City Hall project.

Bob Bolen Consolidation

Planning is underway to eventuallyrelocate the following facilities/functions to the Fire Training Buildingat BBPSC and projects have beenproposed for inclusion in the 2022 BondProgram.• Supply warehouse/commissary• PPE cleaning and repair• Arson/Bomb Facility• Climate Controlled Apparatus

Parking

Arson Evidence Facility

A new 5,000 SF facility to house arsonevidence and intake operations is beingdesigned and will be constructed insidethe Fire Training Building at BBPSC.Design is underway.

Chisholm Trail Fire Station (FireStation 46)

Property was acquired in October 2018for a future station to be built near thenew Tarleton State University FortWorth campus and Chisholm TrailParkway. Construction has been

proposed as part of the 2022 BondProgram.

Fire Station Refurbishment

10 fire stations have been identified formajor remodel/refurbishment to extendtheir useful life rather than more costlyreplacement. A proposal has beensubmitted for possible inclusion in the2022 Bond Program.

• Fire station 37 located at 4701 RayWhite Road was built as atemporary facility in 1998 usingmodular construction. A permanentfacility needs to be constructed andhas been proposed for inclusion inthe 2022 Bond Program.

• Fire station 16, built in 1965,currently has multiple issues. It isundersized for both staff andapparatus and cannot adequatelyaccommodate a double company orfemale fire fighters. This has alsobeen proposed for inclusion in the2022 Bond Program.

Projects completed in 2019include:

The incident command & emergencymanagement simulation lab at the BobBolen Public Safety Complex wasfunded largely with UASI grant funds.

FWFD ADDS A 7TH BATTALIONAfter a great deal of planning and discussion among FWFD

leadership and Operations personnel, the department added aseventh battalion on December 9th, 2019. This step was taken in aneffort to improve the delivery of services not only to the citizens weserve, but also to the fire department itself. Battalion 7 is comprisedof Fire Stations 9, 14, 19, 20, and 31 with the Battalion 7 Chiefresiding at Station 19. The battalion chief position wasaccommodated without adding positions to the department’sauthorized staffing by distributing the responsibilities of the SafetyChief to the seven battalion chiefs and reassigning the authorizedSafety Chief positions to Battalion 7. These changes were made toimprove internal operational efficiencies as well as response times.

Dispatch Operations

FWFD maintains four stations thatserve as the primary high angle,confined space, structural collapse andheavy rescue resources within the city.Currently, the FWFD TRT has 108active members at the station level.Battalion Chiefs assigned to Battalion 2are also trained to the TRT level. Thisbrings a total team size to 111 members.

Minimum staffing per day is fourTRT trained personnel at Stations 1, 14,and 38, but, there is no minimumstaffing for TRT at Station 2. This bringsthe minimum TRT daily staffing to 12trained persons per day for the entirecity.

The FWFD maintains a close

working relationship withthe Texas A&MEngineering ExtensionService (TEEX), the TexasA&M Task Force 1 team

(TX-TF1), the North Central TexasCouncil of Governments (NCTCOG) aswell as the cities that have mutual aidand automatic aid contracts with likedisciplines. The FWFD TRT teams havebeen involved with the Council ofGovernments efforts to simulateregional disaster drills that involvemany other cities as well.

The FWFD team has many of theoriginal founding members of TexasTask Force 1 and many more memberscurrently on the Task Force Team. As aresult, the TRT discipline hasmaintained this relationship withTxTF1 since its inception and regularlydeploys with the team.

The FWFD maintains two stationsthat serve as Swift Water / Under WaterSearch and Rescue response stations inthe city. Each station is staffed with 4personnel with the ability to recalladditional personnel to increaseresponse capabilities for severe weatherevents or large scale incidents. TheSwift-Water Attack Team concept wasfully implemented in 2019, with thecontingent ability of adding 1-4additional SWUSAR companies on anovertime basis. Each Swift-Water AttackTeam is comprised of 4 Swift-WaterTechnicians and are tasked withresponding to high water rescues citywide.

Each of the two SWUSAR stationsserve as front line fire suppression andEMS response companies as theirprimary responsibility. The SWUSARteams are tasked with providing alltechnician level water related search,rescue, and recovery capabilities in theCity of Fort Worth. These capabilitiesare divided into two disciplines, swift-water or surface rescue and underwater

or scuba diving rescue andrecovery. The team alsoassists the FWPD withevidence search andrecovery as requested.

The FWFD SWUSAR Teammaintains a close working relationshipwith the State of Texas, Department ofHomeland Security and Texas A&M TaskForce 1, rostering 18 swift-watertechnicians from the SWUSAR teamthat respond on a state wide andregional basis at their request. TheFWFD team has maintained thisrelationship with TxA&MTF1 since itsinception and continues to deploy withthe team on a regular basis. The FortWorth Fire Department maintains 1 of 5pre-deployed caches of Task ForceEquipment in the state. The mostrecent large scale flooding event theSWUSAR Team responded to was inBeaumont, Texas. Tropical Storm Imeldastalled over Beaumont overwhelmingthe city and surrounding area with over42” of rain in September 2019. Ourteam working as a Texas A&M TaskForce 1 Water Strike Team, along with 5other WSTs recorded over 1500 rescues.We also had 2 members maintain liaisonduties with the Beaumont EOC over theduration of the event, coordinating and

dispatching Task Force resources.

The FWFD SWUSAR team alsomaintains a close relationship with theFort Worth Drowning PreventionCoalition. FWFD Divers again took anactive role in partnering with the FortWorth Safe Communities Initiative.Team members partnered with Safe KidsTarrant County / Cook Children’s,Firefighters Charities, FWFD Fire SafetyEducation, Fort Worth DrowningPrevention Coalition, and TarrantCounty YMCA. www.SwimSafeFW.org

T E C H N I C A LRESCUE TEAM

SWIFT-WATER &DIVE RESCUE

In 2019 some key steps were takento move the TRT program forward. Offduty quarterly training wasimplemented allowing more hands ontraining to occur without disruptions.Skill sheets for all five disciplines havebeen developed with a focus of trainingto our core skillsets. All of the skillsheets, equipment related videos,training certifications, log sheets fortraining and relevant information hasbeen migrated to the sharepoint systemfor reference. This has allowed all of themembers of the team to have instantaccess to training materials and videosto assist them with station leveltraining. Also a transition to adjust tofuture requirements and standardswhere a minimum assessment of skillsand physical ability applicable to the 5disciplines has been ongoing in 2019.

Accomplishments• UASI Funding – $183,000 used to

purchase a new rescue truck toreplace Dive 07.

• FWFD SWUSAR team re-qualifiedas a FEMA TYPE II response team.

• Seven of our technicians completedtheir Master Diver certifications ontheir way to becoming a regionalPublic Safety Diver Training Center.

• Conducted a 3 week dive class thatstarted on May 13th and trainedand graduated 11 new technicians.

3534 FWFD ANNUAL REPORT 2019 FWFD ANNUAL REPORT 2019

Dispatch Significant Programs & Events

SIGNIFICANT PROGRAMS & EVENTS

FACILITY CONSTRUCTION PROJECTS

2014 BondProgram FacilitiesFire Station 43 design is underway. Thenew station is expected to open in 2021and will serve the Lost Creek and WalshRanch areas.

2018 BondProgram FacilitiesDesign of Fire Station 26 to replace oldStation 26 began in 2019. Constructioncompletion is estimated to occur in2021.

Fire Station 45 design is underway. Thenew station will be located near theintersection of U.S. 287 and Harmon Rdand is expected to open in 2021.

Future FacilityNeeds/PlansJEOC (Joint EmergencyOperations Center) and FD/PDDispatch Facility

A study examining future options forthe existing JEOC and FD/PD dispatchfacilities was completed in 2019. Basedon the recommendations, a CombinedJEOC and FD/PD Dispatch Facility hasbeen proposed for inclusion in the 2022

Bond Program; however, there is apossibility that only the JEOCreplacement would proceed as part ofthe new City Hall project.

Bob Bolen Consolidation

Planning is underway to eventuallyrelocate the following facilities/functions to the Fire Training Buildingat BBPSC and projects have beenproposed for inclusion in the 2022 BondProgram.• Supply warehouse/commissary• PPE cleaning and repair• Arson/Bomb Facility• Climate Controlled Apparatus

Parking

Arson Evidence Facility

A new 5,000 SF facility to house arsonevidence and intake operations is beingdesigned and will be constructed insidethe Fire Training Building at BBPSC.Design is underway.

Chisholm Trail Fire Station (FireStation 46)

Property was acquired in October 2018for a future station to be built near thenew Tarleton State University FortWorth campus and Chisholm TrailParkway. Construction has been

proposed as part of the 2022 BondProgram.

Fire Station Refurbishment

10 fire stations have been identified formajor remodel/refurbishment to extendtheir useful life rather than more costlyreplacement. A proposal has beensubmitted for possible inclusion in the2022 Bond Program.

• Fire station 37 located at 4701 RayWhite Road was built as atemporary facility in 1998 usingmodular construction. A permanentfacility needs to be constructed andhas been proposed for inclusion inthe 2022 Bond Program.

• Fire station 16, built in 1965,currently has multiple issues. It isundersized for both staff andapparatus and cannot adequatelyaccommodate a double company orfemale fire fighters. This has alsobeen proposed for inclusion in the2022 Bond Program.

Projects completed in 2019include:

The incident command & emergencymanagement simulation lab at the BobBolen Public Safety Complex wasfunded largely with UASI grant funds.

FWFD ADDS A 7TH BATTALIONAfter a great deal of planning and discussion among FWFD

leadership and Operations personnel, the department added aseventh battalion on December 9th, 2019. This step was taken in aneffort to improve the delivery of services not only to the citizens weserve, but also to the fire department itself. Battalion 7 is comprisedof Fire Stations 9, 14, 19, 20, and 31 with the Battalion 7 Chiefresiding at Station 19. The battalion chief position wasaccommodated without adding positions to the department’sauthorized staffing by distributing the responsibilities of the SafetyChief to the seven battalion chiefs and reassigning the authorizedSafety Chief positions to Battalion 7. These changes were made toimprove internal operational efficiencies as well as response times.

Goodwill Summer Earn and LearnProgram

In the summer of 2019, multiple City of Fort Worth departments participated inthe Goodwill Summer Earn and Learn Program. As part of this program, individualswith developmental disabilities were paired with job coaches from Texas WorkforceSolutions and internship opportunities in city departments. The Fire Department wasfortunate to receive two interns through this program. Regina Harris worked in severalareas of the Administration Division assisting with clerical tasks such as filing andscanning inspection reports. Dominick Smith joined the team at Fire Supply to assistwith many of their warehousing and gear repair and embroidery duties. Both internsprovided valuable assistance to the Fire Department and learned practical job skills.

Texas Christian UniversityThe Fire Department has a longstanding relationship with Texas Christian

University (TCU), providing fire protection and emergency services to the campus andat large campus sponsored events. However, the department was able to celebrate thisrelationship in a unique way in 2019 when a new apparatus was placed into service atFire Station 21. Station 21 serves the TCU campus and surrounding area. Quint 21 wasdelivered by Pierce Manufacturing in 2019 with striping and decals in TCU purpleinstead of our customary blue and also sports some custom Fire Frog decals. Tocelebrate the addition of this apparatus, leadership from the university, their publicsafety department, and the TCU cheerleaders all participated with station personneland command staff at the pushing in ceremony for Quint 21.

Dispatch Community Partnerships

The Fire Department benefits innumerous ways from our vibrant andgenerous Fort Worth community. Afew notable partnerships from 2019deserve a mention here.

COMMUNITYPARTNERSHIPSR.L. Paschal HighSchool

Early in 2019, the department wasapproached by an exceptional studentfrom R.L. Paschal High School. JackBoller contacted the departmentlooking for a project to hone hisanalytical skills and benefit thedepartment in a meaningful way. Afterdiscussions with staff fromAdministration and Operations, Jackbegan a project analyzing and modelingthe deployment of attack apparatusthroughout the city. The project utilized10 years of incident data in a geographicinformation system (GIS) software toperform spatial and statistical analysesof historical incidents and atmosphericconditions such as temperature,precipitation, and wind speed to informOperations command staff of areaswhere the deployment of attackapparatus would be most beneficial inaddressing increased call volume andresponse time. Jack’s projectculminated in the presentation of aweb-based tool to Shift Commandersand Battalion Chiefs on all three shifts.Jack Boller will graduate from R.L.Paschal High School in 2020 withnumerous honors, including beingnamed a National Merit ScholarshipSemifinalist. The Fort Worth FireDepartment is honored that Jack choseto apply his talents to benefit not onlythe department, but the Fort Worthcommunity.

3736 FWFD ANNUAL REPORT 2019FWFD ANNUAL REPORT 2019

Dickies ArenaThe opening of the much

anticipated 14,000 seat multipurposeDickies Arena on the grounds of theWill Rogers Memorial Center occurredOctober 26, 2019, with the first officialevent on November 8, 2019. From theground breaking in 2015 the Fort WorthFire Department has worked withcontractors in plan reviews, permitting,and inspections all the way throughworking with Trail Drive ManagementCorporation in the provision of FireMarshal and EMS services for theopening as well as the countless eventsDickies Arena will host in the future.This landmark facility serves as thehome of the annual Fort Worth StockShow Rodeo and is already taking itsplace among the most desirable venuesin the nation for entertainment events.The Fire Department is proud to partnerwith arena staff to ensure the safety ofall arena visitors and staff.

HOPE-1In 2019, the Fort Worth Fire Department joined the Fort Worth Police Department’s HOPE team to better assist in providing

medical care to the homeless populations along and near the East Lancaster Corridor. The volume of emergency medical services callsin East Lancaster has reached a level that has affected support and readiness functions at nearby stations, including Fire Stations 2,5, 14, etc. These stations have considerable training related to specialty rescue responsibilities, and analysis revealed that peakdemand in this area coinciding with these other activities would reduce workload during the time of training and support functions.Implementation of the Fort Worth Fire Department’s participation in the HOPE team helped to reduce the road mile costs ofresponses as compared to the use of regular fire apparatus. It also has helped to better tailor the needs of the homeless population interms of public safety as well as social services.

Goodwill Summer Earn and LearnProgram

In the summer of 2019, multiple City of Fort Worth departments participated inthe Goodwill Summer Earn and Learn Program. As part of this program, individualswith developmental disabilities were paired with job coaches from Texas WorkforceSolutions and internship opportunities in city departments. The Fire Department wasfortunate to receive two interns through this program. Regina Harris worked in severalareas of the Administration Division assisting with clerical tasks such as filing andscanning inspection reports. Dominick Smith joined the team at Fire Supply to assistwith many of their warehousing and gear repair and embroidery duties. Both internsprovided valuable assistance to the Fire Department and learned practical job skills.

Texas Christian UniversityThe Fire Department has a longstanding relationship with Texas Christian

University (TCU), providing fire protection and emergency services to the campus andat large campus sponsored events. However, the department was able to celebrate thisrelationship in a unique way in 2019 when a new apparatus was placed into service atFire Station 21. Station 21 serves the TCU campus and surrounding area. Quint 21 wasdelivered by Pierce Manufacturing in 2019 with striping and decals in TCU purpleinstead of our customary blue and also sports some custom Fire Frog decals. Tocelebrate the addition of this apparatus, leadership from the university, their publicsafety department, and the TCU cheerleaders all participated with station personneland command staff at the pushing in ceremony for Quint 21.

Dispatch Community Partnerships

The Fire Department benefits innumerous ways from our vibrant andgenerous Fort Worth community. Afew notable partnerships from 2019deserve a mention here.

COMMUNITYPARTNERSHIPSR.L. Paschal HighSchool

Early in 2019, the department wasapproached by an exceptional studentfrom R.L. Paschal High School. JackBoller contacted the departmentlooking for a project to hone hisanalytical skills and benefit thedepartment in a meaningful way. Afterdiscussions with staff fromAdministration and Operations, Jackbegan a project analyzing and modelingthe deployment of attack apparatusthroughout the city. The project utilized10 years of incident data in a geographicinformation system (GIS) software toperform spatial and statistical analysesof historical incidents and atmosphericconditions such as temperature,precipitation, and wind speed to informOperations command staff of areaswhere the deployment of attackapparatus would be most beneficial inaddressing increased call volume andresponse time. Jack’s projectculminated in the presentation of aweb-based tool to Shift Commandersand Battalion Chiefs on all three shifts.Jack Boller will graduate from R.L.Paschal High School in 2020 withnumerous honors, including beingnamed a National Merit ScholarshipSemifinalist. The Fort Worth FireDepartment is honored that Jack choseto apply his talents to benefit not onlythe department, but the Fort Worthcommunity.

3736 FWFD ANNUAL REPORT 2019FWFD ANNUAL REPORT 2019

Dickies ArenaThe opening of the much

anticipated 14,000 seat multipurposeDickies Arena on the grounds of theWill Rogers Memorial Center occurredOctober 26, 2019, with the first officialevent on November 8, 2019. From theground breaking in 2015 the Fort WorthFire Department has worked withcontractors in plan reviews, permitting,and inspections all the way throughworking with Trail Drive ManagementCorporation in the provision of FireMarshal and EMS services for theopening as well as the countless eventsDickies Arena will host in the future.This landmark facility serves as thehome of the annual Fort Worth StockShow Rodeo and is already taking itsplace among the most desirable venuesin the nation for entertainment events.The Fire Department is proud to partnerwith arena staff to ensure the safety ofall arena visitors and staff.

HOPE-1In 2019, the Fort Worth Fire Department joined the Fort Worth Police Department’s HOPE team to better assist in providing

medical care to the homeless populations along and near the East Lancaster Corridor. The volume of emergency medical services callsin East Lancaster has reached a level that has affected support and readiness functions at nearby stations, including Fire Stations 2,5, 14, etc. These stations have considerable training related to specialty rescue responsibilities, and analysis revealed that peakdemand in this area coinciding with these other activities would reduce workload during the time of training and support functions.Implementation of the Fort Worth Fire Department’s participation in the HOPE team helped to reduce the road mile costs ofresponses as compared to the use of regular fire apparatus. It also has helped to better tailor the needs of the homeless population interms of public safety as well as social services.

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2019 Annual Report - Fort Worth, Texas

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