Submission of Fire Department Community Risk Assessment and Standards Cover Letter Copyrighted
December 21, 2020
City of Dubuque Action Items #4.
City Council Meeting
ITEM TITLE: Submission of Fire Department Community RiskAssessment and
Standards of Cover pocument
SUMMARY: City Manager submitting the Community RiskAssessment and
Standards of Cover pocument for the Fire Department.
SUGGESTED Suggested Disposition: Receive and File
DISPOSITION:
ATTACHMENTS:
Description Type
Fire Dept Community Risk Assessment and Standards- City Manager Memo
MVM Memo
Submission of FD Community Risk Assessment& Staff Memo
Standards of Cover pocument Memo
Dubuque Fire Dept. Community Risk Assessment Supporting Documentation
Standards of Cover 2020
Community Risk Assessment and Standards of Cover Supporting Documentation
Presentation
Dubuque
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TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Submission of Fire Department Community Risk Assessment and
Standards of Cover pocument
DATE: December 15, 2020
Fire Chief Rick Steines is submitting a first-ever Community Risk Assessment and
Standards of Cover pocument for the Fire Department.
The intent is to use this document, along with ongoing City Manager and City Council
direction, to create improvements in the Fire Department that address identified risk,
based on financial constraints, available resources, and stakeholder input. The
information included gives an in-depth picture of the risks identified across all areas of
the City. It also provides those with varying levels of knowledge about Fire Department
operations a detailed look at current performance and organization. Finally, and
perhaps most importantly, it provides data-driven goals for best use of Fire Department
resources.
The accreditation process requires that the Fire Department have a published
Community Risk Assessment and Standards of Cover submitted to the governing body
and/or administrative officer.
I respectfully request the Mayor and City Council Receive and File this document and
use it as a reference document related to future Fire Department budget and policy
recommendations.
v
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Cori Burbach, Assistant City Manager
Rick Steines, Fire Chief
Dubuque
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TO: Michael C. Van Milligen, City Manager
FROM: Rick Steines, Fire Chief
DATE: November 30, 2020
RE: Submission of Fire Department Community Risk Assessment and Standards of
Cover pocument.
INTRODUCTION
I am re-submitting a first-ever Community Risk Assessment and Standards of
Cover (CRA-SOC) Document for the fire department. This plan was developed as part
of efforts toward continuous improvement of the fire department, and specifically, as
part of efforts to achieve accreditation from the Center for Public Safety Excellence.
The revised version submitted addresses issues discussed during our previous review.
Specifically, the executive summary includes new language recognizing future
impacts from recent infrastructure improvements. The risk assessment section now
includes "why-it-matters" information to show how the data relates to outcomes. More
information is provided in the response definition section to familiarize the reader with
terminology. Response perFormance gaps are more clearly shown by use of charts in
the conclusions, which are specific and referenced in the document. Finally,
recommendations are listed with actionable items for inclusion in strategic plan updates.
BACKGROUND
Assessment of the risk unique to the community, and the resultant level of
service to address such risk, is accomplished in part by formally establishing how the
fire department resources will be used. The Community Risk Assessment portion of the
document was compiled by fire department staff with the help of other city departments.
This document would not be as comprehensive or useful without the assistance
provided by many city personnel in various departments. The help from Planning
Services, GIS, Water, and Emergency 911 Communications was especially valuable in
this process.
The development of the Standards of Cover portion is derived from the efforts of
fire department personnel to record, research, and interpret information both internally
produced, and collected from external sources. Additionally, key fire department
members worked diligently over several years to create the final policies and
procedures that incorporate the response, and operational elements included in this
document.
DISCUSSION
The intent is to use this document along with ongoing City Manager and City
Council direction to create improvements in the fire department that address identified
risk, based on financial constraints, available resources, and stakeholder input. I am
pleased to present this comprehensive document, the result of myriad hours and
discussions regarding how the fire department responds to community needs. The
information included gives an in-depth picture of the risks identified across all areas of
the city. It also provides those with varying levels of knowledge about fire department
operations a detailed look at current perFormance and organization. Finally, and
perhaps most importantly, it provides data-driven goals for best use of fire department
resources.
While the accreditation process does not formally mandate that the CRA-SOC be
approved by the City Council. It should at minimum, be acknowledged and requires that
the fire department have a published Community Risk Assessment and Standards of
Cover submitted to the governing body and/or administrative officer.
RECOMMENDATION
I recommend that this document, and its periodic review, be used to guide the
fire department regarding a standard of cover, or system, to provide appropriate
organizational direction for improvement.
ACTION REQUESTED
I respectfully request that the document submitted be recognized by you and
presented at an upcoming meeting of the City Council.
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Uubuque
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Dubuque Fire Department
Community Risk Assessment and Standards of Cover
2020
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Accreditation Team-
Fire Chief Rick Steines
Assistant Fire Chief Kevin Esser
Captain Phil Arensdorf
Captain David Grass
Lieutenant Josh Knepper
Dubuque Fire Department 4
Introduction
The Dubuque Fire Department's 2020 Community Risk Assessment and Standards of Cover
will represent the organization's initial commitment to the accreditation process championed for the
fire service. This document is principled from the core competencies and performance indicators
described in the Center for Public Safety Excellence's Community Risk Assessment: Standards of
Cover, 6th edition, and the Fi�e and Emergency Services Self-Assessment Manual, 9th edition.
The intent of this document will assist the City of Dubuque leadership and fire department:
■ Identify hazards and risks within the community.
■ Establish response levels benchmarks for calls for service.
■ Provide an appraisal of existing fire department performance.
■ Define a process to implement continuous improvement.
The City of Dubuque Fire Department has a vision of delivering reliable, high-quality
municipal service while preserving fiscal responsibility to the community. The Standards of Cover
will guide the annual assessment of defined benchmarks and act as a mechanism for evaluating
agency growth and improvement opportunities.
Michael Van Milligan Rick Steines, EFO
City Manager Fire Chief
Dubuque Fire Department 5
Table of Contents
Introduction..........................................................................................................................................................4
ExecutiveSummary...........................................................................................................................................1 l
MissionStatement..............................................................................................................................................14
CoreValues........................................................................................................................................................14
AreaCharacteristics...........................................................................................................................................15
Finances.............................................................................................................................................................17
Table 1: Summary of Total Expenditures for all Budgeted Funds (in millions)............................................ 18
Table 2: Fire Department Budget................................................................................................................. 21
Figure 1: Topography-City of Dubuque Fire/Rescue.................................................................................... 23
Figure2: City Limits...................................................................................................................................... 24
Figure 3: City of Dubuque Annexations Since 1995..................................................................................... 25
Figure4: Existing Land Use........................................................................................................................... 26
Figure 5: Single Company Fire Districts........................................................................................................ 27
Figure 6: Theoretical Station Response Time-4 Minutes............................................................................ 28
Figure 7: Theoretical Station Response Time-8 Minutes............................................................................. 29
Table 3: City of Dubuque Demographics ..................................................................................................... 30
Figure 8: Population Density by Block Group .............................................................................................. 35
Figure 9: 2014 Average Annual Income by Block Group.............................................................................. 36
Figure 10: Residential Structural Density..................................................................................................... 37
Figure11: School Locations.......................................................................................................................... 38
Table4: Employment Levels ........................................................................................................................ 39
Table 5: City of Dubuque Weather Data...................................................................................................... 40
Table 6: City of Dubuque Hazard Analysis ................................................................................................... 43
ServicesProvided...............................................................................................................................................44
FireSuppression............................................................................................................................................ 44
Dubuque Fire Department 6
Rescue........................................................................................................................................................... 44
Emergency Medical Services......................................................................................................................... 44
Hazardous Materials (HazMat)..................................................................................................................... 46
CommunityRisk Reduction........................................................................................................................... 46
The Evolution of the Dubuque Fire Department ...............................................................................................51
Figure 12: Department Organizational Chart............................................................................................... 56
CurrentDeployment of Resources.....................................................................................................................57
Dubuque Fire Department Vehicle Fleet...................................................................................................... 57
Table 7: Dubuque Fire Department Fleet.................................................................................................... 57
Dubuque Fire Department Stations.............................................................................................................. 59
Figure 13: Mutual Aid Partners.................................................................................................................... 65
CommunityExpectations...................................................................................................................................66
RiskAssessment................................................................................................................................................69
Figure 14: Hazard Risk Assessment-Three Axis Methodology..................................................................... 74
Figure 15: Single Company Fire Districts...................................................................................................... 75
District1 ............................................................................................................................................................76
Figure 16: City of Dubuque Fire Rescue District 1........................................................................................ 76
Table 8: District 1 Demographics-FY 20....................................................................................................... 77
District2 ............................................................................................................................................................78
Figure 17: City of Dubuque Fire Rescue District 2........................................................................................ 78
Table 9: District 2 Demographics-FY 20....................................................................................................... 79
District3 ............................................................................................................................................................80
Figure 18: City of Dubuque Fire Rescue District 3........................................................................................ 80
Table 10: District 3 Demographics-FY 20..................................................................................................... 81
District4 ............................................................................................................................................................82
Figure 19: City of Dubuque Fire Rescue District 4........................................................................................ 82
Dubuque Fire Department 7
Table 11: District 4 Demographics-FY 20..................................................................................................... 83
District5 ............................................................................................................................................................84
Figure 20: City of Dubuque Fire Rescue District 5........................................................................................ 84
Table 12: District 5 Demographics-FY 20..................................................................................................... 85
District6 ............................................................................................................................................................86
Figure 21: City of Dubuque Fire Rescue District 6........................................................................................ 86
Table 13: District 6 Demographics-FY 20..................................................................................................... 87
SpecialRisks......................................................................................................................................................88
SpecialRisks.................................................................................................................................................. 88
Figure 22: City of Dubuque Fire Rescue Special Risk Areas ......................................................................... 89
ResponseRelated Definitions............................................................................................................................97
Deployment Model Creation and Critical Task Analysis................................................................................100
Table14: Fire Response............................................................................................................................. 100
Table15: EMS Response............................................................................................................................ 102
Table 16: Rescue Response........................................................................................................................ 104
Table 17: Hazardous Materials Response (HazMat).................................................................................. 106
Table 18: Service Response........................................................................................................................ 108
Dubuque Fire Department Benchmark Statements..........................................................................................109
Fire .............................................................................................................................................................. 109
EMS............................................................................................................................................................. 112
Rescue......................................................................................................................................................... 116
Hazardous Materials (HazMat)................................................................................................................... 119
Dubuque Fire Department Baseline Statements FY 2018-2020......................................................................122
ServiceDelivery...............................................................................................................................................132
FY 2018-FY 2020 Department Performance..................................................................................................133
Table 19: Fire Response Performance ....................................................................................................... 133
Dubuque Fire Department 8
Table 20: EMS Response Performance ...................................................................................................... 136
Table 21: Rescue Response Performance.................................................................................................. 138
Table 22: Hazardous Material Response Performance.............................................................................. 141
FY2018 -FY2020 Incident Analyzation .........................................................................................................143
Figure 23: Incident Composition................................................................................................................ 143
Figure 24: Incident by Fiscal Year............................................................................................................... 144
Figure 25: Incidents by Month................................................................................................................... 145
Figure 26: Incidents by Day of Week ......................................................................................................... 146
Figure 27: Incidents by Hour of Day........................................................................................................... 147
Figure 28: Incidents by District/Zone......................................................................................................... 148
Figure 29: Unit Hour Utilization................................................................................................................. 149
Figure30: Unit Volume.............................................................................................................................. 150
Figure 31: Medic UHU by Hour of Day....................................................................................................... 151
Figure 32: Unit Responses by Code............................................................................................................ 152
Figure33: Mutual Aid Types ...................................................................................................................... 153
Figure 34: Cardiac Arrest Outcomes FY 18-20.......................................................................................... 153
Figure 35: Fire Outcomes FY 2020 (Fire Spread-Room of Origin)............................................................... 154
Figure 36: Fire Outcomes FY 2020 (Fire Spread-Room of Origin).............................................................. 155
Figure 37: Fire Outcomes FY 2020 (Dollar Loss Due to Fire Spread).......................................................... 156
FY2018—FY 2020 Geographic District Zone Performance...........................................................................157
Table 23: Performance by District for FY 2018—FY 2020.......................................................................... 158
IndividualUnit Performance............................................................................................................................159
Table24: Response Data-501 .................................................................................................................... 159
Table25: Response Data-502 .................................................................................................................... 160
Table26: Response Data-503 .................................................................................................................... 161
Table27: Response Data-505 .................................................................................................................... 162
Dubuque Fire Department 9
Table28: Response Data-506 .................................................................................................................... 163
Table29: Response Data-511 .................................................................................................................... 164
Table30: Response Data-512 .................................................................................................................... 165
Table31: Response Data-528 .................................................................................................................... 166
Table32: Response Data-551 .................................................................................................................... 167
Table33: Response Data-552 .................................................................................................................... 168
Table34: Response Data-553 .................................................................................................................... 169
Table35: Response Data-554 .................................................................................................................... 170
Table36: Response Data-581 .................................................................................................................... 171
ComplianceMethodology................................................................................................................................172
Conclusions and Recommendations................................................................................................................175
Conclusions................................................................................................................................................. 175
Recommendations...................................................................................................................................... 179
Dubuque Fire Department 10
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Dubuque Fire Department 11
Executive Summary
This Standards of Cover document seeks to define community risk and how the Dubuque
Fire Department(DFD) has positioned itself to respond to the risk. Performance measures such as
the Insurance Services Office (ISO)Public Protection Classification(currently class 2), or National
Fire Protection Association (NFPA) staffing standards,provide only cursory information. The
Standards of Cover included here seek to provide additional detail, not only to the statistical
performance, but also how the local system matches performance to recognized need.
After assessing the area's characteristics, specifically the land,people,resources, uses,
demographics, and historic trends, the department performed an all-hazard risk assessment. Within
this scope, risk levels were classified using a tri-axis methodology, composed of probability,
consequence, and impact. Response data were studied along with community risk factors such as
target hazards, at-risk populations, population density, and economic considerations. The risk
assessment identified and categorized the risks and hazards of the area within the City of Dubuque.
Geographic districts were established with special risks identified, guiding the department's actions
to effectively protect its residents and visitors.
As part of a community risk assessment, the department established service categories-fire
suppression, emergency medical service (EMS), rescue, and hazardous materials (HazMat). Each
category was evaluated by geographic district using historical data and institutional knowledge.
DFD gathered internal and external stakeholder input to understand the community's expectation for
delivery of service. Based on this assessment, each recognized service category received a
performance benchmark founded on expected delivery of services.
The department next conducted deployment model work sessions which defined time-
sensitive critical tasks to appropriately mitigate an incident. From these identified critical tasks,
response (dispatching)plans were developed to deliver an effective response force (ERF) to meet
each category's needs and risk type.
Historical response data were used to measure current system performance. The defined
performance objectives specified that the total response time measures be regarded in alarm
handling, turnout, and travel times. Baseline and benchmark performance measures for distribution
Dubuque Fire Department 12
(first unit arrival) and concentration (ERF) of resources were defined and measured by service
category.
Response performance was studied through consistent, reliable, and repeatable means. This
included each geographic district being measured and compared to identify performance gaps.
Quality assurance and continuous quality improvement plans were formalized. A revalidation
process was scheduled to ensure compliance with the Community Risk Assessment-Standards of
Cover Model, committed to an ongoing process improvement culture.
The developed methodology ensured timely review of actual system performance based on
benchmark and baseline objectives, changes in community risk, service demand, and operations that
could impact service level objectives. The overall compliance strategy was standardized, including a
compliance team, a description of responsibilities, and the process to create action plans designed to
meet and improve current service level objectives regarding the deployment of resources.
While the current effort was a thorough review of risk and response, the process must be
continuous. As the city changes over time, ongoing risk assessment and demographic information
must be updated. For example, a recent improvement in the local transportation infrastructure
occurred in August 2020 with the Southwest Arterial's completion and opening. This new vehicle
corridor now connects US Highway 20 to US Highways 151/61. This change creates potential far
city growth through residential and commercial development, which will affect response plans and
data in the future. Likewise, expansion of the local municipal water distribution system will change
these resources as developments occur. As the city changes demographically and geographically,
the community's risks may vary within the defined districts or city-wide. The risk portfolio is likely
to change because of new areas, structures, or population densities, altering the department's ability
to respond appropriately to variations in risk.
The fire department's efforts to reinforce accurate documentation have been invaluable.
Improvement of call report auditing, has helped to create process data that assists decision-making
which improves service to the community. The work completed will position the department to
track information in meaningful ways. This process will facilitate the future improvement of
response to the evolving community risk.
Dubuque Fire Department 13
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Dubuque Fire Department 14
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Mission Statement
To protect, assist, and educate our community and visitors with p�ide, skill, and compassion.
Core Values
Integrity
■ We serve in an honest and equitable fashion.
■ We respect those we serve and are accountable to them.
Professional
■ We provide a high degree of excellence.
■ We work with a positive attitude.
Dedication
■ We are committed to helping our neighbors.
■ We strive to do our best for others.
Skill
■ Our ability is important in the lives of our neighbors.
■ We hold ourselves to a high standard.
Compassion
■ We show empathy for those in need and seek ways to be helpful.
■ We perform with a sense of community.
Pride
■ Our tradition is a job well done.
■ We strive to be prompt, safe, and fit for duty.
Dubuque Fire Department 15
Area Characteristics
Julien Dubuque, the first settler in the area, arrived in 1785 and received approval two years
later to mine the bluffs for lead. Success from mining attracted more prospectors, and the City
became chartered in 1837,respectfully named after its' first settler. At the time, the region was an
unorganized territory of the United States. The state of Iowa was admitted into the union as the 29tn
state in 1846. During this time, mining became less profitable. The area was rich in timber, so
various manufacturing facilities developed along the river,producing boats, wagons, wood, tires,
beer, and millwork. The City was effectively connected by rail and the Mississippi River to produce
and easily transport a variety of products.
Dubuque's location to the Mississippi and its abundant land and resources attracted many
immigrants, particularly Irish and Germans, from
overcrowded cities on the east coast. The Black Hawk �
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industries such as button making,boat building, logging,
mill working, meat packing, and other heavy industries.
The Julien Dubuque Monument,
Since then, the community has had a long-standing located at the Mines of Spain
Recreational Area, marks Julien
manufacturing sector and a growing service sector. pubuque's gravesite.
Dubuque is now the major retail, medical, education, and
employment center for the Tri-State area.
One of the city's symbolic buildings, the Shot Tower, is located by the riverfront and was
constructed in 1856. The 120-foot-tall structure provided the ability to manufacture shot by dropping
molten lead through a grate; the droplets would cool as it fell down into the water below, creating a
spherical shot. The shot would be utilized by the military for their operations. The tower is listed in
the National Register of Histaric Places and is one of the last remaining shot towers still standing in
the nation.
Dubuque Fire Department 16
Dubuque takes great pride in the slogan, "Masterpiece on the Mississippi,"but such was not
always the case for Dubuque. In the 1980s, Dubuque was a city experiencing difficult times. The
City had double-digit unemployment. An exodus of residents from the community and the state and
downtown sectors that were struggling came together in four community-visioning efforts that
helped change Dubuque. The leaders focused on grassroots efforts to address downtown
redevelopment and industrial expansion.
One of the biggest challenges for area leaders was to connect citizens to the river that
inspired their community's settlement. In the last 1990s, the Dubuque County Historical Society
created America's River project to raise $25 million to redevelop the riverfront. Soon the $25
million America's River project, with the help of a $40 million grant from the state's Vision Iowa
program,became a $188 million revitalization reality, one of the most successful in the state.
The project's goal was to transform 90 acres of underutilized, industrial, brownfield property
north of the historic Ice Harbor into a campus that captured the Mississippi River's historical,
environmental, educational, and recreational majesty. The first phase of the project had five anchor
components: The Mississippi Riverwalk, the National River Museum and Aquarium, the Grand
River Center, the Grand Harbor Resort, and the Star Brewery. The area became known as the Port of
Dubuque. The property continues to evolve into a stunning gateway for the city and State of Iowa.
Dubuque has long been considered a historical and cultural center in the region. Historical
districts are established with well-preserved architectural buildings and homes designated around the
City. There has been a revitalized main street with history and art museums, live theaters, ballet
troupes, a symphony, three private colleges, a seminary, a Bible college, libraries, and a local history
research center, recreational and sports venues, beautiful parks, a state park and nature interpretive
center, miles of hiking and biking trails, and the Great Mississippi River.
Recent recognitions include the following lists: 100 Best Communities for Young People, the
Most Livable Small City, and an Iowa Great Place. The community has earned multiple All-America
City awards. Dubuque, Iowa is truly a"Masterpiece on the Mississippi."
(Source: City of Dubuque website, 2020)
Dubuque Fire Department 17
Finances
City Budget
The City of Dubuque has a legal responsibility by Iowa state law to generate a balanced
fiscal budget annually. City staff implements a multi-faceted approach to design the annual budget.
By adopting the incremental budgeting process, the budget team can develop the next fiscal year's
budget base on the previous year's allocations. Adjustments accommodate influences from inflation,
State/Federal laws, and appropriations. The budget process begins with goal-setting by the City
CounciL They determine the immediate and long-range direction to support the City of Dubuque's
services and goods.
Department Managers evaluate the services, programs, and equipment to determine how this
aligns with the Council's goals and objectives. The departments submit requests for the Operating
and Capital Improvement budget, explaining the purpose and impact that the request will deliver. At
the beginning of the calendar year, the City Manager will communicate to the City Council the
proposed budget recommendations. This elected body has the authority to make line-item changes to
expenditures, as deemed necessary. Before approval of the final budget, Department Managers
present the recommended budget to the council and public. This format allows for questions by the
Council and solicits feedback from the citizens.
The City of Dubuque manages two budgets. The Operating Budget(OB) is designed to
support the salaries and facility costs to conduct day-to-day operations, and the Capital Improvement
Program (CIP) will fund larger public facility projects and infrastructure. The City of Dubuque
provided over$244 million in services and goods in FY 2019. Table l, Summary of Total
Expenditures for all Budgeted Funds, shows the allocations far government service listed at the top
and assets designated for capital improvement projects and debt reduction listed near the bottom.
Dubuque Fire Department 18
Table 1: Summary of Total Expenditures for all Budgeted Funds (in millions)
Expenditures/Uses FY 19 Actual FY 20 Adopted FY 21 Recommended
Public Safet 28,823,140 30,100,398 31,321,124
Public Works 13,216,464 13,042,583 14,056,822
Health and Social Services 988,853 1,196,081 1,031,213
Culture and Recreation 12,152,055 12,850,860 13,340,836
Community and Economic 13,776,986 14,781,941 15,074,655
Develo ment
General Government 8,789,376 9,865,798 10,235,365
Business Type 27,501,620 28,552,756 30,553,908
Debt Service 22,935,490 23,906,950 24,447,354
Capital Improvement Projects 34,673,991 57,211,121 59,747,247
Subtotal Expenditures 162,857,975 191,508,288 199,808,524
Other Financing Uses:
Transfers Out 30,320,431 30,478,335 39,033,466
Ending Fund Balance 51,539,749 49,796,371 40,347,536
Total Uses and Fund Balance 244,718,155 271,782,994 279,189,526
(City of Dubuque-FY 21 Recommended Residents Guide, 2020)
To ensure transparency during the budget process, the City prepares three budget documents
accessible online or printed and available at several locations within City buildings. The three
documents are the Policy Budget, Capital Improvement Program (CIP) Budget, and the Resident's
Guide.
The Policy Budget emphasizes objectives, service levels, performance measures, and
alternative funding. The document shows the line item allocations for each department and supports
the adopted budget's fiscal control. The intent is to keep the City Council and the public informed on
majar policy decisions involving services.
The Capital Improvement Program (CIP) Budget details the City of Dubuque's five-year
plan to maintain its physical facilities and vehicle fleet. The budget is coordinated to meet service
commitments and support future development. The CIP Budget reflects the city's comprehensive
plan with the City Council's goals and priarities. A five-year CIP Budget item is approved in the first
year, with subsequent years modified by the City Council if required.
The Resident's Guide articulates the entire budget through visuals, narratives, and
summaries. The guide explains the budget, provides revenue, expenditure, and personnel summaries,
Dubuque Fire Department 19
and incorporates the City Council's vision, goals, and priorities from which the budget is
constructed.
Roles and Responsibilities of a Budget
Budget preparation and administration are shared responsibilities between the City Council,
City Manager, Finance Department, Department Managers, Division Managers, and Supervisors.
Each participant contributes an essential role in the financial management while ensuring quality
delivery of services.
City Council
From a practical standpoint, the budget preparation and administration begin and ends with
the City Council. The City Council has the following responsibilities:
• Establish City goals and identify significant performance objectives.
• Approve guidelines for preparing the annual operating budget.
• Establish the level of services provided and the source of financing.
• Follow fiduciary rules for the distribution of the City's fiscal operations.
• Monitor progress toward the achievement of objectives.
• Require an independent audit of financial records and transactions.
City Manager
The City Manager direct reports to the City Council and is responsible for the City
government's day-to-day operation and administration. In terms of fiscal management, the City
Manager is responsible for:
• Develop policy guidelines far City Council review and adoption.
� Prepare and submit an annual operating budget along with a five-year Capital Improvement
Budget premised upon Council guidelines and goals and major performance objectives.
• Ensure the adopted budget is administered in concurrence with City, State, and Federal
legislation.
• Supervise the performance of all contracts for work to be done by the City.
• Authorize and direct the purchase of all supplies and materials used by the City.
• Keep Council fully advised on the financial conditions of the City.
Dubuque Fire Department 20
• Make financial reports available to City Council by the lOth of the month following the
preceding month's close.
• Establish and enforce rules for the conduct of fiscal operations.
Finance Department
The Finance Department operates as an extension of the City Manager's, for purposes of
performing the delegated responsibilities:
• Administer the approved budget on a day-to-day basis.
• Provide oversight on expenses and ensure supporting documentation.
• Supervise the sale of bond issues.
• Administer a centralized payroll system.
• Administer a decentralized purchase order system.
• Assist the City Manager's Office in preparing the budget.
Department Managers, Division Managers, and Supervisors (Including Fire Chief, Command
Staff, and Captains).
Department and Division Managers and their designees perform the critical role of administering
budget appropriations. Their role includes:
• Responsible for the efficient and effective operation of the activities and tasks under their
direction. Line supervisors control costs and achieve results.
• Preparation of budget requests based on objectives, service levels, and line item explanations,
• Recommend and justify requests and alignment to service level performance.
• Ensuring the planned and approved service level within budget limitations.
� Administer day-to-day department and activity budget administration.
Table 2,Fire Department Budget, describes the allocations that have been distributed and
recommended for DFD.
Dubuque Fire Department 21
Table 2: Fire Department Budget
FIRE DEPARTMENT
Budget Highlights FY 2019 FY 2020 FY 2021 % Change from
Actual Budget Requested FY 2020 Budget
Expenses
Employee Expense 9,990,868 9,972,238 10,447,536 4.8%
Supplies and Services 932,482 987,871 1,039,465 5.2%
Machinery and 144,936 188,150 329,950 75.4%
E ui ment
Debt Service 178,774 222,273 197,214 (11.3) %
Total Expenses 11,247,060 11,370,532 12,014,165 5.7%
Resources
Operating Revenue 1,245,248 1,569,203 1,281,601 (18.3) °/o
Sales Tax Abated Debt 47,667 133,992 109,332 (18.4) %
Total Resources 1,292,915 1,703,195 1,390,933 (18.3) %
Property Tax Support 9,954,145 9,667,337 10,623,232 955,895
Percent Increase (Decrease) 9.9%
(Source: City of Dubuque Finance Department, 2020)
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Dubuque Fire Department 22
Area Characteristics
The Land
During the last Ice Age, much of Dubuque became contoured by glacial flows, which
flattened the surrounding areas leaving Dubuque's topography unexpectedly rugged. The Mississippi
River borders the city on the east side with steep hills, bluffs, and ravines. Dubuque's southern and
western regions conform to milder topography with rolling hills. Open areas allow for residential,
commercial development, and agriculture.
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Dubuque Fire Department 23
Figure 1: Topography-City of Dubuque Fire/Rescue
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Dubuque Fire Department 24
Figure 2: City Limits
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Dubuque Fire Department 25
Figure 3: City of Dubuque Annexations Since 1995
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�E�END 80f20 Voluntary Annexations
- 1005'o ValuntsryAnnexatiqns 2,�G�-Highvray 20 Carridor Annex�tian
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 26
Figure 4: Existing Land Use
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(Sou�ce: City of Dubuque GIS, 2020)
Dubuque Fire Department 27
Figure 5: Single Company Fire Districts
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Dubuque Fire Department 28
Figure 6: Theoretical Station Response Time- 4 Minutes
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Dubuque Fire Department 29
Figure 7: Theoretical Station Response Time-8 Minutes
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Dubuque Fire Department 30
Table 3: City of Dubuque Demographics
Population
Population 58,340
Population Density 1844-people/miz
Age Analysis
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Zsi
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32%
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45-64 years 65 Years and older
Dubuque Fire Department 31
Gender
48.4
51.6
Types of Languages Spoken at Home in the City of Dubuque
English Only 95.4%
Spanish 1.9%
Other Indo-European Languages 1.2%
Asian and Pacific Islander Languages 1.1%
Other Languages 0.4%
Dubuque Fire Department 32
Education
` iiio
20% 33%
8%
20%
Associate's degree Bachelor's degree
Graduate or professional degree
Dubuque Fire Department 33
The ethnicity of the City of Dubuque Population
Population
TWO OR MORE RACES
OTHER RACE
NATIVE HAWAIIAN OR PACIFIC ISLANDER
ASIAN
AMERICAN INDIAN AND ALASK NATIVE
BLACK OR AFRICAN AMERICAN
WHITE �
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%100.0%
Percentage
White 52,774 90% �
Black or African American 2,945 5%
American Indian and Alaskan Native 93 0.2%
Asian 807 1.4%
Native Hawaiian or Pacific Islander 380 0.7%
Other Race 332 0.6%
Two or More Races 1,009 1.7%
Dubuque Fire Department 34
General Demographics
Home Ownership Rate 63.3%
Median Value of Owner-Occupied Housing Units $127,900
Persons per Household 2.2
Median Household Income $52,298
Persons Below Poverty Level 16.0%
(Source: U.S. Census Bureau, 2018 ACS 5-Year Estimate)
Dubuque Fire Department 35
Figure 8: Population Density by Block Group
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 36
Figure 9: 2014 Average Annual Income by Block Group
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 37
Figure 10: Residential Structural Density
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 38
Figure 11: School Locations
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 39
The Economy
For decades, the economy of Dubuque's was primarily the manufacturing sector. While the
industry still plays a significant role in the City, the economy has significantly diversified over the
last two decades. Today, health care, education, tourism,publishing, and financial services are
valuable sectors of the City's expanding business climate. Several major companies are
headquartered in Dubuque or have a significant presence in the City.
Table 4: Employment Levels
Employer Industry Current
Employment
John Deere Dubuque Works Manufacturer- Construction, and 2,600
Forestry
Dubuque Community School Education, Pre-K to 12 1,957
District
Mercy One Hospital Services 1,410
Medical Associates Clinic, P.C. Health Services 1,030
University of Wisconsin- Education 1,062
Platteville
Unity Point Health- Finley Hospital Services 975
Hospital
Eagle Window & Door/Andersen Manufacturer- Windows and Doors Confidential
Windows
The City of Dubuque Public Service 737
Sedgwick Claims/Benefits Management and 725
Processing
Cottingham & Butler Insurance Brokerage, Third Party 650
Administration
Dubuque Bank and Financial Services 600
Trust/Heartland Financial USA
Western Dubuque School District Education 551
Prudential Retirement Financial Services and Administration 500
Medline Industries, Inc. Health Care Products 500
Holy Family Catholic Schools Education, Pre-K to 12 475
Northeast Iowa Community Education 475
College
Mi-T-M Manufacturer, Industrial Equipment 465
Diamond Jo Casino Amusement/Entertainment/Attractions 450
Dubuque County Public Service 472
University of Dubuque Education 450
(Source: Dubuque Major Employers per Greater Dubuque Development Corp., 2019)
Dubuque Fire Department 40
The Climate
The climate characteristics for the City of Dubuque's varies seasonally. Winter seasons
exhibit severe cold temperatures, with snow and ice accumulations. Most snowstorms result in
longer response travel times, increased minor vehicle collisions, and injuries due to falls. Public
works have prioritization routes established and typically clear city roads within a day, aided by
AVL (Automatic Vehicle Location) system. Spring brings milder temperatures and snowmelt that
cause the highest potential for flood risk. Dubuque's summers provide warmer temperatures.
Depending on drought conditions, summer and fall are the highest risk seasons for vegetation fires.
Table 5: City of Dubuque Weather Data
Temperature Temperature Precipitation Snow
Record Low Record High
2019 Low(Avg.) High(Avg.) (Avg.) (Avg.)
January 17.7°F 30.4°F -32°F (1887) 63°F (1897) 1.17" 10"
February 15.2°F 31.2°F -31°F (1875) 71°F (2017) 1.44" 9"
March 22.9°F 393°F -20°F (1962) 86°F (1895) 2.41" 6.3"
April 37.6°F 57.9°F 10°F (1982) 93°F (1980) 3.66" 2"
May 47.3°F 66.5°F 21°F (2005) 104°F (1934) 4.19" 0"
June 58°F 77°F 36°F (1972) 104°F (1934) 4.40" 0"
July 65.4°F 84.4°F 40°F (1895) 110°F (1936) 4.31" 0"
August 58.5°F 78.0°F 40°F (1986) 107°F (1936) 4.40" 0"
September 57.4°F 75.0°F 24°F (1899) 99°F (1939 & 1922) 3.46" 0"
October 37.3°F 55.9°F 10°F (1925) 90°F (1997) 2.66" Trace
November 23.1°F 37.8°F -17°F (1977) 78°F (1933 & 1915) 2.35" 2.8"
December 21.5°F 38.3°F -25°F (1983) 67°F (1998 & 1889) 1.84" 11.8"
Source: noaa.gov
Dubuque Fire Department 41
Cumulative Annual Precipitation
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Dubuque Fire Department 42
Temperatures
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Dubuque Fire Department 43
Disaster Potentials
As a section of the Dubuque County Emergency Management Plan, a Hazard Analysis was
created by the Dubuque County Emergency Management and adopted by the Dubuque Fire
Department. The Hazard Analysis is shown below in Table 6.
Table 6: City of Dubuque Hazard Analysis
Probability of
Rank Potential Hazard Occurrence
1 Communications Failure Low Probabilit
2 Structural Failure Probable
Transportation Hazardous Materials Incident/Highway
3 Trans ortation incident Probable
4 Structural Fire Hi hl Probable
5 Ener Disru tion Probable
6 Thunderstorm & Li htnin Hi hl Probable
7 Waterwa /Water bod Incident Probable
8 Ice Storm Hi hl Probable
9 Severe Winter Emer enc Hi hl Probable
10 Tornado Probable
(Source: Dubuque County Emergency Management Plan, 2019)
Dubuque Fire Department 44
Services Provided
Fire Suppression
DFD offers the community response from six fire stations. The department operates three
shifts with a total of eighty-five personnel assigned to the fire suppression division. There are
twenty-nine staff inembers assigned to one shift and twenty-eight members assigned to the other two
shifts. Personnel assigned to fire suppression are required to work 56 hours a week. The schedule
consists of a cycle of 24-hour on-off shifts for five days with a 96-hour recovery time. The
department responds to calls for service operating five frontline Engine companies (501, 502, 503,
505, and 506), two frontline Ladder companies (511 and 512), two frontline Medic units (551 and
552), and one Command (528). One mini-pumper is cross-staffed by Ladder 512. Both ladder
companies are responsible for cross-staffing a medic unit also. Ladder 511 cross-staffs the HazMat
unit.
Each Engine is designed with a 1500 GPM pump supplied by a 500-gallon water tank. There
are multiple hand lines, including three—13/4 inch pre-connects with nozzles at 200 feet each, one—
2'/z inch pre-connect with a Blitz-Fire attack nozzle at 150 feet. Supply lines are stored with 1,000
feet of 5-inch large diameter hose (LDH), 400 feet of 2'/2-inch hose. There is a high-rise pack
containing 100 feet of 2-inch hose with nozzle and a piercing nozzle.
Both Ladder companies are outfitted with a 2000 GPM pump supplied by a 300-gallon water
tank. Handlines include two—13/4 inch pre-connects with nozzles at 200 feet each. Loaded supply
lines for the ladder trucks include 75 feet of LDH on ladder 511 and 300 feet of LDH on ladder 512.
The Ladder provide aerial operations with articulating booms. They carry ventilation equipment
including gas and electrical fans, chainsaw, rotary saw, salvage and overhaul equipment-canvas,
plastic tarps, buckets and shovels, ladders (various lengths including roof, attic, and extension
ladders), search equipment-ropes, lighting equipment(portable lights and power cords), farcible
entry tools, and Rapid Intervention Crew (RIC) equipment.
Emergency Medical Services
DFD is the primary source for emergency/non-emergency medical service and transport in
the City of Dubuque. The department operates at the Paramedic level utilizing two frontline
Advanced Life Support (ALS) medic vehicles and two reserve ALS ambulances. Medic 551 is
located at Fire Headquarters, and Medic 552 is located at Station 4. Both units are staffed with two
Dubuque Fire Department 45
Paramedics. Medic 553 is located at Fire Headquarters and is cross-staffed by Ladder 511. Medic
554 is located at Station 4 as a reserve and is cross-staffed by Ladder 512.
When shift staffing reaches 24, Medic 554 can become staffed and deployed to Station 2 to
support coverage on the community's west end. Medic 553 and 554 are staffed with at least one
Paramedic at all times. Additionally, each Engine (501, 502, 503, 505, and 506) and Ladder 512 are
staffed with at least one Paramedic with equipment to provide initial ALS care. All DFD personnel
hired after 1996 are required to be Iowa Certified Paramedics. The members appointed before 1996
were certified to a minimum of Emergency Medical Technician (EMT).
Currently, the Department has eighty-two Iowa Certified Paramedics, three Iowa Advanced
EMTs, and five EMTs. The EMS Supervisor provides oversight and guidance for day-to-day
operations to ensure continuity of care across the three shifts. The EMS Supervisor coordinates with
a third-party provider for medical transport billing and filing insurance claims for reimbursement.
The EMS supervisor reports to the Assistant Chief/Training Officer. (Figure 12: Department
Organizational Chart).
Rescue
The Dubuque Fire Department can perform vehicle, trench, confined space, structural
collapse, water, and low and high angle rope operations.
Designated Engine companies (503, 505, and 506) respond to vehicle rescues. Each engine
company carries a high-pressure hydraulic pump- spreader, cutter, and rams, airbags, struts, and
jacks to perform extrication. Response to a motar vehicle collision would include an Engine
company for fire suppression and early medical, one of the above Engine companies with rescue
capabilities, a Medic unit, and a Command vehicle.
Technical rescue services include trench, confined space, structural collapse, and low/high
angle rope operations. Rescue 562 is a rapid response vehicle that carries equipment to perform
low/high angle rescue and confined space rescue. The vehicle can bring this trench rescue trailer to
an incident location. The trailer has the equipment needed to perform trench rescue, including a strut
system, shoring timbers, trench panels, edge panels, and various tools.
Water rescue operations are supported through a pontoon boat, a flat bottom boat, and a soft-
shell boat. The Rescue boat is seasonally located in the City of Dubuque Marina and equipped with a
Dubuque Fire Department 46
stokes basket and winch system for victim rescue or retrieval, two portable pumps, 13/4 inch hose
with nozzles, 2'/z inch hose with a Blitz-Fire nozzle. Engine 501 firefighters cross-staff the boats and
respond to water rescue operations.
Hazardous Materials (HazMat)
The Dubuque Fire Department is capable of offensive and defensive control of hazardous
material incidents. HazMat 581 is stationed at Fire Headquarters and cross-staffed by the personnel
on Ladder 511. This dedicated vehicle responds with the equipment to identify, monitor, contain,
and mitigate the HazMat until the responsible party can contract with a third-party mitigation and
clean-up contractor. All fire department personnel are trained to the Hazmat Operations level. Most
staff inembers assigned to Ladder 511, Engines 501, and 502 firefighters are trained to the Hazmat
Technician level. The program receives partial funding from Dubuque County, with a 28E
agreement to respond to hazardous material spills within Dubuque County at the request of any
Dubuque County fire department. Additionally, members of the Dubuque Fire Department provide
HazMat operations-level training for Dubuque County firefighters upon request.
Community Risk Reduction
Project FIRE.• Fire &Injury Reduction Effort, was released to DFD members in the fall of
2019. The Fire Marshall serves as the DFD Community Risk Reduction Manager(CRRM). This role
provides oversight, direction, and implementation of the Community Risk Reduction (CRR)plan
utilizing the six-step CRR process.
Dubuque Fire Department 47
Six step CRR Process:
Analyze Risks
�
Monitor,Evaluate,
Modify CRR Plan Prioritize Risk
�
`
Implement the Develop
� CRR Plan � strategies/tactics
�� J
Prepare CRR Plan
`� i
(Source: Vision 20/20, www.strategicfire.org�
Step 1: Analyze Risks (September)
Command staff begins the annual risk assessment in September based on the last fiscal year's
response data. The CRR panel should include external partners and City departments (i.e.,
Neighborhood Development, Housing, Dubuque Police) to create engagement and feedback on the
CRR initiatives. The factors may include:
L Types of calls for service
2. Location frequency
3. District risk assessment
4. # of station tours, school fire drills and visits, smoke detector installs, etc.
5. Station Level Assessment
6. Other pertinent factars
Dubuque Fire Department 48
Step 2: Prioritize Risk(October)
This assessment will identify three (3)prioritized community risks for the CRR program
focus. Goals and benchmarks are established for each of the identified risks. The goals are based on
the S.M.A.R.T Strategy:
• Specific
• Measurable
• Assignable
• Realistic
• Time-Related
Step 3: Develop Strategies and Tactics & Prepare CRR Plan (November)
With the defined objectives identified, station Company Officers develop strategies and
tactics to implement the CRR delivery process. CRR is not a static process; in fact, it is a very
proactive approach. Options are available in this guide for programs that deliverable at the company
level.
This plan is submitted to the Command staff for review. Partnerships with external members
and organizations are encouraged.
Step 4: Implementation of the CRR Plan (January)
While target hazards and at-risk groups may be similar throughout the City, some differences
may occur by territory.
Example 1: Personnel at Station 4 (Grandview and University) have three higher learning institutions
within the first due response district. One goal may be to schedule on-campus visits at the beginning
of the academic year to discuss dorm safety.
Example 2: Members of Station 2 (2180 John F Kennedy) recognize several senior living housing
facilities in the response district. The company officers may deliver the NFPA program-Remember
When, a community education curriculum that reviews eight fire and eight fall prevention tips for the
experienced adult population.
Dubuque Fire Department 49
Step 5: Monitor/Evaluate/Modify CRR Plan (Continuous)
A quarterly report will be submitted to the CRR Manager on the CRR initiatives' progress
within the response district. In the end, the CRR program should take an opportunity to tap into
individual strengths and reward accomplishments throughout the process.
Other considerations:
■ Resource Folder: A Community Risk Reduction folder can be found on the City intranet that
provides outlines for all personnel to deliver a consistent message. The material would
include PowerPoints, handouts, and other supplemental materials that can be used to support
the programs that are being delivered.
■ The CRR deployment model should involve the Community Engagement Team to coordinate
and assist with larger events, i.e., multi-unit residential safety day. This could include
inspecting a unit, providing smoke detectors and safety tips.
Internally, the CRR program will help support DFD operations in the following ways:
1. Data- Members will be accountable for accuracy in data entry and retrieval of company
activities, response times, and specified data points necessary to obtain a complete portrayal
of trends and activities for the CRR program.
2. Goals/Benchmarks- DFD staff will establish goals and benchmarks pertinent to the
community's risk trends.
3. Message- The department will establish a consistent message for presentations delivered by
fire department personnel.
4. Engagement- DFD members will have an opportunity to explore programs that spark an
interest or passion within the district. Creativity will enable a variety of CRR programs to be
delivered successfully.
Investigation
The Incident Commander is responsible for determining the point of origin and cause of a
fire. For extensive fire investigations, the Incident Commander may call a department fire
investigator to identify the source, origin, evidence collection, and interviews.
Dubuque Fire Department 50
The Fire Marshal office shall be notified for fires under the following circumstances-death or
severe injury, difficulty in determining the cause, suspected arson, or situations involving a
suspicious or consequential fire. Suppose the investigation leads to the possibility of arson or other
criminal activity. In that case, the Dubuque Police Department (DPD) will be contacted to assist. The
co-agency process procures evidence and documentation, interrogates suspects and witnesses, and
observes the fire scene. DPD will file charges if the investigation deems a criminal infraction has
taken place.
The Fire Marshal and Assistant Fire Marshal are required to maintain minimum requirements
for a fire investigator. This includes basic fire/arson investigation training from the Iowa Fire
Service Training Bureau or the National Fire Academy.
Training
The training program's purpose is to ensure that the DFD members receive continuous and
standardized training for firefighting, emergency medical services (EMS), HazMat, and rescue.
Standardized training (cognitive and skills) is current and based on new information released by the
emergency services profession. This includes research and best practices from organizations such as
Underwriter's Laboratories (UL), National Institute of Standards and Testing (NIST), Occupational
Safety and Health Administration(OSHA), American Heart Association (AHA), and the National
Registry of Emergency Medical Technicians (NREMT). Skill proficiency checklists help ensure
personnel can perform the skills safely and proficiently.
An annual training calendar is scheduled for the classroom, hands-on, and live fire events
throughout the year. Training needs are determined by state and national requirements, maintaining
required certifications, incident after-action reviews, and feedback from department members. Drills,
classroom, and self-study will be explicitly designed for the recruit, individual, company, or
department level. Following a department level training evolution, a review is completed to
determine if training objectives have been met. Reviews are complete through an informal hot wash
ar a formal evaluation at the conclusion of department training.
Dubuque Fire Department 51
The Evolution of the Dubuque Fire Department
The City of Dubuque organized a formal fire protection system for the community in 1842,
known as the Institution of the Independent (Volunteer) Fire Company, which was made up of
twenty-five members. In 1854, there was a reorganization of the Independent Fire Company and an
identity change, the Washington Fire Engine Co. No. 1. Subsequently, three additional fire
companies were established in the years following- Protection Fire Engine Co. No. 2, Mechanics
Fire Engine Co. No. 3 and the Key City Hook& Ladder Co. No. 1.
The City Council adopted the first set of
Rules and Regulations governing the fire �,
.1n .
department's organization and operation in 1858. ��'� "-`-�� ��� :_.
.. _ ��
This placed the Chief Engineer in charge of the '��=���. � �•. - ���,�.
�aa,� ���- � . .... - ,� - .
department with the authority to manage and �'� � ' �; � r �� �k�''' _ ��` ,;�
��`v _: i `M ��.,� =- �=�=1�` -
create policy. The fire department's legal basis - �� �`
:x � ' ����5�. t,� - ��.
was reaffirmed when the City Council approved ��- ' ������f. ���� �s � �;; ��
� � �n� sn� �!2 ,ro� :�':
_ .�.. ��,�►�,9 +"�},,i���-- �t
Chapter 33 of the Revised Code of Ordinances of -�'.,,,,.-w���
1919. The state of Iowa code, 346.16, authorizes
mUrilClpal f1T0 pPOtOCtlOri t0 b0 pTOV1C�0C1 by tlle Photo Courtesy of Telegraph Herald
City to protect life and property from fire.
The department purchased modernized steam fire engines beginning in 1867. The fire
department had 257 volunteer firemen and two paid members, serving as steam fire engine
engineers. Each received a salary of$50.00/month. After the second steam engine was placed in
service in 1868, Dubuque once again reorganized the fire department. The department consisted of
two categories of firefighters- a combination of part-paid(full-time Engineers and Stokers) and on-
call (Minutemen). The Independent &Volunteer Fire Companies were officially disbanded. This
action created the City of Dubuque Fire Department, comprised of two steam fire engine companies
and a hook & ladder.
The period between the late 1800s and early 1900s served as a foundation for the
department's growth. Peter Fahey was appointed as Fire Chief of the department in 1880, comprised
of part-paid and volunteer firefighters. On January 1, 1884, the Dubuque Fire Department officially
Dubuque Fire Department 52
transitioned to a career organization with 31 firefighters covering alternating shifts. They were
separated into two engine companies and a hook& ladder company.
A steam engine and hose cart were located in the new engine house at 18th& Clay (Central Avenue)
Streets. The second steam engine and hose cart were located at Fourth and Locust Streets. The hook
& ladder truck was housed at the Patrol House on Iowa Street between 8th and 9th Streets.
� As the City expanded, the fire department's personnel and
��
� � � , ��. - „�' �.�` apparatus increased with new stations and companies. Hose
'��.' �'� �'' °-= Company No. 4 was placed in service at a new engine
�¢ = �
�' �� �������� house on Delhi Street in 1894 due to the westward
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. �ew,��j�n,� y n , �-,[�
'� � `', ,���- � expansion. The southern areas of the City received
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dedicated coverage in 1903 with Hose Company No. 5,
positioned on Grandview Avenue. Lastly, in 1905, Hose
Company No. 6 was entered into service with the engine
Photo Courtesy of Telegraph Herald
house located on Rhomberg Avenue. In 1953, Truck
Company No. 2 was organized and placed in service at the new engine house on University Avenue.
Since its inception, there have been seven Line of Duty Deaths (LODD) on the Dubuque Fire
Department. The first LODD's occurred on May 8, 1902, at the Iowa Iron Works fire. Captain Frank
Ganahl, Lieutenant John Fitzpatrick, and Volunteer Charles Wies perished when a wall collapsed.
The other LODD's occurred from traumatic injuries and medical conditions. Lieutenant George
Beyer suffered injuries and died in 1915 when he was thrown from a vehicle while responding to an
alarm. In 1917, Pipeman Peter Zillig sustained a massive head injury and died when he was tossed
from the tailboard. Cardiac events caused the last two LODD's for the department with Pipeman
Elmer"Duke" Hubacker in 1938 and Captain Patrick Casey in 1952. Captain Casey is the last listed
Line of Duty Death for the department.
Dubuque suffered the most extensive loss of life from a fire on June 12, 1946, when 19 souls
were lost in The Canfield Hotel fire. The event happened three days after the LaSalle Hotel fire in
Chicago, where 63 persons perished. These two hotel fires created increased fire codes for fire
protection requirements in hotels nationwide. In Dubuque, Captain Harold Cosgrove reported 30
lives saved from the Atlas Safety Net deployment, and 27 persons were evacuated by a ladder at The
Canfield Hotel fire.
Dubuque Fire Department 53
The Clarke College (now Clarke University) fire in 1984 was the costliest fire in Dubuque
history. The fire broke out after roofing materials spontaneously combusted following repairs to
damages from a recent storm. The conflagration
quickly spread through a common cockloft that �� ►� , �,�
had no fire barriers. In the end, there were four �`��,•� . � - � �,
a _ �'���
buildings destroyed, one of which was the 100- � `�� M�
, _,�
year-old chapel. Damages were estimated at � i�,� �� _, '� ij �•�
- .�-
over$15 million loss. The campus continued ��:;�r, � _ _ � -�� <�-
_ �: -�:._�-
�. s�.- _ _ ..,
with the scheduled graduation and summer -�� �`�,. . � '
,��---�._.:
SC11001. �VBY t1Y110, CIaPICO YObUllt t110 StYUCtUPOS. PJtoto Coi�rresy o/�Teleg��a�h Herald
The International Association of
Firefighters (IAFF) chartered Loca125 on February 28, 1918. As mentioned earlier, staffing was
provided with two shifts that worked alternating days. On January 1, 1966, a third shift was added to
the department supporting better firefighter recovery and rotation. Fire station 2 was relocated from
the downtown area to John F. Kennedy Road, serving the expanding corporate City limits on the
west end of the community in 1967.
The ambulance service evolution in the City of Dubuque has expanded the services the fire
department offered. The very first ambulance, donated to the Finley Hospital, was a horse-drawn
carriage. In 1910, the City considered the purchase of a public ambulance after concerns that
individuals who provided the service at the time were overcharging patients and indigent persons
had a difficult time paying for a ride to the hospital. Momentum in the community intensified with a
call far change in the way ambulance service was provided. Dubuque's first public ambulance
entered into service in November 1914 and provided coverage 24/7 at no charge to the community.
Initially, the ambulance was stationed at Fire Headquarters and was operated by one hired employee.
The employee's family would reside in an apartment above the fire station for an expedited
response. The service expanded through time to become a two-person position. The individuals who
ran the ambulance had first aid skills; however, emergency medical training still had not been
developed.
Funeral homes routinely provided patient transfer services during this time. In 1969, the
Dubuque funeral homeowners decided to get out of the business for local transports. Still, they
remained committed to offering out-of-town inter-facility transport. The City fire department took
Dubuque Fire Department 54
on this extra service. It implemented additional medical training and certifications over the next few
years. This resulted in DFD becoming one of the first paramedic services in the State of Iowa.
Beginning in 1996, the Department �� „ � '?
�:� �:t�'�
required all new firefighters to possess a :�+,���: � - �`��
_ ;,[.� �``'��_ �'`
Paramedic Certificate upon hiring. This enabled "�-� : � � ' �
:�.:��
the Department to provide the highest level of _ � �'�� -� ���-�' � -• •���•'• . ��._.�.
�
medical service available. By attrition, the � -��- �- - � � �
Department is now staffed with 83 paramedics. �- � '��5 ,_ -
� �� .�
� '�._.
In 2012, the department implemented a plan for - -
paramedic engine companies with equipment,
medications, and paramedics to manage advanced medical care. This improved fire department
services and ensured high-quality medical care promptly before the paramedic transport ambulance
arrived.
The fire department has also enhanced its ability to serve the community in other non-
, � ���"��� ��� traditional areas. In the 1990s, the fire department developed
"r`-
`� ���� a formal hazardous materials response capability. Firefighters
� f� �j ,
were trained to the technician level, enabling entry into
,
� , � dangerous areas to stop leaks and clean up spilled chemicals.
: �,��
� ' ��� �-�� ��`� �� ��� :� This training led to a 28E agreement with Dubuque County to
� " >.
� ' '�,� • .
'��,.L��► �° ,, : provide hazardous materials response coverage to the entire
��... .��-
�'�`�' county.
Photo Courtesy ofBryce Parks,Dubuque 365
During the mid-1990s, OSHA rules concerning entry into limited entry/exit profiles, the
potential for a hazardous atmosphere, and areas not designated for continuous occupancy led to
creating a confined space/high-angle rescue capability within the fire department. Today, firefighters
are trained to enter and rescue victims in confined spaces and heights, including natural and man-
made obstacles. The equipment complement includes climbing gear as well as trench stabilization
equipment. With the proximity to the Mississippi River, the fire department acquired boats for
rescue and fire suppression on the water. Three boats are currently available, including one staged at
the City of Dubuque Marina during boating season.
Dubuque Fire Department 55
Insurance Service Organization (ISO)ratings for the department remained at class 3 for
decades. In 2016, DFD awarded an ISO class 2 based on improvements to apparatus improvements,
training, and prevention efforts. Fire departments that achieve ISO class 2 are considered the top 5%
of all United States departments.
Compiled from materials provided by:
William K. (Bill) Hammel, DFD Firefighter(retired), and Captain Phil Arensdorf.
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Dubuque Fire Department 56
Figure 12: Department Organizational Chart
Fire Chief
Administrative
Assistant
�
Asst. Chief Asst. Chief Asst. Chief Asst. Chief Asst. Chief
Operations-1 Operations-2 Operations-3 Fire Marshall Training
I I
Asst. Fire EMS
Marshall Supervisor
HQ Station 2 Station 3 Station 4 Station 5 Station 6
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52g 502 503 512 505 506
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Engine 501 Medic
� � 552
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Ladder 511
� I
Medic 551
Dubuque Fire Department 57
Current Deployment of Resources
Dubuque Fire Department Vehicle Fleet
DFD operates six (6) stations throughout the corporate city limits. The minimum staffing per
shift is 22 members on duty each day. Each apparatus is classified as either: staffed, cross-staffed, or
a reserve unit. All DFD staffed apparatus have a designated number of personnel at all times. Cross-
staffed apparatus are staffed with personnel that may be assigned to another unit. A reserve
apparatus is utilized when there is a mechanical issue with another vehicle, during peak call volume,
or during callback to backfill for emergencies or special events.
Table 7: Dubuque Fire Department Fleet
Apparatus Year Description Status Minimum Staffing
Command 528 2017 Dodge Ram 2500 Staffed 2
Engine 501 2019 International/ Simon Staffed 2
Ladder 511 2001 E-One Bronto Staffed 2
Ladder 513 1995 International/General Reserve N/A
Safety
Medic 551 2016 Dodge/AEV Staffed 2
Medic 553 2013 International/ Cross-Staffed N/A
McCoy
HazMat 581 1998 Freightliner/ Simon Cross-Staffed N/A
Engine 508 2004 International/ Simon Reserve 2
Rescue 562 2007 Chevrolet Cross-Staffed N/A
Apparatus Year Description Status Minimum Staffing
Engine 502 2013 International/ Simon Staffed 3
Engine 507 1998 Freightliner/Toyne Reserve N/A
�� � � •i
Apparatus Year Description Status Minimum Staffing
Engine 503 2009 International/Simon Staffed 3
Brush Truck 1999 Ford Cross-Staffed N/A
544
Dubuque Fire Department 58
Apparatus Year Description Status Minimum Staffing
Ladder 512 2010 Rosenbauer T-Rex Staffed 2
Engine 509 2018 Ford/HME Cross-Staffed N/A
Medic 552 2018 Dodge/AEV Staffed 2
Medic 554 2010 InternationaULifeline Cross-Staffed N/A
Apparatus Year Description Status Minimum Staffing
Engine 505 2007 InternationaUSimon Staffed 2
�
Apparatus Year Description Status Minimum Staffing
Engine 506 2008 International/Simon Staffed 2
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Dubuque Fire Department 59
Dubuque Fire Department Stations
Fire Headquarters
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Dubuque Fire Headquarters is located at 11 West 9th Street and was constructed in 1970. Vehicles
found at this station include Command 528, Engine 501, Medic 551, Ladder 511, HazMat 581,
Medic 553, Rescue 562, the trench trailer, Reserve Engine 508, and Reserve Ladder 513. Fire
Headquarters houses the administrative offices far the Fire Chief, Fire Marshal, Assistant Fire
Marshal, Training Officer, EMS Supervisor, and an Administrative Assistant.
Dubuque Fire Department 60
Dubuque Fire Department-Station 2
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Dubuque Fire Station 2 is located at 2180 John F. Kennedy Road and became operational in 1968.
This station houses Engine 502 and Reserve Engine 507.
Dubuque Fire Department 61
Dubuque Fire Department-Station 3
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Dubuque Fire Station 3 is located at 3155 Central Avenue and was placed into service in 1979.
Station 3 houses Engine 503, Brush Truck 544, and the foam trailer.
Dubuque Fire Department 62
Dubuque Fire Department-Station 4
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Fire Station 4 is located at 1697 University Avenue and opened in 1952. Station 4 houses Ladder
512, Medic 552, Engine 509, and Medic 554.
Dubuque Fire Department 63
Dubuque Fire Department-Station 5
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Fire Station 5 is located at 689 South Grandview Avenue and opened in 1903. Station 5 houses
Engine 505.
Dubuque Fire Department 64
Dubuque Fire Department-Station 6
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Station 6 is located at 1500 Rhomberg Avenue and opened in 1905. Station 6 houses Engine 506.
Dubuque Fire Department 65
Figure 13: Mutual Aid Partners
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Dubuque Fire Department 66
Community Expectations
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Community Feedback
An external stakeholder survey was used to gauge the fire department's efficiency and
relevance to the community. This survey was made available on the fire department website and in
hard copy at public events and station tours. Sixty community members completed the survey over
approximately one year. The responses indicate that 67% of the participants had contact with the
Dubuque Fire Department before the study in various ways.
For survey participants that had the previous contact with the fire department, the contact type
breakdown was:
CONTRCT WITH FIRE DEPT.
�
• Medical (41%) 4°° 7°'°
1 �,
• Public Education (25%)
• Inspections (16%)
• Rescue (7%)
• Fire Suppression (6%)
• Community Risk Reduction (4%)
• Hazardous Materials (1%)
■Medical Fire Suppressior� R�scue ■Hazartlous Maferials
■Commu�ify Risk Retluctia� �Public Etlucatinn ■Inspections
Dubuque Fire Department 67
Service Priorities
Seven core services were used as part of the external
IMPORTANCE �f SERVICES
stakeholder survey. Participants were asked to rank
the seven services by importance. The seven fire
department services by rank order of importance to � �
the survey participants are:
• Emergency Medical Service/Ambulance
• Fire Suppression
• Rescue (Technical-heights, depths, ice, water)
• Hazardous Materials
• Community Risk Reduction
• Public Education (Fire and Life Safety)*
• Fire Inspection* �Medical Fire Suppressinn Rescue �Hazartlous Materials
* Tie in importance among survey responses. ■Commui�ify Risk Reductioi� —Publi�Etlueation ■li��pe�tlons
Community Expectation
The external stakeholder survey asked participants how
well the department was meeting their personal expectations FIRE DEPT. RATING
related to the core services. The responses are shown as a 4°-o
\
percentage of the total:
• Excellent(87%)
� Good(9%)
� Fair(4%)
• Poor (0%)
Survey participants were also asked what they would consider ■ Excellent �ood .Fa��
reasonable response time from the fire department?No
suggested times were given in an open comment area. The results
are as follows:
• Mode= 5-7 minutes (49%)
• Average=7.6 minutes
Dubuque Fire Department 68
Concerns from the Community
The survey asked participants to note any core services in which they would like to see
improvement. Results for areas of improvement showed the following:
• Public Education (30%) _
• Community Risl< Rcduction (23%) �' . .- �"� �`�
� `f�
• Medical (20%) ~ � ' ":
� ��
• Inspections (13%) • ����-�� _
• Rescue (8%) -� �� �'�: _
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• Fire Suppression (3%) � ��- � �!r'� .� �==
• Hazardous Materials (3%) - -� � � �? � ,�
General comments related to concerns are listed below:
• The fire department seems to be lacking sufficient personnel. All fire units should have at least 3
personnel to it.
• Provide a higher standard of care. Everyone on the department should be proficient in medical
care and deliver it competently.
• Maybe more community involvement?
• Maybe more education for children?
Positive Feedback from Respondents
Below are examples of positive comments received by survey respondents:
• I work in an assisted living facility, and we need to call for lift assist and transfer to the hospital
frequently. Everyone is kind and gentle with the residents
• Glad to see firefighters at community events.
� Good job all around.
• Continued community support and presence to prevent problems. Thank you for what you do.
• My son was trying to light toilet paper so I contacted Dubuque Fire to see how to proceed. I was
contacted by an Assistant Chief and set up a meeting. He was firm by fair with him, explaining
fire safety and the consequences of playing with fire. Thanks to Derek Paulson!
• They are awesome. Cannot see a need for improvement.
• Never had a bad interaction.
• I've always thought there needed to be a Western Dubuque presence, and just found out it is in
the budget. I think that is awesome!
• Doing great!
• Great work and thank you for the tour.
Dubuque Fire Department 69
Risk Assessment
DFD provides emergency medical services, fire investigation, fire prevention and inspection,
fire suppression, hazardous material response, public education, and technical rescue. Responses are
within the City of Dubuque, Dubuque County, and mutual aid partners. The Risk Assessment will
review, identify, and categorize the risks and hazards of the properties and areas within the City of
Dubuque as related to the service provided by DFD.
The Risk Assessment was designed to examine community service demands and community
risks. The self-driven Risk Assessment was conducted to effectively develop a systematic approach
to resource deployment while matching the community risk needs to the appropriate service level.
Qualifying risk by considering service demands made by the community is part of the overall
assessment. Service demands and risks affect each other. For a proper response, resources must
match the level of risk for a particular emergency.
The use of historical data alone does not accurately project incident trends or the probability
of future incidents. For a more accurate assessment, various factors, data, and input were
considered, including incident history,population,population density, zoning and usage, median
household income, special risk concentration, typical structure characteristics, and institutional
knowledge.
Risk Zones were assessed as they pertain to the following services: fire, EMS, HazMat, and
rescue. The Dubuque Fire Department provides a vital mission when managing emergencies.
Dubuque Fire Department 70
Fire
Fire spread can occur rapidly based on various factors, including building construction,
contents within the room, and air patterns within the building. A general rule of thumb is that a fire
will double every minute, resulting in devastating property and life consequences. Time is critical
for firefighters to arrive on the scene, control airflow paths, and get water on the seat of the fire for
suppression.
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B� now, smoke alarms 1Nith na v�rarning, the The fire has rea�h�d in
shauld have detected f�re gaes unchecked. e�cces� of 8�� degrees
the fire and alerted It will qui�kl� take hold, celsiu�. All of the �ontents
your family. giving off pDisonous in the roDm v�rill be on fire
srr�oke. and it �rvill have spread to
0
(Source: www.tfseducation.com.au/parents/basic-fire-safety-rules)
Dubuque Fire Department 71
EMS
When a patient suffers a cardiac arrest, the heart stops pumping blood throughout the body.
This can result in the cells of the vital organs (brain, heart, internal organs) dying within 4-6
minutes unless immediate action is taken place. To improve the chances of survival, the American
Heart Association recognizes the Chain of Survival's activation as a critical component to improve
the chance of saving a life.
THE CHAIN OF SURViVAL
♦ 1 �- a �
t. . � .:� � - � .
CALL FOR EARLY CPR EARLYAED EARLY QUALITY
HELP RESPONSE A�VANCED
EMS CARE
(source: www.heart.org)
Chances improve when a defibrillator can be applied(by either lay public ar emergency responder)
to a patient early in the cardiac arrest.
,
Chance of Survival from
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(Sou�ce: www.flyupdownhill.co.ukllife-saving-defibrillator-coming-to-the-417 project)
Dubuque Fire Department 72
When a patient suffers a traumatic injury, EMS follows the
standard of the "Golden Hour," ensuring prompt triage, treatment,
and transport of the patient to a designated trauma center. This
enables surgical intervention within the first 60 minutes of patient �
� ��.
care to restore perfusion and normal function. During a trauma �:� , -
patient's care, delays can cause perfusion and respiratory systems �
issues, compromising life safety and resulting in death.
Risk Assessment Methodology
In developing a community-wide risk assessment, DFD is tasked with establishing a consistent
and repeatable methodology for determining risk within the community. For the purpose of this
document, the hazard risk assessment-three axis methodology was used(Figure 14: Hazard Risk
Assessment-Three Axis Methodology) based equally on the following inputs:
• Probability (Likelihood)
• Consequence (To the Community)
• Impact (To the Fire Department)
Probability, not to be confused with possibility, is the likelihood of an event occurring. Many
considerations are used when valuing probability. For example, a structure with an automatic
sprinkler system constructed with noncombustible material is less likely to experience a majar fire.
Additionally, a region with low population density and a younger median age is less likely to have
medical emergencies.
Consequence is the possible effects to the community. Consequences can include loss of life,
monetary loss, economic impact, and loss of historical relevance or influence.
Impact acknowledges the finite amount of resources the fire department has available. Variables
such as structure height, size, and location require differing staffing and equipment. Events can
reduce or exhaust the fire department's remaining capacity.
The Dubuque community is as diverse as its risk potential, which is reviewed by the district
zones. Separating the response area into six district risk zones reflect the single company
geographical response area allowed the department to implement the risk assessment process.
Dubuque Fire Department 73
Assessing the community's risk zones by district more accurately classifies the probability,
consequence, and impact of the area.
The risk identifiers are divided into four risk categories:
• Low Risk
• Moderate Risk
• High Risk
� Special Risk
Low-Risk areas are identified as having low risk based on history, demographics, population
densities, topography, usage, and the likelihood of events.
Moderate Risk areas are identified as having moderate risk based on history, demographics,
population densities, topography, usage, and the likelihood of events.
High-Risk areas are identified as having high risk based on history, demographics, population
densities, topography, usage, and the likelihood of events.
Dubuque Fire Department 74
Figure 14: Hazard Risk Assessment-Three Axis Methodology
00
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(The greater the volume, ���
the greater the risk score. �`,
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(Source: Community RiskAssessment: Standards of Cover, 6�h edition)
Dubuque Fire Department 75
Figure 15: Single Company Fire Districts
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 76
District 1
Figure 16: City of Dubuque Fire Rescue District 1
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(Sou�ce: City of Dubuque GIS, 2020)
Dubuque Fire Department 77
District 1 Description
District 1 is classified as a Moderate Fire, Moderate EMS, Low HazMat Risk, and a
Moderate Rescue Risk based on call history,population,population density, zoning and usage,
median household income, special risk concentration, and typical structure characteristics. District 1
contains the downtown region and associated features. District 1 composition ranges from apartment
residences to small businesses. Dubuque's vast majority of multi-story buildings are within District
l, including the two tallest structures. There are very few single-family dwellings in District 1
compared to other areas of the community. Consequence factors, including life, historical
significance, community impact, and monetary loss, are all moderate to high.
Table 8: District 1 Demographics-FY 20
Population 8000 Loss/Preserved: $1,047,263/$8,629,759
Housing Units 4036 CPR/ROSC (3 yr 40/21
data)
Population Density 3620/square mile ROSC % 53%
Median Household $39,026 Response Types: Quantity/Percent
Income
Average Population 31 Fire Response 62 (4%)
A e
Land Area 2.21/square mile EMS Response 1336 (76%)
Road Miles 42.7 Rescue Response 9 (1%)
HazMat Response 65 (4%)
Zoning: Other 280 (16%)
Residential 55 % Total Responses 1752
Multi-Family 10 %
Offi�e 1 %
Commercial 16 %
Industrial 4 %
Vacant 9 %
Institutional 3 %
Parks/Open Spaces 3 %
Dubuque Fire Department 78
District 2
Figure 17: City of Dubuque Fire Rescue District 2
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(Sou�ce: Ciry ofDubuque CIS, 2020)
Dubuque Fire Department 79
District 2 Description
District 2, in the west end of the City of Dubuque, is classified as a Moderate Fire, Moderate
EMS, Moderate HazMat, and Moderate Rescue Risk based on call history, population,population
density, zoning and usage, median household income, special risk concentration, and typical
structure characteristics. District 2 is residential and commercial. The commercial areas in District 2
contain an indoor mall, several big-box shopping businesses, and an industrial park composed of
non-combustible sprinkler protected buildings. The residential composition of District 2 contains
several apartment units and modern single-family dwellings.
Table 9: District 2 Demographics-FY 20
District 2
Population 13,544 Loss/Preserved: $1,077,238/$4,371,935
Housing Units 6027 CPR/ROSC (3 yr 48/15
data)
Population Density 1183/square mile ROSC % 31%
Median Household $70,894 Response Types: Quantity/Percent
Income
Average Population 45 Fire Response 46 (3%)
A e
Land Area 11.45/square mile EMS Response 1284 (80%)
Road Miles 78 Rescue Response 6 (0%)
HazMat Response 83 (5%)
Zoning: Other 181 (11%)
Residential 80 % Total Responses 1600
Multi-Family 5 %
Offi�e 1 %
Commercial 5 %
Industrial 3 %
Vacant 5 %
Institutional 3 %
Parks/Open Spaces 3 %
Agricultural 2 %
Dubuque Fire Department 80
District 3
Figure 18: City of Dubuque Fire Rescue District 3
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 81
District 3 Description
District 3, located in the north of the City of Dubuque, classified as a Low Fire, Low EMS,
Low HazMat Risk, and a Low Rescue Risk based on call history,population,population density,
zoning and usage, median household income, special risk concentration, and typical structure
characteristics.
Table 10: District 3 Demographics-FY 20
District 3
Population 12,621 Loss/ Preserved: $418,382/$1,799,885
Housing Units 5466 CPR/ROSC (3 yr data) 32/17
Population Density 2555/square mile ROSC % 53%
Median Household $52,587 Response Types: Quantity/Percent
Income
Average Population 40 Fire Response 38 (4%)
A e
Land Area 4.94/square mile EMS Response 676 (77%)
Road Miles 56.1 Rescue Response 2 (0%)
HazMat Response 29 (3%)
Zoning: Other 131 (15%)
Residential 78 % Total Responses 876
Multi-Family 5 %
Office < 1%
Commercial 5 %
Industrial 1 %
Vacant 12 %
Institutional 1 %
Parks/Open Spaces 3 %
Agricultural < 1%
Dubuque Fire Department 82
District 4
Figure 19: City of Dubuque Fire Rescue District 4
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 83
District 4 Description
District 4, located in the center of the City of Dubuque, is classified as a Low Fire, Low
EMS, Low HazMat, and Moderate Rescue Risk based on call history,population,population
density, zoning and usage, median household income, special risk concentration, and typical
structure characteristics. District 4 is a mostly residential area with several small businesses.
Residential structures vary from single to multifamily dwellings. Several of Dubuque's higher
learning campuses and one of the region's two hospitals are in District 4.
Table 11: District 4 Demographics-FY 20
District 4
Population 10,834 Loss/ Preserved: $420,143/$1,796,471
Housing Units 3914 CPR/ROSC (3 yr data) 38/11
Population Density 3564/square mile ROSC % 29%
Median Household $65,586 Response Types: Quantity/Percent
Income
Average Population 33 Fire Response 23 (3 %)
A e
Land Area 3.04/square mile EMS Response 592 (77%)
Road Miles 43.85 Rescue Response 3 (0%)
HazMat Response 35 (5%)
Zoning: Other lll (15%)
Residential 82 % Total Responses 764
Multi-Family 2 %
Office < 1%
Commercial 4 %
Industrial 1 %
Vacant 7 %
Institutional 4 %
Parks/Open < 1%
S aces
Agricultural < 1%
Dubuque Fire Department 84
District 5
Figure 20: City of Dubuque Fire Rescue District 5
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(Sou�ce: City of Dubuque GIS, 2020)
Dubuque Fire Department 85
District 5 Description
District 5, located in the south of the City of Dubuque, is classified as a Low Fire, Low EMS,
Low HazMat, and Moderate Rescue Risk based on call history,population,population density,
zoning and usage, median household income, special risk concentration, and typical structure
characteristics. District 5 contains small businesses concentrated along Cedar Cross Road. One of
the region's two hospitals is in District 5. The residential area of District 5 are mostly single-family
dwellings. The industrial area to the south of the district risk zone is modernly built and sprinkler
protected. Most of the potential for incidents requiring rescue in District 5 within the large portion of
Highway 151/61. The southernmost border of District 5 is the Dubuque Regional Airport.
Table 12: District 5 Demographics-FY 20
1
Population 8572 Loss/ Preserved: $523,307/$3,326,453
Housing Units 3558 CPR/ROSC (3 yr data) 14/0
Population Density 1339/square ROSC % 0%
mile
Median Household $84,047 Response Types: Quantity/Percent
Income
Average Population 47 Fire Response 29 (5%)
A e
Land Area 6.4 Square EMS Response 398 (71%)
Mile
Road Miles 61 Rescue Response 3 (1%)
HazMat Response 32 (6%)
Zoning: Other 97 (17%)
Residential 77 % Total Responses 559
Multi-Family 2 %
Office 1 %
Commercial 2 %
Industrial 2 %
Vacant 12 %
Institutional 2 %
Parks/Open Spaces 3 %
Agricultural < 1%
Dubuque Fire Department 86
District 6
Figure 21: City of Dubuque Fire Rescue District 6
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(Source: City of Dubuque GIS, 2020)
Dubuque Fire Department 87
District 6 Description
District 6, located in the northeast of the City of Dubuque, is classified as a Moderate Fire,
Low EMS, Moderate HazMat, and Low Rescue Risk based on call history,population,population
density, zoning and usage, median household income, special risk concentration, and typical
structure characteristics. Except for a concentrated heavy industrial complex along Kerper Blvd. and
a Casino, District 6 is predominantly a residential area partially built into the bluffs. A substantial
portion of District 6's border is the Mississippi River.
Table 13: District 6 Demographics-FY 20
� �
Population 4538 Loss/Preserved: $578,158/$2,415,713
Housing Units 1983 CPR/ROSC (3 yr data) 28/8
Population Density 1261/square ROSC % 29%
mile
Median Household $40,548 Response Types: Quantity/Percent
Income
Average Population 36 Fire Response 39 (5%)
A e
Land Area 3.6 Square EMS Response 586 (80%)
Mile
Road Miles 31 Rescue Response 3 (0%)
HazMat Response 20 (3%)
Zoning: Other 88 (12%)
Residential 73 % Total Responses 736
Multi-Family 4 %
Office < 1%
Commercial < 1%
Industrial 5 %
Vacant 8 %
Institutional 2 %
Parks/Open Spaces 8 %
Agricultural < 1%
Dubuque Fire Department 88
Special Risks
Special Risks
Special Risks are small subsets within identified district risk areas. This may consist of a
single structure, geographical region, or event with a specific need and can be determined using a
matrix composed of site-specific information based on probability, consequence, and impact. Special
Risks are identified using a combination of intuitional knowledge and a repeatable matrix weighing
probability, consequence, and impact. Special Risk identification was a three-step process. 1) It
involved all levels of the department in a crowdsource format. 2) Results were reviewed and refined
by permanently assigned officers in each risk zone. 3) Results were then reviewed,refined, and
finalized by the SOC team, including the Fire Chief. Special Risk assessment is completed as part of
the Standards of Cover review.
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Dubuque Fire Department 89
Figure 22: City of Dubuque Fire Rescue Special Risk Areas
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Dubuque Fire Department 90
Special Risk Locations
Dubuque County Jail
Located at 770 Iowa Street, the Dubuque County Jail is a two-story detention facility with a
basement. It is Type I construction, fully sprinkled, and alarmed. The Dubuque County jail
houses 130 inmates daily and 90 employees. Due to security and the nature of the facility,
access may be difficult in emergency situations. Trends have indicated that the Dubuque
County Jail has a high demand for EMS. The Dubuque County Jail is a low probability but
high consequence structure. The Dubuque County Jail is part of the City's critical
infrastructure.
Dubuque 911 Communication Center/Law Enforcement Center
Located at 770 Iowa Street, the Dubuque 911 Communication Center/Law Enforcement
Center is the Dubuque Police Department's headquarters and houses the Dubuque 911
Communication Center. The building is Type II construction, fully sprinkled, and alarmed. It
is staffed twenty-four hours a day, seven days a week. The Dubuque 911 Communication
Center/Law Enforcement Center is part of the City's critical infrastructure.
Dubuque City Hall
Located at 50 West 13th Street, Dubuque City Hall provides the offices for many of the City
of Dubuque's services. Dubuque City Hall is a Type IV construction featuring three staries,
with a basement, and is sprinkled and alarmed. Dubuque City Hall is occupied by
approximately one hundred employees, and visitors between 8:00 am and 5:00 pm Monday
through Friday. Dubuque City Hall is part of the City's critical infrastructure.
Historic Federal Building
Located at 350 West 6th Street, the Historical Federal Building is home to the Post Office,
City Council Chambers, and mixed offices. The building is Type I construction, sprinkled,
alarmed, is four stories and basement. The Historical Federal Building is occupied by
approximately fifty employees between 8:00 am and 5:00 pm Monday through Friday. The
Historical Federal Building is a low probability, high consequence, and impact structure. The
Historical Federal Building is part of the City's critical infrastructure.
Dubuque Fire Department 91
Dubuque County Courthouse
Located at 720 Central Avenue, the Dubuque County Courthouse is a historic icon in
downtown Dubuque. The Dubuque County Courthouse is Type IV construction, sprinkled
and alarmed five stories plus a gold plated dome. The Dubuque County Courthouse is
occupied by approximately 150 employees, and visitors between 8:00 am and 5:00 pm
Monday through Friday. The building houses the Dubuque County IT department and a
records storage area in addition to courtrooms and offices. The probability of an incident for
the Court House is low. Still, the consequence and impact of an event would be significant.
The Dubuque County Courthouse is part of the City's critical infrastructure.
Dubuque Regional Airport
Located at 10965 Aviation Drive, The Dubuque Regional Airport sits on 1,100 acres. The
Airport is staffed twenty-four hours a day with an operations specialist/Aircraft Rescue
Firefighter. There is fueling staff on-duty until 10:00 pm. The control tower is staffed from
6:00 am to 10:00 pm each day. During flight times, as many as two hundred passengers,
guests, students, and employees may be present. The one-story Type III constructed Airport
Terminal is sprinkler protected with an alarm. The Dubuque Regional Airport is one of
Dubuque's critical infrastructures.
Lock and Dam 11
Lock and Dam 11 are a vital component of the county's waterway transportation network on
the Mississippi River. Otherwise known as General Zebulon Pike Lock and Dam No.l l,
Lock and Dam 11 was opened to navigation in 1937 and is listed on the National Register of
Historic Places. Lock and Dam 11 is staffed twenty-four hours a day at Army Corp of
Engineers staff.
Mount Saint Francis
Located at 3390 Windsor Avenue, Mount Saint Francis comprises two four-story buildings
situated on over sixty acres. There are roughly two hundred forty residents at a given time.
Care staff and attendants are present twenty-four hours a day. The buildings are a
Dubuque Fire Department 92
combination of construction Type II and Type V. Some levels are protected by smoke/heat
detection, while others are partially sprinkled. The newest, Claire Building, is fully sprinkled.
Areas that are sprinkled are supported by a fire pump located on the grounds.
Alverno Apartments
Located at 3525 Windsor Avenue, Alverno Apartments is a two-story combination of Type II
and Type-III construction. The building and grounds are situated on over four acres. Alverno
Apartments is a Section 8 housing unit for anyone aged 62 or older. The apartment buildings
are alarmed with the living areas not sprinkled. There are 100 apartments located throughout
the building. While at least one staff inember is present twenty-four hours a day, there is no
medical staff on duty.
Mount Carmel
Located at 1050-1200 Carmel Drive, Mount Carmel is an elderly care facility for clergy.
Mount Carmel's complex is composed of seven buildings varying from two to five stories.
Building construction types are a combination of Type II and III. Some buildings within the
Mount Carmel complex are without sprinkler protection or fire alarm systems. Newly
remodeled buildings are sprinkled and alarmed. Mount Carmel is staffed twenty-four hours
per day, serving one hundred and seventy-three residents.
Sunnycrest Manor
Located at 2375 Roosevelt Street, Sunnycrest Manor is a Dubuque County care facility.
Sunnycrest is a Type II constructed three-story building with a smaller two-story detached
HVAC/maintenance building. Sunnycrest was built in 1917 and originally used as a
tuberculosis sanatorium sitting on twenty-seven acres of rocky terrain. In the late 1950s,
Sunnycrest was transitioned to a long-term care facility. Sunnycrest is staffed with
healthcare providers twenty-four hours a day. Sunnycrest has 105 beds.
The Canfield Hotel
Located at 36 West 4th Street, the Canfield Hotel is Type II construction. The building is five
stories with a basement. The Canfield has fifty-four rooms with a usual occupancy of 55% on
weekdays and 100% on weekends. Many occupants are extended-stay live-in tenants. The
Dubuque Fire Department 93
Canfield is alarmed but has no sprinkler protection. The Canfield's historical fire was the
highest fatality fire in the City's history. In 1946, nineteen people perished, thirty people
were rescued by life net, and twenty-seven were rescued from ladders.
St. Mary's Apartments
Located at 2955 Kaufmann Avenue, St. Mary's Apartments is a three-story, Type V assisted
living facility. The building is alarmed but has no sprinkler protection. There is no medical
staff on duty. St. Mary's Apartments have seventy-nine one-bedroom units with income
requirements.
Butterfield Apartments
Located at 1550 and 1600 Butterfield Road, Butterfield Apartments is a multi-building
apartment complex. Both Butterfield apartment buildings are a central hallway Type V
construction. Butterfield Apartments has a history of fire and EMS incidents. Butterfield
Apartments has only local smoke detectors and no sprinkler protection. Butterfield
Apartments have one hundred fifteen one-bedroom and efficiency apartments between the
two buildings.
Key Apartments
Located at 3510/3520 Pennsylvania Avenue, Key Apartments is a multi-building apartment
complex. Key Apartments' buildings are both two staries and are Type V construction. Key
Apartments have local smoke detectors but no sprinkler protection. Each Key Apartments
building has twenty one-bedroom units.
Penn Place Apartments
Located at 3700 and 3716 Pennsylvania Avenue, Penn Place Apartments is composed of
fifteen three-story apartment buildings and one single-story apartment that stands alone. Penn
Place Apartments are garden-style apartments with local smoke detectors and no sprinkler
protection. Penn Place Apartments are Type V construction. Penn Place Apartments have a
history of fire and EMS incidents. Penn Place Apartments' water supply is provided by
private hydrants. Penn Place Apartments has two hundred and five one to three-bedroom
apartments.
Dubuque Fire Department 94
Glacier Ice
Located at 19 Nightingale Lane, Glacier Ice is a manufacturer of ice cubes. Glacier Ice is a
Type II constructed two-story building. Glacier Ice contains two ammonia towers. Glacier
Ice is located on a dead-end road. Exposures of Glacier Ice include a youth sports complex
and a daycare. Glacier Ice has a history of HazMat incidents due to ammonia release.
Mercy One (formerly Mercy Medical Center)
Located at 250 Mercy Drive, Mercy One is designated a Leve12 Trauma Center. Mercy One
is a Type I and II constructed building with six stories above ground and two stories below
ground. Mercy One is fully protected by sprinkler and alarm systems. There are maintenance
and security personnel on duty twenty-four hours a day, seven days a week. Mercy One is
staffed by one thousand three hundred employees and has two hundred and twenty-five beds.
Unity Point Health Center(formerly Finley Hospital)
Located at 350 North Grandview Avenue, Unity Point Health Center is a designated Leve12
Trauma Center. Unity Point Health Center is a four-story, Type II construction building. The
facility is privately owned and was founded in 1890. The facility sits on 12 acres. It has
undergone numerous renovations and recently completed a significant expansion of its
complex. The building is protected by fire alarm and fire sprinkler systems with standpipe
connections in the stairwells. There are maintenance and security personnel on duty twenty-
four hours a day, seven days a week. The Health Center has a trained response team to help
handle fires in the incipient stage. Unity Point Health Center is occupied by between four and
seven hundred patients and staff at any given time.
Water and Resource Recovery Center
Located at 795 Julien Dubuque Drive, the Water and Resource Recovery Center is currently
staffed twenty-four hours a day. Due to automation, future staffing plans will not require
staffing overnight. The complex treats wastewater and is sprinkler protected and alarmed.
The compleX has several HazMat and confined spaces. The Waste Water Recovery and
Treatment Center is one of Dubuque's critical infrastructures.
Dubuque Fire Department 95
Loras College
Located at 1450 Alta Vista Street, Loras College is the oldest private college in Iowa,
founded in 1839 as an all-male college. The campus consists of residential complexes
(apartment and dormitory-style) and classroom buildings located throughout an 18.5-acre
campus. The college is privately owned, with roughly one thousand six hundred students
enrolled. The residential complexes range from two to four stories in height with Type III
and IV construction. The fire protection systems include fire alarms and sprinkler systems.
The campus is protected twenty-four hours, seven days a week,by staffed security who will
investigate alarms and assist emergency responders. During the academic year, the
residential population will be between twenty students in the smaller buildings and up to two
hundred and forty students in the larger complexes.
Clarke University
Located at 1550 Clarke Drive, Clarke University was established in 1843 as an all woman's
college. Clarke University comprises residential complexes (apartment and dormitory-style)
and classroom buildings located throughout a 23.6-acre campus. This liberal arts college has
a total enrollment of nearly one thousand two hundred students. The college is privately
owned. Four residential complexes on the campus are four or five stories in height. At full
capacity, two hundred thirty students reside in each of these dormitories.
The construction type for residential buildings is Type III, IV, and V. The fire protection
systems include fire alarms in all the facilities and sprinklers in one building. There are no
sprinkler systems in the other three dormitaries. The campus is protected twenty-four hours,
seven days a week,by staffed security. A security staff inember will investigate the alarm
and assist emergency responders.
University of Dubuque
The University of Dubuque has a mix of residential complexes (apartment and dormitory-
style) and classroom buildings located throughout a 73-acre campus located at 2000
University Avenue. The campus serves nearly one thousand six hundred students. The
college is privately owned. The residential complexes range from two to four stories in
height. The construction type varies throughout the six buildings between Types III and V.
Dubuque Fire Department 96
The fire protection systems include alarms and sprinkler systems. The campus is protected
twenty-four hours, seven days a week,by staffed security. A security staff inember will
investigate the alarm and assist emergency responders. During the academic year, the
residential population will be between twenty students in the smaller buildings and up to two
hundred forty students in the larger complexes.
Emmaus Bible College
Located at 2570 Asbury Road, Emmaus Bible College, a Christian ministry education facility
constructed in 1923 on 12 acres. The main building has connected classrooms with the
dormitory and student services center. This complex is a Type II constructed building. The
majority of the building is three stories in height. Smith Hall is built five stories in height. At
capacity, three hundred and ten students reside in the dormitories. There are smoke detectors
tied into a local alarm but no fire sprinkler systems.
Wartburg Theological Seminary
Located at 333 Wartburg Place, Wartburg is a multi-building postsecondary education
complex spread over several acres. The buildings on the Wartburg Seminary campus are of
Type II, III, IV, and V. Parts of the chapel and living areas are unprotected by sprinklers. The
complex is alarmed. Wartburg Seminary is staffed twenty-four hours a day by resident
assistants. During weekdays, twelve faculty and twenty-five support staff are on campus.
Seventy students reside at Wartburg Seminary during the academic year.
Dubuque Fire Department 97
Response Related Definitions
Alarm Handling Time
Alarm Handling Time, also referred to as Dispatch Time, begins when a call is received at the
dispatch center and ends upon notification of emergency units. DFD captures this data through CAD
integrated RMS. A practical collection of Alarm Handling Time is measured from the dispatch
center's first generation of an incident and ends when the unit notification occurs. Unless noted,
Alarm Handling Time is expressed as a 90th percentile fractal.
Turnout Time
Turnout Time begins when units are first notified and ends when the notified unit's wheels
break the station doors' threshold. A practical collection of Turnout Time is measured from the
dispatch center's first notification of companies and ends when the responding unit officer presses
the "en route"button on the MCT. Unless noted, Turnout Time is expressed as a 90th percentile
fractal.
Travel Time
Ti^avel Time begins when a unit goes en route and ends when the unit arrives at the incident
scene. A practical collection of Travel Time is measured from the responding unit officer pressing
the "en route"button. It ends when the officer of the responding unit presses the "arrival"button on
the MCT. Unless noted, Travel Time is expressed as a 90th percentile fractal.
Total Response Time
Total Response Time (TRT) is the total time, including Alarm Handling, Turnout, and Travel
Times. Total Response Time begins when a call is received at the dispatch center and ends when the
unit arrives at the incident scene. Unless noted, Total Response Time is expressed as a 90tn
percentile fractal.
Baseline
Baseline is defined as a measurement of actual performance. The department uses three years
of actual data to formulate its baseline statements. The baseline statements are compared to the
benchmarks to determine opportunities for improvement.
Dubuque Fire Department 98
Benchmark
Benchmark is defined as a quality standard or target. The department uses benchmark
statements as a defined goal established by the department that baseline performance is measured
against (performance gap). Narrowing the gap becomes the basis for improvement of the system.
Distribution
Distribution describes how the resources are distributed through the primary response area.
Distribution represents how quickly the department can put one unit on the scene of an incident. The
TRT of the first unit responding to an incident represents the department's distribution.
Concentration
Concentration describes how the resources are concentrated through the primary response
area. Concentration represents how quickly the department can put all the units it needs to mitigate
an emergency on an incident scene. The TRT of the effective response force (ERF) responding to an
incident represents the department's concentration.
Effective Response Force (ERF)
Effective Response Force, or ERF, describes arrival time on scene of all units assigned to a
response. ERF arrival time marks when the last company assigned to the response is available on
the scene for assignment. This will capture the time it takes the arganization to meet the identified
critical task analysis demands. This is all the personnel, apparatus, and special equipment that is
dispatched in the response plan.
Response Plans
Response Plans refer to the Department's strategy to send different resources to an
emergency based on the risk level present. Important to note that the"resources" encompass not
merely staff but also appropriate apparatus, water capabilities, technical equipment,personnel, etc.
Whereas a fire in an outbuilding is indeed a structure fire, it presents a far different risk than a fire
in a large commercial structure. A specific response plan is designed to achieve firefighter safety as
well as to provide effectiveness. Responses are not"one size fits all." Response plans must be
matched to the risk level of the event. To appropriately respond to the large variety of incidents, the
Dubuque Fire Department uses sixteen different response plans.
Dubuque Fire Department 99
Response Priority
Response Priority or Code describes the manor at which the response plan's units travel to
the incident. The Department responds to a variety of incidents with varying urgency. The
Department's response plan travels in an emergent way when an incident is classified as code one.
In a code two classified incident, the closest two appropriate units respond emergently. In a code
three classified incident, the nearest unit responds emergently. In a code four classified incident, all
units respond non-emergently. Response Priority is independent of response plans.
Critical Task Analysis
To positively impact the incident's outcomes, three factors must occur: personnel are
assigned, equipped resources must be appropriately staged, and assigned a critical task.
Consequently, those individuals must arrive within a time frame which allows a chance for
intervention. This will stop the loss, overcome a potentially fatal medical condition, contain the
release of a toxic substance, or prevent further injury from an entrapment. Not only is it necessary
to assess and establish task assignments for fire responses,but critical task assignments are also
necessary for non-fire risk. This section will develop critical task assignments for all risk levels
associated with fire, EMS, HazMat, and rescue.
The Department's Chief and Assistant Chiefs participated in several work sessions to
create deployment models based on critical task analysis. These sessions focused on identifying
the time-sensitive critical tasks to appropriately mitigate an incident to completion for each
category and classification of risk. Response plans were developed from these specified critical
tasks to direct the deployment practices consistent with the jurisdiction's expectations to deliver
effective and predictable resource deployment.
Unit Hour tltilization (UHU)
This is a metric to help the department determine reliability of a unit is committed to a call.
The calculation is determined by taking the total commit time divided by the quantity of days and
divide by 24.
Dubuque Fire Department 100
Deployment Model Creation and Critical Task Analysis
Table 14: Fire Response
The ERF shall be capable of mitigating elect�ical hazards, small outside fires, and citizen assists.
Critical Tasks Minimum Personnel Specific Resources
Working Command, Size Up, Safety 1
Stabilize Hazard 1 Engine
Total 2
Response Plan: Closest Engine
Slight Risk-Fire
The ERF shall be capable of�rnitigatirzg clunzyster�fi�-e.s, velzicle fir�es, s�rzc�ll cooki��g fif�es, a«cl fiy-e
alarins.
Critical Tasks Minimum Personnel Specific Resources
Working Command, Size Up, Safety 1
Pump Operations 1
Entry/Mitigation 2 Engine
Total 4
Response Plan: Closest two (2) Engines
Low Risk-Fire
The ERF shall be capahle of rnitigatij�g.fire alat�ms at idej�tified s�ecial��islc occupczyzcies and
occupancies with identified communication di�culties.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command, Size Up, Safety 1 Command 528
Command Support 1
Pump Operations 1
Entry/Mitigation 3 Engine
Total 6
Response Plan: Command 528, Closest two (2) Engines
Dubuque Fire Department 101
The ERF shall be capable of mitigating typical structure fires
Critical Tasks Minimum Personnel Specific Resources
Stationary Command, Size Up, Safety 1 Command 528
Water Supply 2 Engine
Ventilation 2 Ladder
RIC & EMS 2 Medic
First Line 2 Engine
Second Line 2
Pump Operations 1
Search 2
Aerial Operations (if needed) 1 Ladder
Total 15
Response Plan: Command 528, Closest three (3) Engines, 2 Ladders, Closest Medic
The ERF shall be capable of mitigating confirmed fires at identified special risk occupancies.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command, Size Up 2 Command 528
Safety 1 521
Water Supply 2 Engine
Ventilation, Aerial Operations 4 2 Ladders
Attack 4
Pump Operations 2
Search 4
Rehab 2 Medic
EMS 2 Medic
SCBA Filling 2 County Air trailer
RIC 2
Total 27
Response Plan: Command 528, 521, Five (5) Engines, 2 Ladders, 2 Medics, County Air Trailer
Dubuque Fire Department 102
Table 15: EMS Response
Low Risk-EMS
The ERF shall be capable of�mitigating situations that require a transfer fi^om a facility staffed
with healthcare professionals, mitigating situations where the patient is experiencing a short-term
medical roblem or a short-term disabilit .
Critical Tasks Minimum Personnel Specific Resources
Working Command, Documentation, 1 ALS Unit
ALS Assessment, Safet
Patient Care 1
Total 2
Response Plan: Closest ALS Unit,Non-Emergency Medic Unit(if transport needed)
Moderate Risk-EMS
The ERF shall be capable of rriitigating situations where it is probable the patient's quality of life
is com romised.
Critical Tasks Minimum Personnel Specific Resources
Working Command, Documentation, 1 ALS Unit
ALS Assessment, Safet
Patient Care 1
Transport/Patient Movement 2 Medic
Total 4
Response Plan: Closest ALS Unit, Closest Medic Unit
High Risk-EMS
The ERFshall be capable of rriitigating situations where it is probable the patient's life is
compromised.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command, Liaison, 1 528
Documentation, Safet
ALS Assessment, Team Lead 1 ALS Unit
Patient Care 3
Transport/Patient Movement 3 (reassigned) Medic
Patient Movement Facilitation 1
Total 6
Response Plan: Command 528, Closest ALS Unit, Closest Medic
Dubuque Fire Department 103
EMS Special Response (> 5 Patients)
The ERF shall be capable of mitigating situations where there are S o�mo�e patients, and those
atient's lives are robabl com �omised
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 581
Safety 1 521
Command Support 1
Triage Officer 1
Treatment 5
Transport 10 5 Medic
Transport Officer 1
Treatment Officer 1
Total 21
Response Plan: Command 528, 521, 5 Medic units (Mutual Aid as needed), Closest 3 ALS
En ines, HazMat 581 with En ine 501 ersonnel
Dubuque Fire Department 104
Table 16: Rescue Response
Low Risk-Rescue
The ERF shall be capable of�mitigating elevator inalfunctions, lock-in/outs, and citizen assists.
Critical Tasks Minimum Personnel Specific Resources
Working Command 1
Extrication 1
Total 2
Response Plan: Closest Engine
The ERF shall be capable of mitigating motor vehicle collisions that include entrapment or
machine entan lement/ent�a ment
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 528
EMS 2 Medic
Extrication 2 Rescue Engine
Stabilization, Lockout, Suppression 2 Engine
Total 7
Response Plan: Command 528, Closest Medic, Closest Engine, Closet Rescue Engine
The ERF shall be capable of mitigating rescue incidents on the�iver,ponds, and moving wate�.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 528
Safety- Technician Level 1 Water Rescue Engine
EMS 2 Medic
Boat/Rigging (3 technicians) 5 Boat, Closest Water Rescue
En ine
Total 9
Response Plan: Command 528, Closest Medic, Closest Water Rescue Engine, Boat(s) (with
En ine 501 ersonnel , Closest En ine.
Dubuque Fire Department 105
The ERF shall be capable of mitigating confined space, high angle, trench collapse, and tower
incidents.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 528
Technician Level Safety Officer 1
EMS 2 Medic
Technician Entry A 1
Technician Entry B 1
Main Line (Entry A Support) 2 562
Backup Line (Entry B Support) 2
Monitoring/Vent 1
Supplied Air 1
Technician Level Attendant 1
Total 13
Response Plan: Command 528, Closest Medic, HazMat 581, Rescue 562 (staffed by Engine 501
with 2 technicians), Ladder 512 with 2 technicians, 2 Closest En ines
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Dubuque Fire Department 106
Table 17: Hazardous Materials Response (HazMat)
Low Risk-HazMat
The ERF shall be capable of mitigating small hazards, small fuel leaks from passenger vehicles,
eneral carbon monoxide, and odor incidences.
Critical Tasks Minimum Personnel Specific Resources
Working Command, Identify 1 Engine
Confine, Contain, Mitigate 1
Total 2
Response Plan: Closest Engine
Moderate Risk-HazMat
The ERF shall be capable of mitigating technician level incidents, large gas leaks, la�ge cherrzical
release.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 528
Technician Level Safety 1
Recon, Perimeter Control 2
Research/Logistics 1
Decon 3 581
Technician Level Entry 4 502
Technician Entry Supervisor 1 501
EMS 2 Medic
Total 15
Response Plan: Command 528, HazMat 581 (Two Technicians), Medic unit, Engine 501 (with
Two Technicians), En ine 502 (with Two Technicians), Ladder 512, Closest En ine
Dubuque Fire Department 107
High Risk-HazMat
The ERF shall be capable of mitigating major incidents on the Nail, incidents involving terro�ism,
releases on the Mississi i�iver, etc., re uirin activation o one or more outside artne�s.
Critical Tasks Minimum Personnel Specific Resources
Stationary Command 1 528
Technician Level Safety 1
Recon, Perimeter Control 2
Research/Logistics 1
Decon 3 581
Technician Level Entry 4 502
Technician Entry Supervisor 1 501
EMS 2 Medic
Total 15
Response Plan: Command 528, HazMat 581 (Two technicians), Medic, Engine 501 (Two
Technicians), Engine 502 (Two Technicians), Ladder 512, Closest Engine
Specialized Outside Resource Partners: State WMD team, 71 S` Civil Suppo�t, Railway Responders,
Chemical Manufacturers, State Hygienic Lab, Industry Specialist, Red Cross, Salvation Army,
Coast Gua�d, U.S. Environmental Protection Agency, Iowa Department ofNatural Resources,
Iowa National Guard, and Other Cit , Coun , State, and Federal A encies
Dubuque Fire Department 108
Table 18: Service Response
Service
Critical Tasks Minimum Personnel Specific Resources
Non-Emergent Customer Service 2
Total 2
Response Plan: Closest Unit
Dubuque Fire Department 109
Dubuque Fire Department Benchmark Statements
Fire
Negligible Risk Fire
For 90% of all fire responses within the City of Dubuque, the first arriving fire unit's total response
time shall be six ininutes-twenty seconds. The total response time of six minutes twenty seconds
allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
minutes for travel time.
The first due unit for all fire risk levels shall be staffed with a minimum of two personnel and
establish a command mode of either investigate, fast attack, or command. The first arriving unit shall
be capable of providing 1,500 gallons per minute pumping capacity, capable of exterior deployment
of one 1 3/4 inch handline, deployment of master streams, ability to deploy ground ladders and rescue
victims. These operations shall be done with responder and public safety at the forefront. Standard
Operating Guidelines (SOG) are established and used in guidance for suppression activities.
The ERF for Negligible Fire Risk is satisfied by the first arriving unit.
The ERF shall be capable of mitigating electrical hazards, small outside fires, and citizen assists.
These operations shall be done with responders and public safety at the forefront.
Slight Risk Fire
For 90% of all fire responses within the City of Dubuque, the first arriving fire unit's total response
time shall be six minutes twenty seconds. The total response time of six minutes twenty seconds allots
for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
minutes for travel time.
The first due unit far all fire risk levels shall be staffed with a minimum of two personnel and
establish a command mode of either investigate, fast attack, or command. The first arriving unit shall
be capable of providing 1,500 gallons per minute pumping capacity, capable of exterior deployment
of one 1 3/4 inch handline, deployment of master streams, ability to deploy ground ladders and rescue
victims. These operations shall be done with responder and public safety at the forefront. SOG's are
established and used in guidance for suppression activities.
Dubuque Fire Department 110
For 90% of all Slight Risk Fire responses, the total response time for the effective response force
(ERF) shall be ten minutes and twenty seconds. The total response time of ten minutes and twenty
seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time,
and eight minutes for travel time.
The ERF shall be staffed with a minimum of four personnel to establish a command mode of either
investigate, fast attack, or command. The ERF shall have the ability to dedicate one person to
pumping, dedicate two people to a primary handline, and dedicate one person to the water supply.
The ERF shall be capable of mitigating dumpster fires, vehicle fires, small cooking fires, and fire
alarms.
Low-Risk Fire
For 90% of all fire responses within the City of Dubuque, the first arriving fire unit's total response
time shall be six minutes twenty seconds. The total response time of six minutes twenty seconds allots
for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
rninutes for travel time.
The first due unit for all fire risk levels shall be staffed with a minimum of two personnel and
establish a command mode of either investigation, fast attack, or command. The first due unit for all
fire risk levels shall be staffed with a minimum of two personnel and establish a command mode of
either investigate, fast attack, or command. The first arriving unit shall be capable of providing 1,500
gallons per minute pumping capacity, capable of exterior deployment of one 1 3/4 inch handline,
deployment of master streams, ability to deploy ground ladders and rescue victims. These operations
shall be done with responder and public safety at the farefront. Standard Operating Guidelines
(SOG) are established and used in guidance for suppression activities.
For 90% of all Low-Risk Fire responses, the total response time for the effective response force
(ERF) shall be ten minutes and twenty seconds. The total response time of ten minutes and twenty
seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time,
and eight minutes for travel time.
The ERF shall be staffed with a minimum of six personnel. One person to establish fixed command,
one dedicated as a command support person, one person dedicated to pumping operation, three
personnel dedicated to making an entry, and provide intervention as necessary. The ERF shall be
Dubuque Fire Department 111
capable of mitigating fire alarms at identified occupancies and locations with identified
communication difficulties.
Moderate Risk Fire
For 90% of all fire responses within the City of Dubuque, the first arriving fire unit's total response
time shall be six minutes twenty seconds. The total response time of six minutes twenty seconds allots
for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
minutes for travel time.
The first due unit for all fire risk levels shall be staffed with a minimum of two personnel and
establish a command mode of either investigate, fast attack, or command. The first arriving unit shall
be capable of providing 1,500 gallons per minute pumping capacity, capable of exterior deployment
of one 1 3/4 inch handline, deployment of master streams, ability to deploy ground ladders and rescue
victims.These operations shall be done with responder and public safety at the forefront. SOG's are
established and used in guidance for suppression activities.
For 90% of all Moderate Risk Fire responses, the total response time for the effective response force
(ERF) shall be ten minutes and twenty seconds. The total response time of ten minutes and twenty
seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time,
and eight minutes for travel time.
The ERF shall be staffed with a minimum of fifteen personnel. One person dedicated to fixed
command, one person dedicated to the operation of pumping, two personnel dedicated to
establishing a water supply, two people dedicated to deploying and operate a primary handline, two
people dedicated to deploy and operate a second handline, two people dedicated for search, two
people dedicated to ventilation management, two people dedicated to a rapid intervention crew and
EMS, and one person dedicated far aerial operations (if needed). The ERF shall be capable of
mitigating typical structure fires.
Dubuque Fire Department 112
High-Risk Fire
For 90% of all fire responses within the City of Dubuque, the total response time for the first
arriving fire unit shall be six minutes twenty seconds. The total response time of six minutes twenty
seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time,
and four minutes for travel time.
The first due unit for all fire risk levels shall be staffed with a minimum of two personnel and
establish a command mode of either investigate, fast attack, or command. The first arriving unit shall
be capable of providing 1,500 gallons per minute pumping capacity and be capable of exterior
deployment of one 1 3/4 inch handline, or be capable of deployment of master streams, or have the
ability to rescue victims or have the ability to deploy ground ladders. These operations shall be done
with responder and public safety at the forefront. SOG's are established and used in guidance for
suppression activities.
For 90% of all High Risk Fire responses, the total response time for the effective response force
(ERF) shall be forty-two minutes and twenty seconds. The total response time of forty-two minutes
and twenty seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds for
turnout time, and forty minutes for travel time.
The ERF shall be capable of mitigating confirmed fires at identified high risk occupancies. The ERF
shall be staffed with a minimum of twenty-seven personnel, dedicate two persons to fixed command,
dedicate one person to safety, dedicate two personnel to operation of pumping, dedicate two
personnel to establishing a water supply, dedicate four people to deploy and operate attack lines,
four people far search, dedicate four people to ventilation management or aerial operations, dedicate
two people to a rapid intervention crew (RIC), dedicate two people to EMS, dedicate two people to
rehab, and two dedicated people for SCBA refilling.
EMS
Low Risk EMS
For 90% of all Low Risk EMS responses within the City of Dubuque, the total response time far the
first arriving unit shall be ten minutes. The total response time of ten minutes allots for sixty seconds
dedicated to dispatch handling time, sixty seconds for turnout time, and eight minutes for travel time.
Dubuque Fire Department 113
The first arriving EMS unit shall be staffed with a minimum of two personnel, at least one being a
certified paramedic. The first-due unit shall be capable of providing: a working command system,
immediate advanced level assessment, general advanced level interventions,patient movement, and
patient transport capabilities (if needed).
The ERF shall be capable of mitigating situations when the patient is experiencing a short-term
medical problem, or a short-term disability is probable. These operations shall be done with
responders and public safety at the forefront. SOG's and protocols are established and used in
guidance for activities.
The ERF for Low Risk EMS may be satisfied by the first arriving unit. If the transportation of a
patient is required, the ERF will include a non-emergent responding medic unit.
The ERF shall be capable of mitigating situations that require a transfer from a facility staffed with
healthcare professionals or mitigating situations where the patient is experiencing a short-term
medical problem or a short-term disability.
Moderate Risk EMS
For 90% of all Moderate Risk EMS responses within the City of Dubuque, the total response time
for the first arriving unit shall be six minutes. The total response time six minutes allots for sixty
seconds dedicated to dispatch handling time, sixty seconds for turnout time, and four minutes of
travel time.
The first arriving EMS unit shall be staffed with a minimum of two personnel, at least one being a
certified paramedic. The first unit shall be capable of providing: a command system, immediate
advanced level assessment, ECG rhythm interpretation, cardiac defibrillation, advanced airway
interventions, intravenous and interosseous initiation, administration of pre-hospital medications,
cardio-pulmonary resuscitation, and pre-hospital trauma care. These operations shall be done with
responders and public safety at the forefront. SOG's and protocols are established and used in
guidance for activities.
The ERF shall be capable of mitigating situations where it is probable the patient's quality of life is
compromised. These operations shall be done with responders and public safety at the forefront.
SOG's and protocols are established and used in guidance for activities.
Dubuque Fire Department 114
For 90% of all Moderate Risk EMS responses within the City of Dubuque, the total response time
for the ERF shall be ten minutes. The total response time ten minutes allots for sixty seconds
dedicated to dispatch handling time, sixty seconds for turnout time and eight minutes for travel time.
The ERF will consist of at least one medic unit staffed with at least two personnel, at least one being
a certified paramedic and at least one other unit staffed with at least two personnel, at least one being
a certified paramedic. The Moderate Risk EMS ERF shall be capable of providing advanced life
support including but not limited to: ECG monitoring and defibrillation, intravenous therapy,
intraosseous therapy, oxygen therapy, diagnostic procedures, medication administration, care for
traumatic injuries, safely and efficiently moving a patient, and transporting a patient to the most
appropriate facility.
High Risk EMS
For 90% of all High Risk EMS responses within the City of Dubuque, the total response time for the
first arriving unit shall be six rninutes. The total response time of six minutes allots for sixty seconds
dedicated to dispatch handling time, sixty seconds for turnout time, and fou�minutes for travel time.
The first arriving EMS unit shall be staffed with a minimum of two personnel, at least one being a
certified paramedic. The first-due unit shall be capable of providing: a command system, immediate
advanced level assessment, ECG rhythm interpretation, cardiac defibrillation, advanced airway
interventions, intravenous and interosseous initiation, administration of pre-hospital medications,
cardio-pulmonary resuscitation, and pre-hospital trauma care. These operations shall be done with
responders and public safety at the forefront. SOG's and protocols are established and used in
guidance for activities.
The ERF shall be capable of mitigating situations where it is probable the patient's life is
compromised. These operations shall be done with responders and public safety at the forefront.
Standard Operating Guidelines and protocols are established and used in guidance far activities.
For 90% of all High Risk EMS responses within the City of Dubuque, the total response time for the
ERF shall be ten minutes. The total response time of ten minutes allots for sixty seconds dedicated to
dispatch handling time, sixty seconds for turnout time, and eight minutes for travel time.
Dubuque Fire Department 115
The ERF will consist of at least one medic unit staffed with at least two personnel, at least one being
a certified paramedic, an ALS unit staffed with at least two personnel, at least one being a certified
paramedic and a dedicated command vehicle with at least two people, at least one being a certified
paramedic. The High Risk EMS ERF shall be capable of providing advanced life support including
but not limited to: ECG monitoring and defibrillation, intravenous therapy, intraosseous therapy,
oxygen therapy, diagnostic procedures, medication administration, care for traumatic injuries, safely
and efficiently moving a patient, and transporting a patient to the most appropriate facility.
Special Risk EMS
For 90% of all Special Risk EMS responses within the City of Dubuque, the total response time for
the first arriving unit shall be six�ninutes. The total response time of six minutes allots for sixty
seconds dedicated to dispatch handling time, sixty seconds for turnout time, and fou�minutes for
travel time.
The first arriving EMS unit shall be staffed with a minimum of two personnel, at least one being a
certified paramedic. The first-due unit shall be capable of providing: a command system, immediate
advanced level assessment, ECG rhythm interpretation, cardiac defibrillation, advanced airway
interventions, intravenous and interosseous initiation, administration of pre-hospital medications,
cardio-pulmonary resuscitation, and pre-hospital trauma care. These operations shall be done with
responders and public safety at the forefront. SOG's and protocols are established and used in
guidance for activities.
The ERF shall be capable of mitigating situations where it is probable the lives of five or more
patients are compromised. These operations shall be done with responders and public safety at the
forefront. SOG's and protocols are established and used in guidance for activities.
For 90% of all Special Risk EMS responses within the City of Dubuque, the total response time for
the ERF shall be fzfteen minutes. The total response time of fifteen minutes allots for sixty seconds
dedicated to dispatch handling time, sixty seconds for turnout time, and thirteen minutes for travel
time.
The ERF will consist of at least five medic units staffed with at least two personnel, at least one
being a certified paramedic, three other ALS units staffed with at least two personnel, at least one
being a certified paramedic, a dedicated command vehicle with at least two personnel, at least one
Dubuque Fire Department 116
being a certified paramedic, the chief of the department, and Mobile Command 581 staffed with at
least two personnel, at least one being a certified paramedic. The Special Risk EMS ERF shall be
capable of providing advanced life support including but not limited to: ECG monitoring and
defibrillation, intravenous therapy, intraosseous therapy, oxygen therapy, diagnostic procedures,
medication administration, care for traumatic injuries, safely and efficiently moving a patient, and
transporting patients to the most appropriate facility, establishing triage,providing appropriate
management and oversite of mass casualty incidents.
Rescue
Low Risk Rescue
For 90% of all rescue incidents, the total response time for the arrival of the first-due unit shall be six
lninutes and twenty seconds. The total response time ofsix minutes twenty seconds allots for sixty
seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four minutes for
travel time.
The first due unit for all rescue risk levels shall be staffed with a minimum of two personnel, having
the ability to establish a command mode of either investigate, fast attack, or command. The first
arriving unit shall be capable of stabilizing an incident, forcible entry, evacuation, rescue, and
initiating EMS care to potential victims. These operations shall be done with responders and public
safety at the forefront. SOG's are established and used in guidance for rescue activities.
The ERF for Low Rescue Risk is satisfied by the first arriving unit.
The ERF shall be capable of mitigating elevator malfunctions, lock-in/outs, and citizen assists. These
operations shall be done with responders and public safety at the forefront. Standard Operating
Guidelines are established and used in guidance for rescue activities.
Moderate Risk Rescue
For 90% of Moderate Risk Rescue incidents, the total response time for the arrival of the first-due
unit shall be six minutes and twenty seconds. The total response time of six minutes twenty seconds
allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
minutes for travel time.
Dubuque Fire Department 117
The first-due unit shall be staffed with at least two firefighters capable of establishing a command
mode of either investigate, fast attack or command, determining rescue needs, controlling traffic,
stabilizing the scene, establishing patient contact, and providing advanced life support to any victim
without endangering response personnel. These operations shall be done with responders and public
safety at the forefront. Standard Operating Guidelines are established and used in guidance for
rescue activities.
The ERF shall be capable of mitigating motor vehicle collisions that include entrapment or
machinery entanglement/entrapment. These operations shall be done with responders and public
safety at the forefront. SOG's are established and used in guidance for rescue activities.
For 90% of Moderate Risk Rescue incidents, the total response time for the arrival of the ERF shall
be twelve minutes and twenty seconds. The total response time of twelve minutes and twenty seconds
allots for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and ten
minutes for travel time.
The ERF's responding units shall consist of one engine, one command vehicle, one medic unit, and
an additional engine with rescue equipment. The ERF shall be staffed with at least seven firefighters
capable of establishing command,providing advanced life support,performing rescue tasks to
untangle or remove victims from harm, and transport victims to the most appropriate healthcare
facility.
Moderate Risk Rescue Water
For 90% of Moderate Risk Rescue Water incidents, the total response time for the arrival of the first-
due unit shall be six minutes and twenty seconds. The total response time of six minutes twenty
seconds allots far sixty seconds dedicated to dispatch handling time, eighty seconds far turnout time,
and four minutes for travel time.
The first-due unit shall be staffed with at least two firefighters capable of establishing a command
mode of either investigate, fast attack or command, determining rescue needs, limiting access,
stabilizing the scene, establishing patient contact(if possible), and providing advanced life support
to any victim without endangering response personnel. These operations shall be done with
responders and public safety at the forefront. Standard Operating Guidelines are established and used
in guidance for rescue activities.
Dubuque Fire Department 118
The ERF shall be capable of mitigating rescue incidents on the Mississippi River,ponds, and
moving water. These operations shall be done with responders and public safety at the forefront.
SOG's are established and used in guidance for rescue activities.
For 90% of Moderate Risk Rescue Water incidents, the total response time for the arrival of the ERF
shall be fourteen minutes. The total response time of fou�teen minutes allots for sixty seconds
dedicated to dispatch handling time, eight minutes for turnout time, and five minutes for travel time.
The ERF's responding units shall consist of Command 528, an medic unit, an Engine (506 or 502),
and an appropriate boat staffed by Engine 501 personnel. The ERF shall be staffed with at least nine
firefighters capable of establishing command, providing advanced life support, performing rescue
tasks to untangle or remove victims from harm, and transport victims to the most appropriate
healthcare facility.
High Risk Rescue
For 90% of High Risk Rescue incidents, the total response time for the arrival of the first-due unit
shall be six minutes and twenty seconds. The total response time of six minutes twenty seconds allots
for sixty seconds dedicated to dispatch handling time, eighty seconds for turnout time, and four
rninutes for travel time.
The first-due unit shall be staffed with at least two firefighters capable of establishing a command
mode of either investigate, fast attack or command, determining rescue needs, stabilizing the scene,
establishing patient contact, and providing advanced life support to any victim without endangering
response personnel. These operations shall be done with responders and public safety at the
forefront. SOG's are established and used in guidance for rescue activities.
For 90% of High Risk Rescue incidents, the total response time for the arrival of the effective
response force (ERF) shall be twelve minutes and twenty seconds.
The ERF shall be capable of mitigating confined space, high angle, trench collapse, and tower
incidents.
The ERF's responding units shall consist of two engines, Command 528, HazMat 581, One Medic,
Ladder 512, and a specialty vehicle (staffed by Engine 501 personnel) depending on the nature of the
incident. The ERF shall be staffed with at least thirteen firefighters capable of establishing
Dubuque Fire Department 119
command,providing advanced life support,performing necessary rescue tasks to remove victims
from harm, and transport victims to the most appropriate healthcare facility.
Hazardous Materials (HazMat)
Low Risk HazMat
For 90% of all HazMat incidents within the Dubuque City limits, the total response time for the
arrival of the first-due unit shall be six minutes and twenty seconds. The total response time of six
minutes twenty seconds allots for sixty seconds dedicated to dispatch handling time, eighty seconds
for turnout time, and four minutes for travel time.
The first due unit for all HazMat risk levels shall be staffed with a minimum of two personnel,
having the ability to establish a command mode of either investigate, fast attack, or command. The
first arriving unit shall be capable of sizing up and assessing the situation to determine the presence
of a potential hazardous material or explosive device, identifying the need for additional resources,
estimating the potential harm without intervention, begin establishing a hot, warm, and cold zone,
containing small hazardous material leaks or spills. These operations shall be done with responders
and public safety at the forefront. SOG's are established and used in guidance for HazMat activities.
The ERF for Low Risk HazMat is satisfied by the first arriving unit. SOG's are established and used
in guidance for HazMat activities.
The ERF shall be capable of mitigating small hazards, small fuel leaks from passenger vehicles,
general carbon monoxide, and odor incidences. These operations shall be done with responders and
public safety at the farefront
Moderate Risk HazMat
For 90% of all Moderate Risk HazMat incidents within the Dubuque City limits, the total response
time for the arrival of the first-due unit shall be six minutes and twenty seconds. The total response
time of six minutes twenty seconds allots for sixty seconds dedicated to dispatch handling time,
eighty seconds far turnout time, and four minutes far travel time.
The first due unit for all HazMat risk levels shall be staffed with a minimum of two personnel,
having the ability to establish a command mode of either investigate, fast attack, or command. The
first arriving unit shall be capable of sizing up and assessing the situation to determine the presence
Dubuque Fire Department 120
of a potentially hazardous material or explosive device, identifying the need for additional resources,
estimating the potential harm without intervention, begin establishing a hot, warm, and cold zone.
These operations shall be done with responders and public safety at the forefront. SOG's are
developed and used in guidance for HazMat activities.
The ERF shall be staffed with at least fifteen firefighters of which, six are HazMat technicians,
capable of establishing command, appointing a site safety officer; and providing the equipment,
technical expertise, knowledge, skills, and abilities to mitigate a HazMat incident.
For 90% of all Moderate Risk Hazmat incidents within the Dubuque City limits, the total response
time for the arrival of the ERF shall be ten minutes and twenty seconds.
The ERF's responding units shall consist of the closest district engine, Engine 501 with two
technicians, Engine 502 with two technicians, Command 528, one Medic, Ladder 512, and Hazmat
581 with two technicians.
For 90% of all HazMat response incidences within the Dubuque County limits, the total response
time for the arrival of the effective response force (ERF) shall be forty minutes.
The ERF shall be capable of mitigating technician level incidents, large gas leaks, large chemical
releases. The ERF staffed with at least two firefighters, of which two are HazMat technicians, in
coordination with first responding outside agencies, shall be capable of appointing a site safety
officer,providing equipment, technical expertise, knowledge, skills, and abilities to mitigate a
HazMat incident.
High Risk HazMat
For 90% of all High Risk HazMat incidents within the Dubuque City limits, the total response time
for the arrival of the first-due unit shall be six minutes and twenty seconds. The total response time
of six minutes twenty seconds allots for sixty seconds dedicated to dispatch handling time, eighty
seconds for turnout time, and four minutes far travel time.
The first due unit for all HazMat risk levels shall be staffed with a minimum of two personnel,
having the ability to establish a command mode of either investigate, fast attack, or command. The
first arriving unit shall be capable of sizing up and assessing the situation to determine the presence
of a potentially hazardous material or explosive device, identifying the need far additional resources,
Dubuque Fire Department 121
estimating the potential harm without intervention,begin establishing a hot, warm, and cold zone.
These operations shall be done with responders and public safety at the forefront. SOG's are
developed and used in guidance for HazMat activities.
The ERF shall be staffed with at least fifteen firefighters of which six are HazMat technicians and
specialized partners capable of establishing command, appointing a site safety officer; and provide
the equipment, technical expertise, knowledge, skills, and abilities to mitigate a HazMat incident.
For 90% of all High Risk HazMat incidents within the Dubuque City limits, the total response time
for the arrival of the ERF shall be ten minutes and twenty seconds for Dubuque fire resources.
External resources shall have a total response time of four hours. �
The ERF's responding units shall consist of the closest Engine, Engine 501 with two technicians,
Engine 502 with two technicians, Command 528, one Medic, Ladder 512, and HazMat581 with two
technicians, and specialized outside partners. The ERF shall be capable of mitigating major incidents
on the rail, incidents involving terrorism, releases on the Mississippi river, etc. that require activation
of one or more outside partners.
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Dubuque Fire Department 122
Dubuque Fire Department Baseline Statements FY 2018-2020
The department's baseline statements reflect actual performance during the three-year time frame of
FY2018, FY2019 and FY2020. The department's actual baseline service level performance is as
follows:
Negligible Risk Fire
For 90% of Negligible Risk Fire responses within the City of Dubuque the total response time for
the first arriving fire unit was ten minutes and four seconds. The total response time of ten minutes
and four seconds allotted for: two minutes and fifty-six seconds dedicated to dispatch handling time,
two minutes and fourteen seconds for turnout time, and five minutes and fifty seconds for travel time.
The first due unit for all fire risk levels was staffed with a minimum of two personnel, having the
ability to establish a command mode of either investigate, fast attack, or command. The first arriving
unit was capable of providing 1,500 gallons per minute pumping capacity and was capable of
exterior deployment of one 1 3/4 inch handline, or capable of deployment of master streams, or had
the ability to rescue victims or had the ability to deploy ground ladders. These operations were done
with responders and public safety at the forefront. SOG's were established and used as guidance for
suppression activities.
The ERF for Negligible Risk Fire was satisfied by the first arriving unit.
The ERF was capable of mitigating electrical hazards, small outsides fires, and citizen assists.
Slight Risk FiVe
For 90% of all Slight Risk responses within the City of Dubuque, the total response time for the first
arriving fire unit was eight minutes and forty seconds. The total response time of eight minutes and
forty seconds allotted for two minutes and forty-two seconds dedicated to dispatch handling time,
two minutes and sixteen seconds for turnout time and four minutes and fifty fouN seconds for travel
time.
The first due unit for all fire risk levels was staffed with a minimum of two personnel, had the ability
to establish a command mode of either investigate, fast attack, or command. The first arriving unit
was capable of providing 1,500 gallons per minute pumping capacity and was capable of exterior
deployment of one 13/4 inch handline, or was capable of deployment of master streams, or had the
Dubuque Fire Department 123
ability to rescue victims or had the ability to deploy ground ladders. These operations were done
with responder and public safety at the forefront. SOG's were established and used as guidance for
suppression activities.
For 90% of all Slight Risk Fire responses, the total response time for the effective response force
(ERF) was eleven minutes and forty four seconds. The total response time of eleven minutes and
forty four seconds allotted for two minutes and fo�ty-two seconds dedicated to dispatch handling
time, two minutes and sixteen seconds for turnout time, and eight�ninute four second ERF travel
time.
The ERF was staffed with a minimum of four personnel with the ability to establish a command
mode of either investigate, fast attack, or command. The ERF had the ability to dedicate one person
to operation of pumping, dedicate two people to a primary handline, and dedicate one person to the
water supply. The ERF was capable of mitigating dumpster fires, vehicle fires, small cooking fires,
and fire alarms.
Low Risk Fi�e
For 90% of all Low Risk Fire responses within the City of Dubuque, the total response time for the
first arriving fire unit was seven minutes and forty-one seconds. The total response time of seven
minutes and forty-one seconds allotted for two minutes and twenty four seconds dedicated to
dispatch handling time, two minutes and fourteen seconds for turnout time and four minutes and
twenty two seconds for travel time.
The first due unit for all fire risk levels was staffed with a minimum of two personnel, had the ability
to establish a command mode of either investigate, fast attack, or command. The first arriving unit
was capable of providing 1,500 gallons per minute pumping capacity and was capable of exterior
deployment of one 1 3/4 inch handline, or was capable of deployment of master streams, or had the
ability to rescue victims or had the ability to deploy ground ladders. These operations were done
with responders and public safety at the forefront. SOG's were established and used as guidance for
suppression activities.
For 90% of all Low Risk Fire responses, the total response time for the effective response force
(ERF) was eleven minutes and seventeen seconds. The total response time of eleven minutes and
seventeen seconds allotted for two minutes and twenty fou�seconds dedicated to dispatch handling
Dubuque Fire Department 124
time, two minutes and fourteen seconds for turnout time, and seven minutes and thirty-nine seconds
for travel time.
The ERF was staffed with a minimum of eight personnel with the ability to establish command,
dedicate three people to investigate and provide intervention as necessary, four people to stage and
intervene as command dictates. The ERF was capable of mitigating fire alarms at identified special
risk occupancies.
Moderate Risk Fi�e
For 90% of all Moderate Risk Fire responses within the City of Dubuque, the total response time for
the first arriving fire unit was seven minutes and fo�ty-eight seconds. The total response time of
seven rninutes and forty-eight seconds allotted for two minutes and twenty two seconds dedicated to
dispatch handling time, two minutes and seven seconds for turnout time and seven minutes and forty
eight seconds for travel time.
The first due unit for all fire risk levels was staffed with a minimum of two personnel, had the ability
to establish a command mode of either investigate, fast attack, or command. The first arriving unit
was capable of providing 1,500 gallons per minute pumping capacity and was capable of exterior
deployment of one 1 3/4 inch handline, or was capable of deployment of master streams, or had the
ability to rescue victims or had the ability to deploy ground ladders. These operations were done
with responder and public safety at the forefront. SOG's were established and used as guidance for
suppression activities.
For 90% of all Moderate Risk Fire responses, the total response time for the effective response force
(ERF) was fourteen minutes and twenty seconds. The total response time of fourteen minutes and
twenty seconds allotted far two minutes and twenty-two seconds dedicated to dispatch handling time,
two minutes and seven seconds for turnout time and ten minutes and thirty-six seconds far travel
time.
The ERF was able to be staffed with a minimum of fourteen personnel, dedicate one person to
command, dedicate one person to safety, dedicate one person to operation of pumping, dedicate one
person to establishing a water supply, dedicate two people to deploy and operate a primary handline,
dedicate two people to deploy and operate a second handline, dedicate two people for search and
rescue, dedicate two people to ventilation management, dedicate two people to forcible entry or
Dubuque Fire Department 125
dedicate two people to a rapid intervention crew (RIC.) The ERF was capable of mitigating typical
structure fires
High Risk Fire
For 90% of all fire responses within the City of Dubuque, the total response time for the first
arriving fire unit was eight minutes and forty-seven seconds. The total response time of eight minutes
and forty-seven seconds allotted for two minute and forty-three seconds dedicated to dispatch
handling time, two minutes and five seconds for turnout time and five�ninutes and fo�ty th�ee
seconds for travel time.
The first due unit for all fire risk levels was staffed with a minimum of two personnel, had the ability
to establish a command mode of either investigate, fast attack, or command. The first arriving unit
was capable of providing 1,500 gallons per minute pumping capacity and was capable of exterior
deployment of one 1 3/4 inch handline, or was capable of deployment of master streams, or had the
ability to rescue victims or had the ability to deploy ground ladders. These operations were done
with responder and public safety at the forefront. SOG's were established and used as guidance for
suppression activities.
For 90% of all High Risk Fire responses, the total response time for the effective response force
(ERF) was twelve minutes and forty seven seconds. The total response time of twelve minutes and
allotted for two minute and fo�ty three seconds dedicated to dispatch handling time, two minutes and
five seconds for turnout time and ten minute and forty five seconds for travel time.
Low Risk EMS
For 90% of all Low Risk EMS responses within the City of Dubuque, the total response time for the
first arriving unit was eight minutes and fifty seconds. The total response time of eight minutes and
fifty seconds allotted for two minutes and fifty eight seconds dedicated to dispatch handling time, one
minute and fifty five seconds for turnout time, and five minutes and twenty five seconds for travel
time.
The first arriving EMS unit was staffed with a minimum of two personnel, at least one being a
certified paramedic. The first-due unit was capable of providing: a command system, immediate
advanced level assessment, general advanced level interventions, patient movement, and patient
Dubuque Fire Department 126
transport capabilities. The ERF was capable of mitigating situations where the patient was
experiencing a short-term medical problem or when a short-term disability is probable. These
operations were done with responders and public safety at the forefront. Standard Operating
Guidelines and protocols were established and used as guidance for activities.
The ERF for Low Risk EMS included non-emergent responding units. For 90% of all Low Risk
EMS responses, the ERF's total response time (includes non-emergent responses) was twelve
minutes and forty seconds. The total response time of twelve minutes and forty seconds allotted fo�
two minutes and fifty eight seconds dedicated to dispatch handling time, one minute and fifty five
seconds for turnout time, and eight minutes and fifty seconds for travel time.
The ERF was capable of mitigating situations that required transfer from a facility staffed with
healthcare professionals or mitigating situations where the patient was experiencing a short-term
medical problem or a short-term disability.
Moderate Risk EMS
For 90% of all Moderate Risk EMS responses within the City of Dubuque, the total response time
for the first arriving unit was eight minutes and eight seconds. The total response time eight minutes
and eight seconds allotted for two minutes and forty-eight seconds dedicated to dispatch handling
time, one minute and fifty-three seconds for turnout time and fouN minutes and fzfty-one seconds
travel time.
The first arriving EMS unit was staffed with a minimum of two personnel, at least one being a
certified paramedic. The first unit was capable of providing: a command system, immediate
advanced level assessment, ECG rhythm interpretation, cardiac defibrillation, advanced airway
interventions, intravenous and interosseous initiation, administration of pre-hospital medications,
cardio-pulmonary resuscitation, and pre-hospital trauma care. These operations were done with
responders and public safety at the forefront. SOG's and protocols were established and used as
guidance for activities.
For 90% of all Moderate Risk EMS responses within the City of Dubuque, the total response time
for the ERF was ten minutes and fifty-nine seconds. The total response time of ten minutes and fifty-
nine seconds allotted for two minutes and fo�ty eight seconds dedicated to dispatch handling time, ne
minute and fzfty-three seconds for turnout time and seven minute and thirty four seconds travel time.
Dubuque Fire Department 127
The ERF consisted of at least one medic unit staffed with at least two personnel, at least one being a
certified paramedic and at least one other unit staffed with at least two personnel, at least one being a
certified paramedic. The Moderate Risk EMS ERF was capable of providing advanced life support
including but not limited to: ECG monitoring and defibrillation, intravenous therapy, intraosseous
therapy, oxygen therapy, diagnostic procedures, medication administration, care for traumatic
injuries, safely and efficiently moving a patient, and transporting a patient to the most appropriate
facility. The ERF was capable of mitigating situations where it was the probability of the patient's
quality of life could be compromised.
High Risk EMS
For 90% of all High Risk EMS responses within the City of Dubuque, the total response time for the
first arriving unit was seven minutes and twenty-five seconds. The total response time of seven
minutes and twenty-five seconds allotted for two minutes and thirty-three seconds dedicated to
dispatch handling time, one minute and fo�ty-nine seconds for turnout time and four minutes and
twenty seconds travel time.
The first arriving EMS unit was staffed with a minimum of two personnel, at least one being a
certified paramedic. The first-due unit was capable of providing: a command system, immediate
advanced level assessment, ECG rhythm interpretation, cardiac defibrillation, advanced airway
interventions, intravenous and interosseous initiation, administration of pre-hospital medications,
cardio-pulmonary resuscitation, and pre-hospital trauma care. These operations were done with
responders and public safety at the forefront. SOG's and protocols were established and used as
guidance for activities.
For 90% of all High Risk EMS responses within the City of Dubuque, the total response time for the
ERF was eleven minutes and eighteen seconds. The total response time of eleven minutes and
eighteens seconds allotted for two minutes and thirty-three seconds dedicated to dispatch handling
time, one minute and forty-nine seconds far turnout time and eight minutes and th�ee seconds travel
time.
The ERF consisted of at least one medic unit staffed with at least two personnel, at least one being a
certified paramedic and two other units staffed with at least two personnel each, at least one being a
certified paramedic. The High Risk EMS ERF was capable of providing advanced life support
Dubuque Fire Department 128
including but not limited to ECG monitoring and defibrillation, intravenous therapy, intraosseous
therapy, oxygen therapy, diagnostic procedures, medication administration, care for traumatic
injuries, safely and efficiently moving a patient, and transporting a patient to the most appropriate
facility. The ERF was capable of mitigating situations when it was probable the patient's life was
compromised.
Low Risk Rescue
For 90% of Low Risk Rescue incidents, the total response time for the arrival of the first-due unit
was seven minutes and thirty seconds. The total response time of seven minutes and thirty seconds
allotted for two minutes and seventeen seconds dedicated to dispatch handling time, two minutes and
twenty-one seconds for turnout time, and five minutes and three seconds for travel time.
The first due unit for all rescue risk levels was staffed with a minimum of two personnel, had the
ability to establish a command mode of either investigate, fast attack, or command. The first arriving
unit was capable of stabilizing an incident, forcible entry, evacuation, rescue, and initiating EMS
care to potential victims. These operations were done with responders and public safety at the
forefront. Standard operating Guidelines were established and used as guidance for suppression
activities.
The ERF far Low Risk Rescue was satisfied by the first arriving unit.
The ERF was capable of mitigating elevator malfunctions, lock-in/outs, and citizen assists. These
operations were done with responders and public safety at the forefront. Standard Operating
Guidelines were established and used as guidance for rescue activities.
Moderate Risk Rescue
For 90% of Moderate Risk Rescue incidents, the total response time for the arrival of the first-due
unit was eight minutes and twenty-six seconds. The total response time of eight minutes and twenty-
six seconds allotted for two minutes and twenty four seconds dedicated to dispatch handling time,two
minutes and twenty-seven seconds far turnout time and five minutes and fifty seconds far travel time.
The first-due unit was staffed with at least two firefighters capable of establishing a command mode
of either investigate, fast attack or command, determining rescue needs, controlling traffic,
stabilizing the scene, establishing patient contact, and providing advanced life support to any victim
Dubuque Fire Department 129
without endangering response personnel. These operations were done with responders and public
safety at the forefront. SOG's were established and used as guidance for rescue activities.
For 90% of Moderate Risk Rescue, the total response time for the arrival of the ERF was thirteen
minutes and fifty-seven seconds. The total response time of thirteen minutes and fifty seven seconds
allotted for two minutes and twenty four seconds dedicated to dispatch handling time, two minutes
and twenty-seven seconds for turnout time, and ten minutes and forty four seconds for travel time.
The ERF's responding units consisted of one Engine, one Command vehicle, one Medic unit, and an
additional Engine with rescue equipment. The ERF was staffed with at least seven firefighters
capable of establishing command,providing advanced life support,performing rescue tasks to
untangle or remove victims from harm, and transporting victims to the most appropriate healthcare
facility. The ERF was capable of mitigating motor vehicle collisions that included entrapment or
machinery entanglement/entrapment.
Moderate Risk Rescue Water
The department had no Moderate Risk Rescue Water incidents in FY18-FY20.
High-Risk Rescue
For 90% of High-Risk Rescue incidents, the total response time for the first-due unit's arrival was
nine minutes and fifty-one seconds. The total response time of nine minutes and fifty-one seconds
allotted for four rninutes and forty-two seconds dedicated to dispatch handling time, two minutes and
seventeen seconds for turnout time, and five minutes for travel time.
The first-due unit was staffed with at least two firefighters capable of establishing a command mode,
determining rescue needs, stabilizing the scene, establishing patient contact, and providing advanced
life support to any victim without endangering response personnel. These operations were done with
responders and public safety at the forefront. SOG's were established and used as guidance for
rescue activities.
The department did not make its ERF for any high-risk rescues for FY 18-20.
Dubuque Fire Department 130
Low-Risk HazMat
For 90% of Low-Risk HazMat incidents within the Dubuque City limits, the total response time for
the first-due unit's arrival was nine minutes and fifty-one seconds. The total response time of nine
minutes and fifty-one seconds allotted for two minutes and forty-seven seconds dedicated to dispatch
handling time, two minutes and twenty seconds for turnout time, and six minutes and ten seconds for
travel time.
The first due unit for all HazMat risk levels was staffed with a minimum of two personnel, having
the ability to establish a command mode of either investigate, fast attack, or command. The first
arriving unit was capable of scene size-up, identifying potentially hazardous material or explosive
devices, evaluating the need for additional resources, estimating the potential harm without
intervention, and establishing a hot, warm, and cold zone. These operations were done with
responders and public safety at the forefront. SOG's were established and used as guidance for
HazMat activities.
The ERF for Low-Risk HazMat was satisfied by the first arriving unit.
The ERF could mitigate small hazards, small fuel leaks from passenger vehicles, general carbon
monoxide, and odor incidences.
Moderate Risk HazMat
For 90% of all Moderate Risk HazMat incidents within the Dubuque City limits, the total response
time for the first-due unit's arrival was eight minutes and twenty-two seconds. The total response
time of eight minutes and twenty-two seconds allotted for two minutes and twenty-nine seconds
dedicated to dispatch handling time, two minutes and twelve seconds for turnout time, and four
minutes and twenty seconds for travel time.
The first due unit for moderate risk HazMat was staffed with a minimum of two personnel, had the
ability to establish a command mode of either investigate, fast attack, or command. The first arriving
unit could size up and assess the situation to determine the presence of a potentially hazardous
material or explosive device, identifying the need for additional resources, estimating the potential
harm without intervention, and establishing a hot, warm, and cold zone. These operations were done
Dubuque Fire Department 131
with responders and public safety at the forefront. SOG's were created and used as guidance for
HazMat activities.
For 90% of all Moderate Risk HazMat incidents within the Dubuque City limits, the total response
time for the arrival of the ERF was eighteen minutes and ten seconds. The total response time of
eighteen minutes and ten seconds allotted for two minutes and twenty-nine seconds dedicated to
dispatch handling time, two minutes and twelve seconds for turnout time, and fourteen minutes and
twenty-one seconds for travel time.
The ERF's responding units consisted of three Engines, one Command vehicle, one Medic unit, one
Ladder, and one HazMat unit. The ERF was staffed with at least fourteen firefighters capable of
establishing command, appointing a site safety officer, and provide the equipment, technical
expertise, knowledge, skills, and abilities to mitigate a HazMat incident.
High-Risk HazMat
The department had no High-Risk HazMat incident from FY18- FY20.
Dubuque Fire Department 132
Service Delivery
Analyzation of the service delivery of the Dubuque Fire Department is done in three components.
1)Departmentperformance cumulatively measures the performance in the entire geographic area.
Department performance is displayed in the recommended CPSE performance charts. Performance
charts are categorized by risk level and program.
2) Geographic district zones measure the performance in specific geographical district zones. The
district zone performance is displayed in the Dubuque Fire Department specific format with
consistent annual fields.
3)Individual unit performance measures the performance of specific units. Unit performance is
displayed in the Dubuque Fire Department specific format with consistent annual fields.
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Dubuque Fire Department 133
FY 2018- FY 2020 Department Performance
Table 19: Fire Response Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 00:00:60 0:02:43 0:02:45 0:01:55 0:02:08
Count 32 16 9 7
lst Arrival
Turnout 0:01:20 0:02:05 0:01:54 0:01:54 0:02:12
Count 32 16 9 7
lst Arrival Travel 0:04:00 0:05:43 0:05:36 0:05:24 0:05:29
Count 31 15 9 7
ERF Travel 0:40:00 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0:08:47 0:09:09 0:08:42 0:09:12
Count 31 15 9 7
ERF TRT 0:42:20 0:12:47 0:12:47 0 0
Count 1 1 0 0
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 00:00:60 0:02:22 0:02:26 0:02:15 0:02:24
Count 208 77 63 66
lst Arrival
Turnout 0:01:20 0:02:07 0:02:02 0:02:01 0:02:10
Count 208 77 60 65
lst Arrival Travel 0:04:00 0:04:19 0:04:10 0:04:21 0:04:36
Count 208 77 64 67
ERF Travel 0:08:00 0:10:36 0:08:56 0:11:30 0:10:39
Count 119 29 37 53
1 st Arrival TRT 0:06:20 0:07:48 0:07:47 0:07:49 0:07:46
Count 208 77 64 67
ERF TRT 0:10:20 0:14:20 0:12:59 0:14:47 0:14:35
Count 120 30 37 53
Dubuque Fire Department 134
Department Low-Risk Fire Response 90th Percentile Baseline Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 00:00:60 0:02:24 0:02:10 0:02:14 0:02:32
Count 293 86 99 104
lst Arrival
Turnout 0:01:20 0:02:14 0:02:13 0:02:10 0:02:22
Count 293 86 97 102
lst Arrival Travel 0:04:00 0:04:22 0:04:28 0:04:32 0:03:59
Count 287 83 101 103
ERF Travel 0:08:00 0:07:39 0:06:11 0:07:02 0:08:09
Count 169 40 57 72
lst Arrival TRT 0:06:20 0:07:41 0:08:13 0:07:31 0:07:29
Count 289 84 100 105
ERF TRT 0:10:20 0:11:17 0:10:06 0:10:32 0:12:36
Count 169 40 57 72
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 00:00:60 0:02:42 0:02:42 0:02:38 0:02:42
Count 561 203 192 161
lst Arrival
Turnout 0:01:20 0:02:16 0:02:16 0:02:14 0:02:21
Count 561 203 189 161
lst Arrival Travel 0:04:00 0:04:54 0:05:03 0:04:51 0:02:21
Count 554 199 193 162
ERF Travel 0:08:00 0:08:04 0:06:31 0:08:27 0:08:38
Count 372 133 117 122
lst Arrival TRT 0:06:20 0:08:40 0:08:29 0:08:36 0:08:49
Count 555 203 192 164
ERF TRT 0:10:20 0:11:44 0:10:36 0:12:03 0:12:44
Count 374 134 118 122
Dubuque Fire Department 135
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 00:00:60 0:02:56 0:02:51 0:03:06 0:02:56
Count 745 211 276 246
lst Arrival
Turnout 0:01:20 0:02:14 0:02:12 0:02:15 0:02:20
Count 743 210 268 235
lst Arrival Travel 0:04:00 0:05:50 0:05:12 0:05:55 0:06:06
Count 731 204 279 248
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0:10:04 0:09:26 0:10:12 0:10:12
Count 735 205 280 250
ERF TRT 0 0 0 0
Count 0 0 0 0
Department Service Fire Response 90th Percentile Baseline Performance *contains non-
emergent response
FY 18- FY 20 FY 20 FY 19 FY 18
Dispatch 0:03:37 0:02:43 0:03:40 0:04:08
Count 291 72 70 116
lst Arrival
Turnout 0:02:24 0:02:10 0:02:26 0:02:41
Count 290 72 70 107
lst Arrival Travel 0:06:21 0:05:10 0:05:59 0:07:39
Count 271 66 78 126
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:11:46 0:08:51 0:11:12 0:13:19
Count 264 67 73 124
ERF TRT 0 0 0 0
Count 0 0 0 0
Dubuque Fire Department 136
Table 20: EMS Response Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:33 0:02:31 0:02:33 0:02:34
Count 3237 1102 1120 1011
lst Arrival
Turnout 0:00:60 0:01:49 0:01:46 0:01:48 0:01:58
Count 3237 1102 1120 977
lst Arrival Travel 0:04:00 0:04:20 0:04:17 0:04:26 0:04:15
Count 3216 1092 1116 1008
ERF Travel 0:08:00 0:08:03 0:07:46 0:08:00 0:08:18
Count 3228 1095 1119 1014
lst Arrival TRT 0:06:00 0:07:25 0:07:15 0:07:31 0:07:15
Count 3228 1096 1117 1015
ERF TRT 0:10:00 0:11:18 0:10:52 0:11:18 0:11:54
Count 3231 1098 1118 1015
Department Moderate Risk EMS Response 90th Percentile Baseline Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:47 0:02:44 0:02:44 0:02:57
Count 3677 1196 1171 1294
lst Arrival
Turnout 0:00:60 0:01:53 0:01:46 0:01:49 0:02:04
Count 3677 1196 1124 1236
lst Arrival Travel 0:04:00 0:04:51 0:04:42 0:04:56 0:04:54
Count 3654 1189 1169 1296
ERF Travel 0:08:00 0:07:34 0:07:16 0:07:05 0:06:54
Count 3666 1192 1118 1014
lst Arrival TRT 0:06:00 0:08:08 0:08:02 0:07:56 0:08:16
Count 3665 1192 1173 1300
ERF TRT 0:10:00 0:10:59 0:10:32 0:10:10 0:10:18
Count 3667 1192 1117 1015
Dubuque Fire Department 137
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:58 0:02:51 0:02:53 0:03:05
Count 2090 751 718 597
lst Arrival
Turnout 0:00:60 0:01:55 0:01:47 0:01:55 0:02:05
Count 2090 751 671 571
lst Arrival Travel 0:08:00 0:05:25 0:05:12 0:05:25 0:05:45
Count 2052 734 716 602
ERF Travel 0:08:50 0:08:06 0:08:43 0:09:08
Count 1696 732 718 602
lst Arrival TRT 0:10:00 0:08:50 0:08:29 0:08:50 0:09:31
Count 2060 737 720 603
ERF TRT 0:12:40 0:11:32 0:12:11 0:12:55
Count 1701 734 718 603
Department Service EMS Response 90th Percentile Baseline Performance *contains non-
emergent response
FY 18- FY 20 FY 20 FY 19 FY 18
Dispatch 0:02:57 0:02:56 0:02:55 0:03:04
Count 4995 1840 1520 1473
lst Arrival 0:02:01 0:01:54 0:02:00 0:02:16
Turnout
Count 4986 1840 1427 1392
lst Arrival Travel 0:06:11 0:05:52 0:06:23 0:06:25
Count 4693 1742 1500 1451
ERF Travel 0:08:37 0:08:21 0:08:35 0:08:49
Count 3647 1315 1160 1172
lst Arrival TRT 0:09:51 0:09:26 0:09:43 0:10:17
Count 4734 1752 1517 1465
ERF TRT 0:12:57 0:12:59 0:12:30 0:13:22
Count 3647 1315 1160 1172
Dubuque Fire Department 138
Table 21: Rescue Response Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:04:42 0:03:13 0:04:42 0:07:26
Count 15 6 5 4
lst Arrival
Turnout 0:01:20 0:02:17 0:02:15 0:01:39 0:02:35
Count 14 6 4 4
lst Arrival Travel 0:04:00 0:05:00 0:04:01 0:04:40 0:04:57
Count 15 6 5 4
ERF Travel 0:10:00 0 0:09:51 0 0
Count 0 1 0 0
lst Arrival TRT 0:06:20 0:09:51 0:07:15 0:09:51 0:14:35
Count 15 6 5 4
ERF TRT 0:12:20 0 0 0 0
Count 0 0 0 0
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0 0 0 0
Count 0 0 0 0
1 st Arrival
Turnout 0:01:20 0 0 0 0
Count 0 0 0 0
lst Arrival Travel 0:04:00 0 0 0 0
Count 0 0 0 0
ERF Travel 0:05:00 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0 0 0 0
Count 0 0 0 0
ERF TRT 0:14:00 0 0 0 0
Count 0 0 0 0
Dubuque Fire Department 139
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:24 0:01:06 0:02:44 0:02:22
Count 62 16 23 23
lst Arrival
Turnout 0:01:20 0:02:27 0:02:23 0:02:09 0:02:29
Count 59 16 21 22
lst Arrival Travel 0:04:00 0:05:50 0:05:57 0:05:44 0:05:24
Count 62 16 23 23
ERF Travel 0:10:00 0:10:44 0:08:38 0:06:46 0:12:39
Count 35 6 12 17
lst Arrival TRT 0:06:20 0:08:26 0:08:40 0:08:13 0:08:14
Count 62 16 23 23
ERF TRT 0:12:20 0:13:57 0:11:36 0:09:59 0:15:04
Count 35 6 12 17
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:17 0:02:53 0:02:31 0:02:33
Count 32 10 11 11
1 st Arrival
Turnout 0:01:20 0:02:21 0:01:50 0:03:26 0:01:56
Count 28 9 10 9
lst Arrival Travel 0:04:00 0:05:03 0:03:17 0:05:10 0:04:05
Count 33 10 12 11
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0:07:30 0:07:32 0:07:25 0:07:30
Count 33 10 12 11
ERF TRT 0 0 0 0
Count 0 0 0 0
Dubuque Fire Department 140
Service Rescue 90th Percentile Baseline Performance *contains non-emergent response
FY 18- FY 20 FY 20 FY 19 FY 18
Dispatch 0:03:34 0:03:35 0:03:35 0:03:05
Count 48 10 15 21
lst Arrival 0:02:04 0:02:06 0:01:37 0:02:06
Turnout
Count 44 10 15 19
lst Arrival Travel 0:07:35 0:08:21 0:04:46 0:06:15
Count 48 11 16 21
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:10:49 0:14:05 0:09:45 0:09:52
Count 49 12 16 21
ERF TRT 0 0 0 0
Count 0 0 0 0
Dubuque Fire Department 141
Table 22: Hazardous Material Response Performance
Department High-Risk HazMat Response 90th Percentile Baseline Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:00:54 0:00:54 0 0
Count 1 1 0 0
lst Arrival
Turnout 0:01:20 0:01:34 0:01:34 0 0
Count 1 1 0 0
lst Arrival Travel 0:04:00 0:02:11 0:02:11 0 0
Count 1 1 0 0
ERF Travel 0:08:00 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0:04:39 0:04:39 0 0
Count 1 1 0 0
ERF TRT 0:10:20 0 0 0 0
Count 0 0 0 0
Department Moderate Risk HazMat Response 90th Percentile Baseline Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:29 0:02:13 0:02:30 0:02:46
Count 42 17 11 14
lst Arrival
Turnout 0:01:20 0:02:12 0:02:08 0:02:14 0:02:04
Count 42 17 11 14
lst Arrival Travel 0:04:00 0:04:20 0 0:04:02 0:05:31
Count 42 111 11 13
ERF Travel 0:08:00 0:14:21 0:16:16 0:14:17 0:10:20
Count 21 6 6 10
lst Arrival TRT 0:06:20 0:08:22 0:07:41 0:07:24 0:09:50
Count 43 18 11 15
ERF TRT 0:10:20 0:18:10 0:21:58 0:18:30 0:18:00
Count 22 6 6 10
Dubuque Fire Department 142
Department Low-Risk HazMat Response 90th Percentile Baseline Performance
Benchmark FY 18- FY 20 FY 20 FY 19 FY 18
Dis atch 0:00:60 0:02:47 0:02:54 0:02:40 0:02:52
Count 245 85 72 88
lst Arrival
Turnout 0:01:20 0:02:20 0:02:12 0:02:12 0:02:33
Count 231 80 72 79
lst Arrival Travel 0:04:00 0:06:10 0:05:54 0:06:08 0:06:23
Count 245 84 74 87
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:06:20 0:09:51 0:09:35 0:11:15 0:10:22
Count 252 85 76 91
ERF TRT 0 0 0 0
Count 0 0 0 0
Department Service HazMat Response 90th Percentile Baseline Performance *contains non-
emergent response
FY 18- FY 20 FY 20 FY 19 FY 18
Dispatch 0:02:27 0:02:20 0:02:32 0:02:42
Count 380 114 124 142
lst Arrival Turnout 0:02:32 0:02:35 0:02:17 0:02:37
Count 311 86 105 120
lst Arrival Travel 0:07:27 0:07:20 0:08:08 0:06:32
Count 340 99 115 126
ERF Travel 0 0 0 0
Count 0 0 0 0
lst Arrival TRT 0:10:09 0:09:14 0:11:15 0:09:58
Count 380 109 127 144
ERF TRT 0 0 0 0
Count 0 0 0 0
Dubuque Fire Department 143
FY2018 - FY2020 Incident Analyzation
Figure 23: Incident Composition
---.....�... .. � ...� ._ � .._ _..._.
,�
� 4%
Incident Type Composition
Count Percent of Total
Fire 859 5%
EMS 14,013 76%
Rescue 101 1%
HazMat 801 4%
Other 2609 14%
All 18,383
Dubuque Fire Department 144
Figure 24: Incident by Fiscal Year
Incidents by Fiscal Year
�000
6000
.1.�
5000
4000
3000
2000
�
1000
�
0
2018
2019
2020
Dubuque Fire Department 145
Figure 25: Incidents by Month
��oo Incidents by Month
1681
1656
1650 �
1618
1612
1600 ' 1604
1560
1550
15�'
1459
14�U 1437
1441 1457
1447
1411
1400
1350
1300
Jan Feb
Mar Apr r
May Jun Jul
Aug $ep Oct
Nov Dec
Dubuque Fire Department 146
Figure 26: Incidents by Day of Week
Incidents By Day of Week
3000
2710
2615 2797
zsoo 2416 2568 2609 2668
z000
1500
1000
500
aaJ �J
5�"� �o�a ��haaJ haa� �
a
� aa
� ��a�e �r�t ��\ � ��a,�J
a'`
�
Dubuque Fire Department 147
Figure 27: Incidents by Hour of Day
INCIDENTS BY HOUR OF DAY
� �
o �
�
� � � , � �
I _ � � N Ol Q1
1 ► � \
M
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W
c-I
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n
N
O
d' I�
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�
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m � '+ �
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Dubuque Fire Department 148
Figure 28: Incidents by District/Zone
600o Incident by District
5126
5000
4743
4000
3000
2546
z000 2076 2240
1605
i000
�
n '
501
502
503
505
506
512
Dubuque Fire Department 149
Figure 29: Unit Hour Utilization
Unit Hour Utilization
16.0%
14.0%
12.0%
10.0%
,
8.0%
6.0%
�
4.0%
.'
2.0% '�
1'
.�
.
0.0%
F501 F502 F503 F505 F506 I , I
F511 F512
F528 F551
F552 F553
F554 F581
Dubuque Fire Department 150
Figure 30: Unit Volume
g000 Unit Volume
�000
6000
5000
4000
U
3000
���
' ��
2000
�
:� .
.�
1000
�II
0
F501 F502 F503 F505 � � � I
F506 F511 F512
F528 F551
F552 F553
F554 F581
Dubuque Fire Department 151
Figure 31: Medic Unit Hour Utilization by Hour of Day
25.0%
300
� — — �5��
Dubuque Fire Department 152
Figure 32: Unit Responses by Code
1,391 _
Non-Emergent
Emergent Downgraded to Non-Emergent
Non-Emergent Upgraded to Emergent
Priority
%of total
Emergent 64%
Non-Emergent 32%
Emergent Downgraded to Non-Emergent 3%
Non-Emergent Upgraded to Emergent 1°/o
Dubuque Fire Department 153
Figure 33: Mutual Aid Types
Mutual Aid
Type Count
Automatic aid received 2
Mutual aid received 36
Mutual aid given 53
None 18,292
Figure 34: Cardiac Arrest Outcomes FY 18- 20
._._=�ti�
Dubuque Fire Department 154
Figure 35: Fire Outcomes FY 2020 (Fire Spread-Room of Origin)
Contained to Building of Origin Extended Beyond Building of Origin
Not Reported
Dubuque Fire Department 155
Figure 36: Fire Outcomes FY 2020 (Fire Spread-Room of Origin)
' ' • ' � ' ' ' � � � • � ' • ' ' � �
Not Reported, 10.4%
,;
i
i
i
i
` Contained to Room of
� I Origin, 33.6%
I
��u�rieu �u r�u�
� ,
Dubuque Fire Department 156
Figure 37: Fire Outcomes FY 2020 (Dollar Loss Due to Fire Spread)
Not Reported,
$469,615
Extended Beyond
Building of Origin, �
$469,615
�
� �F
�
Dubuque Fire Department 157
FY2018 — FY 2020 Geographic District Zone Performance
The following chart provides data for incidents originating in the respective geographic district
zones. All data displayed is the first arriving unit's total response time for emergent priority calls for
service. The first column shows the performance of the primary unit stationed inside the risk zone.
Those units are expected to be the first arriving within that risk zone. The second column shows the
first arriving unit's performance if the dispatched unit is not stationed within the risk zone. This
column is used as a surrogate for measuring the consequence if the expected first arriving unit is not
the first to arrive. The third column shows any first arriving unit's performance responding
emergently to incidents originating in the district zone. The last column shows TRT for the second
arriving unit for incidences in the district zone.
Dubuque Fire Department 158
Table 23: Performance by District for FY 2018 —FY 2020
Districts Emer ent TRT 90th Percentile Performance
District 1 District Unit Non-District Unit Any Unit 2nd Unit
Arrivin lst Arrivin lst lst Arrival
90th Percentile 0:06:27 0:07:51 0:06:36 0:07:32
Count 2685 217 2902 2718
District 2 District Unit Non-District Unit Any Unit 2nd Unit
Arrivin lst Arrivin lst lst Arrival
90th Percentile 0:08:38 0:10:00 0:09:01 0:11:39
Count 2338 664 3004 2397
District 3 District Unit Non-District Unit Any Unit 2nd Unit
Arrivin lst Arrivin lst lst Arrival
90th Percentile 0:07:57 0:08:27 0:08:05 0:10:52
Count 979 524 1503 1207
District 4 District Unit Non-District Unit Any Unit 2nd Unit
Arrivin lst Arrivin lst lst Arrival
90th Percentile 0:07:32 0:08:11 0:07:36 0:08:29
Count 1043 172 1215 1082
District 5 District Unit Non-District Unit Any Unit 2nd Unit
Arrivin lst Arrivin lst lst Arrival
90th Percentile 0:09:38 0:09:23 0:09:28 0:10:23
Count 645 279 924 745
District 6 District Unit Non-District Unit Any Unit 2nd Unit
Arriving lst Arrivin lst lst Arrival
90th Percentile 0:07:23 0:09:01 0:07:47 0:10:21
Count 806 401 1207 1001
Dubuque Fire Department 159
Individual Unit Performance
Table 24: Response Data-501
501 Emergent District 1 Response
Turnout Travel TRT Commit
Count 2447 2494 2502 2547
Mean 0:01:23 0:02:19 0:05:19 0:21:45
Max 0:06:02 0:20:39 0:34:07 4:21:04
Min 0:00:02 0:00:01 0:00:19 0:00:12
Range 0:06:00 0:20:38 0:33:48 4:20:52
Standard Deviation 0:00:35 0:01:38 0:02:13 0:16:50
90th Percentile 0:02:02 0:03:20 0:06:56 0:32:42
501 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 3133 1060 991 1082
Mean 0:01:26 0:01:28 0:01:17 0:01:32
Max 0:06:02 0:05:59 0:06:02 0:05:42
Min 0:00:02 0:00:02 0:00:02 0:00:04
Ran e 0:06:00 0:05:57 0:06:00 0:05:38
Standard Deviation 0:00:36 0:00:37 0:00:35 0:00:34
90th Percentile 0:02:07 0:02:10 0:01:53 0:02:12
501 Responses to Districts 501 Res onses From District
Count Percent of Total Count Percent of Total
HQ 5250 94%
501 4443 g�% Other 218 4%
505 260 5% ST2 60 1%
502 244 4% ST4 21 0%
512 238 4% ST6 14 0%
STS 8 0%
506 207 4% ST3 8 0%
503 192 3% DCERTF 7 0%
501 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 401 '7% HazMat 264 5%
EMS 3682 66% Other 1195 21%
Rescue 46 1% Total 5588
Dubuque Fire Department 160
Table 25: Response Data-502
502 Emer ent District 2 Res onse
Turnout Travel TRT Commit
Count 2662 2672 2684 2770
Mean 0:01:17 0:03:24 0:06:26 0:24:14
Max 0:04:54 0:28:01 0:32:34 8:05:01
Min 0:00:01 0:00:01 0:00:01 0:00:30
Ran e 0:04:53 0:28:00 0:32:33 8:04:31
Standard Deviation 0:00:32 0:02:02 0:02:21 0:19:00
90th Percentile 0:01:56 0:05:21 0:08:50 0:33:51
502 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 2884 979 922 983
Mean 0:01:19 0:01:25 0:01:16 0:0 L•15
Max 0:05:27 0:05:27 0:04:54 0:04:01
Min 0:00:01 0:00:02 0:00:03 0:00:01
Ran e 0:05:26 0:05:25 0:04:51 0:04:00
Standard Deviation 0:00:33 0:00:33 0:00:34 0:00:30
90th Percentile 0:01:58 0:02:05 0:01:57 0:01:51
502 Responses to Districts 502 Responses From District
Count Percent of Total Count Percent of
502 4321 91% Total
ST2 4349 92%
512 194 4% Other 191 4%
503 �( 2% ST4 80 2%
505 75 2% HQ 72 2%
501 48 1% DCERTF 23 0%
506 15 0% ST5 5 0%
ST3 5 0%
Merc One 2 0%
502 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 224 So�o HazMat 273 6%
EMS 3583 �(,% Other 629 13%
Rescue 21 po�o Total 4730
Dubuque Fire Department 161
Table 26: Response Data-503
503 Emer ent District 3 Res onse
Turnout Travel TRT Commit
Count 1331 1356 1363 1406
Mean 0:01:20 0:03:09 0:06:10 0:25:12
Max 0:05:46 0:16:26 0:26:29 4:03:55
Min 0:00:02 0:00:01 0:00:01 0:01:16
Ran e 0:05:44 0:16:25 0:26:28 4:02:39
Standard Deviation 0:00:36 0:01:42 0:02:09 0:17:34
90th Percentile 0:02:00 0:04:46 0:08:14 0:35:24
503 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 1855 648 563 644
Mean 0:01:26 0:01:28 0:01:17 0:01:32
Max 0:05:46 0:05:46 0:04:49 0:05:39
Min 0:00:01 0:00:01 0:00:02 0:00:10
Ran e 0:05:45 0:05:45 0:04:47 0:05:29
Standard Deviation 0:00:39 0:00:43 0:00:37 0:00:34
90th Percentile 0:02:06 0:02:10 0:01:58 0:02:09
503 Responses to Districts 503 Responses From District
Count Percent of Total Count Percent of
503 2319 72% Total
502 331 10% ST3 2913 91%
501 283 g% HQ 161 5%
506 21 g �o�o Other 116 4%
512 53 2% ST4 8 0%
505 11 0% ST6 8 0%
ST2 5 0%
Unit Point-Finle 4 0%
STS 1 0%
503 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 279 go�o HazMat 125 4°/o
EMS 2161 67% Other 636 20%
Rescue 16 0% Total 3217
Dubuque Fire Department 162
Table 27: Response Data-505
505 Emer ent District 5 Res onse
Turnout Travel TRT Commit
Count 825 825 827 853
Mean 0:01:29 0:03:46 0:06:58 0:26:06
Max 0:06:06 0:26:42 0:29:53 3:44:23
Min 0:00:01 0:00:06 0:00:01 0:01:04
Ran e 0:06:05 0:26:36 0:29:52 3:43:19
Standard Deviation 0:00:39 0:02:22 0:02:36 0:19:05
90th Percentile 0:02:15 0:06:13 0:09:57 0:41:08
505 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 1702 620 532 550
Mean 0:01:36 0:01:30 0:01:40 0:01:40
Max 0:06:06 0:05:47 0:05:50 0:06:06
Min 0:00:01 0:00:03 0:00:01 0:00:11
Ran e 0:06:05 0:05:44 0:05:49 0:05:55
Standard Deviation 0:00:39 0:00:37 0:00:40 0:00:40
90th Percentile 0:02:19 0:02:10 0:02:22 0:02:21
505 Responses to Districts 505 Responses From District
Count Percent of Count Percent of
Total Total
505 1374 48% STS 2524 89°/a
501 576 20% HQ 140 5%
502 547 19% Other 103 4%
512 281 10% ST4 38 1%
506 34 1% ST2 25 1%
503 25 1% DCERTF 6 0%
505 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire Zg9 10% HazMat 164 6%
EMS 1491 53% Other 864 30%
Rescue 32 lo�o Total 2840
Dubuque Fire Department 163
Table 28: Response Data-506
506 Emer ent District 6 Res onse
Turnout Travel TRT Commit
Count 1073 1081 1086 1110
Mean 0:01:20 0:02:45 0:05:52 0:25:02
Max 0:05:28 0:28:09 0:32:19 5:05:25
Min 0:00:01 0:00:01 0:00:01 0:02:30
Ran e 0:05:27 0:28:08 0:32:18 5:02:55
Standard Deviation 0:00:33 0:01:50 0:02:28 0:17:54
90th Percentile 0:01:58 0:04:10 0:07:40 0:35:55
506 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 1723 602 531 590
Mean 0:01:28 0:01:34 0:01:18 0:01:31
Max 0:05:28 0:05:28 0:04:37 0:05:24
Min 0:00:01 0:00:04 0:00:02 0:00:01
Ran e 0:05:27 0:05:24 0:04:35 0:05:23
Standard Deviation 0:00:37 0:00:40 0:00:33 0:00:36
90th Percentile 0:02:09 0:02:18 0:01:54 0:02:11
506 Responses to Districts 506 Responses From District
Count Percent of Total Count Percent of Total
506 1771 62% ST6 2570 90%
501 542 19% HQ 141 5%
503 370 13% Other 105 4°/a
505 87 3% ST3 8 0%
502 42 1% ST4 6 0%
512 30 1% STS 6 0%
DCERTF 4 0°/a
ST2 4 0%
506 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 2g1 10% HazMat 120 4%
EMS 1752 62% Other 671 24%
Rescue Zp 10�o Total 2844
Dubuque Fire Department 164
Table 29: Response Data-511
511 Emer ent Cit Res onse
Turnout Travel TRT Commit
Count 458 371 371 511
Mean 0:02:02 0:03:55 0:07:45 0:28:33
Max 0:05:45 0:21:50 0:30:58 8:08:10
Min 0:00:05 0:00:03 0:00:21 0:00:36
Ran e 0:05:40 0:21:47 0:30:37 8:07:34
Standard Deviation 0:00:40 0:02:49 0:03:31 0:46:09
90th Percentile 0:02:43 0:07:28 0:11:40 1:05:11
511 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 458 179 139 140
Mean 0:02:02 0:01:58 0:02:08 0:02:00
Max 0:05:45 0:05:42 0:04:03 0:05:45
Min 0:00:05 0:00:26 0:00:41 0:00:05
Ran e 0:05:40 0:05:16 0:03:22 0:05:40
Standard Deviation 0:00:40 0:00:42 0:00:34 0:00:42
90th Percentile 0:02:43 0:02:43 0:02:43 0:02:41
511 Responses to Districts 511 Responses From District
Count Percent of Total Count Percent of Total
501 237 35% HQ 636 93%
502 132 19% Other 26 4%
503 111 16% ST4 9 1%
505 77 11% DCERTF 9 1%
506 71 10% ST3 3 0%
512 56 8% ST2 2 0%
STS 1 0%
511 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 244 36% HazMat 9 1%
EMS 25 40�o Other 401 58%
Rescue � 10�o Total 686
Dubuque Fire Department 165
Table 30: Response Data-512
512 Emer ent District 4 Res onse
Turnout Travel TRT Commit
Count 1011 1021 1022 1060
Mean 0:01:28 0:02:47 0:05:58 0:23:15
Max 0:05:20 0:22:12 0:36:10 4:43:05
Min 0:00:01 0:00:01 0:00:36 0:01:24
Ran e 0:05:19 0:22:11 0:35:34 4:41:41
Standard Deviation 0:00:35 0:01:47 0:02:17 0:17:42
90th Percentile 0:02:06 0:04:47 0:08:12 0:34:07
512 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 1420 504 437 479
Mean 0:01:34 0:01:35 0:01:30 0:01:37
Max 0:09:30 0:09:30 0:05:20 0:04:36
Min 0:00:01 0:00:07 0:00:04 0:00:01
Ran e 0:09:29 0:09:23 0:05:16 0:04:35
Standard Deviation 0:00:39 0:00:43 0:00:37 0:00:36
90th Percentile 0:02:13 0:02:15 0:02:09 0:02:15
512 Responses to Districts 512 Responses From District
Count Percent of Total Count Percent of Total
512 1772 71% ST4 2322 93°/a
502 269 11% Other 95 4%
501 221 9% HQ 53 2%
505 96 4% ST2 17 1%
503 77 3% STS 8 0%
506 66 3% DCERTF 3 0%
ST6 1 0%
UnityPoint-Finley 1 0%
512 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 312 I Zo�o HazMat 141 6%
EMS 1360 54% Other 667 27%
Rescue 21 10�o Total 2501
Dubuque Fire Department 166
Table 31: Response Data-528
528 Emer ent Cit Res onse
Turnout Travel TRT Commit
Count 4439 3718 3735 4658
Mean 0:01:19 0:04:03 0:07:02 0:21:16
Max 0:08:13 0:29:24 0:37:25 7:47:32
Min 0:00:01 0:00:01 0:00:19 0:00:36
Ran e 0:08:12 0:29:23 0:37:06 7:46:56
Standard Deviation 0:00:39 0:02:41 0:03:06 0:21:37
90th Percentile 0:02:03 0:07:20 0:10:45 0:35:43
528 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 4439 1539 1383 1517
Mean 0:01:19 0:01:32 0:01:02 0:01:20
Max 0:08:13 0:07:04 0:08:13 0:07:50
Min 0:00:01 0:00:01 0:00:02 0:00:02
Ran e 0:08:12 0:07:03 0:08:11 0:07:48
Standard Deviation 0:00:39 0:00:43 0:00:30 0:00:35
90th Percentile 0:02:03 0:02:19 0:01:34 0:01:57
528 Responses to Districts 528 Responses From District
Count Percent of Total Count Percent of Total
501 1600 30% HQ 4734 90%
502 1339 25% Other 318 6%
503 705 13% DCERTF 58 1%
512 652 12% ST4 45 1%
506 561 11% ST2 44 1%
505 408 8% ST3 21 0%
STS 19 0%
Mercy One 15 0%
528 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 276 So�o HazMat 72 10�0
EMS 4302 g2% Other 581 11%
Rescue 36 1% Total 5267
Dubuque Fire Department 167
Table 32: Response Data-551
551 Emer ent Cit Res onse
Turnout Travel TRT Commit
Count 3991 4058 4072 4286
Mean 0:01:23 0:03:43 0:06:46 0:37:48
Max 0:09:18 0:28:04 0:37:04 3:25:45
Min 0:00:01 0:00:01 0:00:06 0:00:23
Ran e 0:09:17 0:28:03 0:36:58 3:25:22
Standard Deviation 0:00:36 0:02:32 0:03:01 0:17:17
90th Percentile 0:02:03 0:06:47 0:10:14 0:55:50
551 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 0:01:23 0:01:30 0:01:19 0:01:21
Mean 0:09:18 0:06:56 0:04:37 0:09:18
Max 0:00:01 0:00:12 0:00:11 0:00:01
Min 0:09:17 0:06:44 0:04:26 0:09:17
Ran e 0:00:36 0:00:37 0:00:30 0:00:39
Standard Deviation 0:02:03 0:02:11 0:01:54 0:02:00
90th Percentile 3991 1348 1246 1397
551 Responses to Districts 551 Responses From District
Count Percent of Count Percent of Total
Total gQ 6275 84%
501 3266 44% ST3 303 4%
503 1524 20% ST6 284 4%
506 1354 18% Other 195 3%
502 546 7% STS 133 2%
505 501 7% ST2 105 1%
512 281 4% ST4 86 1%
Mercy One 64 1%
551 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 144 2% HazMat 31 0%
EMS 7089 95% Other 208 3%
Rescue Zg po�o Total 7500
Dubuque Fire Department 168
Table 33: Response Data-552
552 Emer ent Cit Res onse
Turnout Travel TRT Commit
Count 3233 3222 3228 3476
Mean 0:01:19 0:04:25 0:07:29 0:38:29
Max 0:08:34 0:24:49 0:33:23 5:12:34
Min 0:00:01 0:00:05 0:00:01 0:00:49
Ran e 0:08:33 0:24:44 0:33:22 5:11:45
Standard Deviation 0:00:38 0:02:21 0:02:47 0:17:56
90th Percentile 0:02:05 0:07:00 0:10:30 0:56:22
552 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 3233 1135 939 1159
Mean 0:01:19 0:01:21 0:01:23 0:01:15
Max 0:08:34 0:08:34 0:04:06 0:05:10
Min 0:00:01 0:00:01 0:00:04 0:00:03
Ran e 0:08:33 0:08:33 0:04:02 0:05:07
Standard Deviation 0:00:38 0:00:43 0:00:35 0:00:33
90th Percentile 0:02:05 0:02:14 0:02:06 0:01:56
552 Responses to Districts 552 Responses From District
Count Percent of Total Count Percent of Total
502 2963 48% ST4 4551 75%
512 1293 21% ST2 684 11%
501 665 11% HQ 332 5°/a
505 571 9% Other 176 3%
503 390 6% STS 169 3%
506 262 4% ST3 65 1%
Unit Point-Finle 60 1%
Merc One 56 1%
552 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 111 2% HazMat 36 1%
EMS 5809 94% Other 177 3%
Rescue Zp po�o Total 6153
Dubuque Fire Department 169
Table 34: Response Data-553
553 Emergent City Response
Turnout Travel TRT Commit
Count 220 245 248 314
Mean 0:02:00 0:04:53 0:08:43 0:35:19
Maac 0:06:33 0:28:43 0:31:09 1:40:31
Min 0:00:01 0:00:01 0:00:08 0:00:59
Range 0:06:32 0:28:42 0:31:01 1:39:32
Standard Deviation 0:00:45 0:03:23 0:03:51 0:20:24
90th Percentile 0:02:47 0:08:34 0:13:07 0:56:43
553 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 220 68 79 73
Mean 0:02:00 0:02:04 0:02:00 0:01:56
Max 0:06:33 0:04:51 0:03:54 0:06:33
Min 0:00:01 0:00:36 0:00:43 0:00:01
Ran e 0:06:32 0:04:15 0:03:11 0:06:32
Standard Deviation 0:00:45 0:00:44 0:00:36 0:00:54
90th Percentile 0:02:47 0:02:52 0:02:44 0:02:43
553 Responses to Districts 553 Responses From District
Count Percent of Total Count Percent of
501 181 28% Total
502 166 25% HQ 567 86°/a
506 91 14% Other 25 4%
512 86 13% ST6 15 2%
503 79 12% ST4 13 2%
505 53 g% ST3 13 2%
ST2 11 2%
STS 10 2%
UnityPoint-Finley 3 0%
553 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 4 10�o HazMat 1 po�o
EMS 634 96% Other 16 2��a
Rescue 3 po�o Total 658
Dubuque Fire Department 170
Table 35: Response Data-554
554 Emer ent Cit Res onse
Turnout Travel TRT Commit
Count 289 322 323 356
Mean 0:01:17 0:03:49 0:07:03 0:37:12
Max 0:05:37 0:15:03 0:33:42 7:36:13
Min 0:00:09 0:00:19 0:00:01 0:01:29
Ran e 0:05:28 0:14:44 0:33:41 7:34:44
Standard Deviation 0:00:35 0:02:22 0:03:11 0:27:28
90th Percentile 0:01:54 0:07:25 0:10:43 0:54:58
554 Emer ent Turnout
All Shift 1 Shift 2 Shift 3
Count 289 172 65 52
Mean 0:01:17 0:01:19 0:01:14 0:01:15
Max 0:05:37 0:05:37 0:02:09 0:02:23
Min 0:00:09 0:00:09 0:00:18 0:00:39
Ran e 0:05:28 0:05:28 0:01:51 0:01:44
Standard Deviation 0:00:35 0:00:40 0:00:25 0:00:24
90th Percentile 0:01:54 0:02:04 0:01:48 0:01:51
554 Responses to Districts 554 Responses From District
Count Percent of Total Count Percent of
502 430 69% Total
512 85 14% ST2 399 64%
501 45 7% ST4 135 22%
503 34 5% Other 38 6%
506 17 3% HQ 35 6%
505 15 2% STS 8 1%
ST6 5 1°/a
Unit Point-Finle 3 0°/a
Mercy One 2 0%
554 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 13 Zo�o HazMat 2 po�o
EMS 590 94% Other 2p 3%
Rescue 1 po�o Total 626
Dubuque Fire Department 171
Table 36: Response Data-581
581 Emergent City Response
Turnout Travel TRT Commit
Count 58 53 54 63
Mean 0:03:15 0:06:01 0:11:41 0:54:29
Max 0:08:52 0:15:57 0:20:57 5:07:22
Min 0:00:04 0:00:49 0:05:09 0:04:59
Range 0:08:48 0:15:08 0:15:48 5:02:23
Standard Deviation 0:01:30 0:03:34 0:04:02 1:09:53
90th Percentile 0:05:04 0:10:26 0:16:52 1:57:28
581 Emergent Turnout
All Shift 1 Shift 2 Shift 3
Count 58 15 24 19
Mean 0:03:15 0:02:55 0:03:14 0:03:32
Max 0:08:52 0:06:01 0:08:52 0:08:22
Min 0:00:04 0:01:52 0:00:04 0:01:14
Range 0:08:48 0:04:09 0:08:48 0:07:08
Standard Deviation 0:01:30 0:01:04 0:01:36 0:01:40
90th Percentile 0:05:04 0:04:02 0:04:45 0:05:19
581 Responses to Districts 581 Res onses From District
Count Percent of Total Count Percent of
501 45 36% Total
502 33 27% HQ 125 96%
503 21 17% ST4 2 2%
512 10 g% Other 2 2%
505 g 6% ST6 1 1%
506 7 6%
581 Incident Type Composition
Count Percent of Total Count Percent of Total
Fire 1 p go�o HazMat g4 65%
EMS 9 �o�o Other 22 l�o�o
Rescue 5 40�o Total 130
Dubuque Fire Department 172
Compliance Methodology
The Quality Assurance and Continuous Quality Improvement process will be perpetual,
comprehensive, and resilient to help ensure compliance and quality service is provided to the
community.
Purpose
To have formalized methods for continually assessing and improving the department's level of
service provided to the community.
Guideline
To continually assess and improve the service level, the following reports will be created. The
quality of all the reports listed below will be dependent on accurate incident reporting. The Quality
Assurance of NFIRS Reporting SOG (SOG 102.2) will be followed to ensure that accurate data is
available for analysis and reporting. The Quality Assurance of EMS SOG (SOG 102.3) will be
followed to ensure that medical reports are accurate, complete, and protocols have been followed.
Monthlv Performance Report
Reports will be auto-generated and emailed to Command staff before the monthly staff ineeting.
Items in this report will be evaluated for compliance with each of the department's benchmark
statements. The report will be used to identify areas that need improvement. Times will be reported
at the 90th percentile.
The report will include:
■ Total response times for each category of call for the department.
■ Turn out times for each unit by department and shift.
■ Station reliability by the district for the department.
■ Dispatch call-handling times.
Incidents resulting in the longest nine dispatch handling times each month will be forwarded to the
communications supervisor for review.
Dubuque Fire Department 173
Each division's assistant chief(AC) will follow up on incidents with turn-out times above two
minutes thirty seconds. Turnout times will be reviewed for trends and opportunities for
improvement.
Monthly Incident Composition
Report are auto-generated and e-mailed to Command staff before the monthly staff ineeting. This
report will be used to identify and track trends in call types. The information will be used to guide
decisions in service delivery and community risk reduction.
The report will include:
■ The number of incidents by a single company response district for the previous month.
■ The types of incidents by the department for the previous month.
■ Mutual aid given and received.
Monthly Pro rag m Reports
Reports to be given at the monthly staff ineeting for the previous month. These reports will be used
to evaluate the progress and effectiveness of each program.
■ EMS Report (EMS Supervisor)
o To include trends in call types and an overview of any training needs discovered.
� Training Report(AC/ Training)
o To include progress toward training program goals and training needs discovered.
• Inspections Reports (AC/FM)
o The fire marshal will submit a report of the total inspections completed by the FMO and
companies.
• Fleet Status (Division ACs)
Quarterlv Reports
To be completed by the 15th of January, April, July, October, for the previous quarter.
• Special Team Activities Report(AC/Training)
o To include training and incidents.
• Quarterly Response Book
Dubuque Fire Department 174
Annual Reports
To be completed by August 1 using information from the previous fiscal year.
• Annual Response Book
• Program Appraisals
o Community Risk Reduction Program
o Public Education Program
o Fire Investigation Program
o Fire Suppression Program
o Emergency Medical Services Program
o Technical Rescue Program
o Hazardous Materials (HazMat) Program
o Training Program
o Wellness/Fitness Program
o Communication Systems
Standards of Cover Revalidation Process
To ensure the Standards of Cover (SOC) document is relevant and a functional document, the
content shall be reviewed and updated annually by the Accreditation Manager. Changes in the Risk
Assessment shall be reviewed by the Standard of Cover team. The accepted changes shall be
presented and approved by the Chief before inclusion in the SOC document. The SOC shall be
accepted by the agency and published to the agency members annually. The SOC shall be presented
and agreed upon by the agency having jurisdiction every five years.
Dubuque Fire Department 175
Conclusions and Recommendations
Conclusions
Benchmark FY 20 Performance Ga
Ne li ible Risk Fire- Exam les: electrical hazards, small outside fires, and citizen assists.
Ne li ible Fire TRT
lst Arrival TRT 0:06:20 0:09:26 0:03:06
ERF TRT N/A N/A
Sli ht Risk Fire- Exam les: dum ster fires, vehicle fires, small cookin fires, and fire alarms.
Sli ht Risk Fire TRT
lst Arrival TRT 0:06:20 0:08:29 0:02:09
ERF TRT 0:10:20 0:10:36 0:00:16
Low-Risk Fire- fire alarms at identified special risk occupancies and occupancies with identified
communication difficulties
Low-Risk Fire TRT
lst Arrival TRT 0:06:20 0:08:13 0:01:53
ERF TRT 0:10:20 0:10:06 Met
ModeNate Risk Fire- t ical structure fires
Moderate Risk Fire TRT
lst Arrival TRT 0:06:20 0:07:47 0:01:27
ERF TRT 0:10:20 0:12:59 0:02:39
Hi h-Risk Fire- confirmed fires at identified s ecial risk occu ancies.
Hi h-Risk Fire TRT
1 St Arrival TRT N/A N/A N/A
ERF TRT N/A N/A N/A
Dubuque Fire Department 176
Benchmark FY 20 Performance Ga
Low-Risk EMS-transfer from a facility staffed with healthcare professionals, mitigating situations
where the atient is ex eriencin a short-term medical roblem or a short-term disabilit .
Low-Risk EMS TRT
lst Arrival TRT 0:10:00 0:08:29 Met
ERF TRT*contains non-emergent
res onse N/A 0:11:32 N/A
Moderate Risk EMS- situations where it is robable the atient's ualit of life is com romised.
Moderate Risk EMS TRT
lst Arrival TRT 0:06:00 0:08:02 0:02:02
ERF TRT 0:10:00 0:10:32 0:00:32
Hi h-Risk EMS- situations where it is robable the atient's life is com romised.
Hi h-Risk EMS TRT
lst Arrival TRT 0:06:00 0:07:15 0:01:15
ERF TRT 0:10:00 0:10:52 0:00:52
Benchmark FY 20 Performance Ga
Low-Risk Rescue- situations where it is robable the atient's life is com romised.
Low-Risk Rescue TRT
lsr Arrival TRT 0:06:20 0:07:32 0:01:12
ERF TRT N/A N/A
Moderate Risk Rescue- motor vehicle collisions that include entrapment or machinery
entan lement/entra ment
Moderate Risk Rescue TRT
lst Arrival TRT 0:06:20 0:08:40 0:02:20
ERF TRT 0:12:20 0:11:36 Met
High-Risk Rescue-Examples include confined space,high angle, trench collapse, and tower
incidents.
Hi h-Risk Rescue TRT
lst Arrival TRT 0:06:20 0:07:15 0:00:55
ERF TRT 0:12:20 0:00:00
Dubuque Fire Department 177
Department All Hazardous Materials Response Performance Gaps
Benchmark FY 20 Performance Ga
Low-Risk HazMat-Examples include small hazards, small fuel leaks from passenger vehicles,
eneral carbon monoxide, and odor incidences.
Low-Risk HazMat TRT
lst Arrival TRT 0:06:20 0:09:35 0:03:15
ERF TRT N/A N/A
Moderate Risk HazMat-Examples include technician level incidents, large gas leaks, large
chemical release.
Moderate Risk HazMat TRT
lst Arrival TRT 0:06:20 0:07:41 0:01:21
ERF TRT 0:10:20 0:21:58 0:11:38
High-Risk HazMat-major incidents on the rail, incidents involving terrorism, releases on the
Mississi i river, etc. Re uire activation of one or more outside artners.
Hi h-Risk HazMat TRT
lst Arrival TRT 0:06:20 0:04:39 Met
ERF TRT 0:10:20 0:00:00 N/A
• Results of a community feedback survey showed 96% of the public listed their personal
expectations of the fire department response time as "good" or "excellent" (Reference:
Community Expectations,p. 67). When asked to suggest a reasonable response time, respondent
answers resulted in an average of seven minutes, thirty-six seconds. Data shows that at the 9ptn
percentile, the department exceeds this response time for most emergent responses in Districts 1,
4, and 6 (4534 emergent incidents). However, that expected level of response was longer in other
districts. In District 2, it was eight minutes, thirty-eight seconds (2338 emergent incidents),
District 3 was seven minutes,fifty-seven seconds (979 emergent incidents), and District 5 was
nine minutes, thirty-eight seconds (645 emergent incidents) (RefeNence: Performance by District,
Table 23 [p. 158J).
• The longest response time (outside of 4-minute and 8-minute travel time) was discovered on the
west, south, and southwest service boundaries (Reference: Theoretical Station Response Times,
Figure 6[p. 28J and Figure 7[p. 29J). District 2 has a significant service demand, despite low
population and structure density. District 2 contains the largest response area geographically
(Refe�ence: District Maps Figu�e 1 S [p. 75J and Figure 17, [p. 78J).
Dubuque Fire Department 178
• More than half of the fire incidents and resulting monetary losses occurred in District 1
(Reference: District Demographics Table 8[p. 77J) and District 2 (Distr�ict De�nographics Table
Table 9, [p. 79J). The first two arriving units' actions often significantly impact the fire incident's
outcome. In District 1, the first arriving unit times were six minutes, twenty-seven seconds, and
the second arriving unit times were seven minutes, thirty-two seconds. Compared to District 2,
with first arriving unit times at eight minutes, thirty-eight seconds, and the second arriving unit at
eleven minutes, thirty-nine seconds. District 2's second unit arrival time for emergent incidents
was the longest for the department. Decreasing District 2's second unit arrival time will likely
improve fire outcomes (and possibly all category outcomes) in its district. (Reference:
Performance by District, Table 23 [p. 158J).
• District 2 does not have a Medic unit stationed within its response district. However, it has been
identified as Moderate Risk EMS using call history and various other predictors. The majority of
the department's cardiopulmonary resuscitations occurred in District 2. The cardiac arrest
positive survivability outcomes significantly differed in District 2 (31%) compared to District 1
(53%), which had the second-highest occurrence of CPR incidents. Decreasing Medic unit
response time and targeting community risk reduction efforts in District 2 should improve its
EMS outcomes (Reference: District Demographics, Table 8[p.77J and Table 9[79J).
• Data shows that EMS service requests are significant between the hours of 6:00 a.m. to 7:00 p.m.
The peak call volume occurred around 4:00 p.m. This resulted in greater use of cross-staffed
units. Increases in cross-staffed medic units generally decrease department resiliency.
(Reference: Medic UHU,Figure 31 [page 1 SI J)
� Most non-emergent HazMat responses were mitigated with only one responding unit. District 1
and District 2 contain the majority of Moderate and High-Risk HazMat responses requiring a
mare extensive response. As a result of critical task analysis and response planning, these
districts are assigned the HazMat vehicle (HQ) and the greatest quantity of HazMat trained
personnel(511, 501, and 502).
• The training program uses a front-sided approach to training with a robust training academy.
After-action reporting is heavily used to identify continued training needs. The department
regularly reports and reviews program progress for quality assurance and continuous quality
improvement opportunities. Establishing outcome-based benchmarks for all programs would
provide more specific means to analyze all program performance.
Dubuque Fire Department 179
Recommendations
I. Increase/improve opportunities for community stakeholder input to identify community
expectations.
o Improve the current survey available through the department webpage.
o Implement improved survey access to recent service recipients.
o Continue community engagement at public events to solicit feedback.
II. Continue to improve the Quality Assurance/Quality Improvement process to ensure the
most accurate data is captured.
o Continual training on documentation.
o Continue quality check process to improve documentation consistency for both fire
loss/preserved data and Return of Spontaneous Circulation (ROSC).
o Improve documentation on rescue incidents, providing data to better determine
service level needs.
III. Continue regular evaluation of dispatch, turnout, and travel times to investigate
opportunities to improve baseline response time.
o Establish improvement goals in coordination with the dispatch center to decrease
emergent dispatch times.
o Continue the process to flag and examine turnout times exceeding the accepted
threshold.
o Continue the operational processes in place that improve the reliability of resources in
District 2. Such as limiting unit travel out of district (fueling) and providing covering
unit during training etc. with the goal of maintaining short first-unit response times.
o Review and consider the re-adjustment of benchmarks that are being met.
IV. Evaluate the distribution and concentration of resources needed to maintain a high
level of service. Continue to analyze response-related times to improve efficient and
equitable service throughout the community.
o Continue implementation of established plans to update station location study
(FY2023) in relation to the planned capital improvement for fire station
expansion/relocation (FY2026)with the goal of improving west-end response
capability.
Dubuque Fire Department 180
o Continue actions that intermittently staff a Medic unit to improve EMS service in
District 2, such as when staffing is at 24 personneL The long-range goal being to
provide this staffing full time based on current staffing improvement plan completion
(FY2025)
o Continue to review and analyze the response and risk assessment data to inform
changes to deployment plans and station assignments.
V. Continue use of Community Risk Reduction (CRR) program to address identified
needs in each district and across the community.
o Focus current community CPR efforts on District 2 to improve cardiac survivability.
o Continue outreach of education programming to senior-living facilities.
o Continue to direct smoke detector program toward those most in need.
VL Continue to improve the effectiveness of the training program.
o Utilize formal annual appraisals to evaluate programs and define training needs.
o Provide fire training with an emphasis on the actions of the first two units on scene.
o Ensure the training program establishes benchmark performance of cross-staffed and
special unit personnel (HazMat and rescue).
Dubuque Fire Department 181
Notes:
Dubuque Fire Department 182
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Cvunt 4��9 �718 �735 �C�58
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