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1995-1996
& 1996-1997
City of Dallas, Texas
Fire Department Annual Report
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Table of Contents
Chief's Report
Principal
Indicators
Fire Prevention, Education
and Inspection
Arson and Fire Investigation
Characteristics of Fire in
Dallas
Map of Fire Station Locations
FY 96-97 Major Fires
FY 95-96 Major Fires
False Alarm Report Summary
Truck Activity
Engine Activity
Fire Equipment Dispatches
Multiple Alarm Activity
Battalion Chief Activity
Emergency Medical Service
Activity
Emergency Medical Service
Dispatches
Mobile Intensive Care Unit
Activity
Department Fleet Data
FY 96-97 Fire & EMS Alarm
Source
FY 95-96 Fire & EMS Alarm
Source
Maintenance Division
Fire Station Statistics
Return to the Dallas Fire Department
Home Page
CHIEF'S
REPORT
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Our business is to protect our citizens'
lives and property. We accomplish this by responding to fire, rescue,
medical, hazardous material, and salvage emergencies. Additionally,
we are particularly committed to the cause of fire prevention and
public safety whereby we provide fire prevention safety inspections,
education programs, and fire investigations. Our goal is to perform
our duties within established procedures and budget, and we strive
to provide our services professionally, courteously, with compassion,
and without accident, injury, error, or delay. Our commitment to
quality and timely service has consistently earned us our citizens'
ultimate compliment by our selection as one of the most respected
city services.
The response times for the fire and emergency medical service (EMS)
the Fire Department offers our citizens are excellent. The speed
with which we are able to deliver service is made possible by an
effective and efficient mix of skill, on the part of our dispatchers
and response personnel, and the technology found in our Fire Dispatch
Center. A major addition to the dispatch system has been the expanded
use of automatic vehicle locator equipment which utilizes global
positioning satellites (GPS). |
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Chief Dodd Miller
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This equipment, which is similar to that used by pilots and
the Coast Guard, was first placed in MICUs and expanded in fiscal year
1995-96 to all of the Department's engines, trucks, and battalion command
vehicles. This technology uses satellite data to notify emergency dispatchers
of the location of all available equipment at any given moment. It selects
the closest unit based on estimated street travel time between the incident
location and the emergency company's GPS coordinates.
Concerned about the number of non-emergency calls coming into the 9-1-1
emergency lines and wanting to improve citizens' telephone access to City
Hall, the City Manager set upon an aggressive plan to consolidate all
city dispatching - both emergency and non-emergency - under the Fire Department's
command to make city services more accessible for citizens. The consolidation
began in June, 1994 and was completed in September, 1995. This eliminated
the need for hundreds of telephone numbers, six dispatch centers, and
frequent call transfers in order to make simple requests for non-emergency
city services - a situation which proved frustrating for citizens. It
became evident that as their frustration grew, so did the number of non-emergency
calls being placed to 9-1-1; at times as much as 70 percent of those calls
were not for emergency services.
Because citizens depend upon 9-1-1 for response to emergency and crisis
situations, we became increasingly concerned that the common use of 9-1-1
for non-emergency calls was impeding this service - our number one priority.
Realizing the citizens wanted simple accessibility, a three-digit, non-emergency
number was established to allow them a quicker and more accessible way
to request those non-emergency city services, thereby alleviating the
temptation to use 9-1-1 for these calls.
The consolidation not only increased efficiency in meeting the citizens'
needs, it also allowed the city to reduce the number of remote call taking
and dispatching centers that existed among departments such as Street,
Sanitation and Code Enforcement, Water Utilities, Transportation, Parking
Enforcement, and Animal Control. These functions and facilities were combined
with the existing 9-1-1 system to create the new consolidated communications
center at City Hall.
Today, the 9-1-1/3-1-1 Communications Center includes: emergency call
taking, non-emergency call taking and non-emergency dispatching. Telecommunication
Specialists, who are cross-trained and skilled in receiving both emergency
and non-emergency calls, can quickly assist the public with answers to
their most frequently asked questions. This has increased the overall
available number of call takers and has provided more flexibility in the
service the Department can offer. Technology has provided our telephone
system with a "Smart Switch" which makes a distinction between
emergency and non-emergency calls to ensure the emergency calls are processed
first, then routed to the first available call taker. Through the technology
made available to us, and the skill and commitment of our dispatchers
and call takers, we can offer non-emergency service 24 hours a day without
impacting our priority of ensuring prompt emergency response.
Being a proactive force in the community we serve remains a top priority.
Service district coordinators are appointed to meet with the community
and ensure that citizens' needs and concerns are heard. Firefighters continue
to conduct station tours to familiarize children and neighborhood groups
with the role of firefighters and provide insight into the operation of
the Department. Firefighters also play an instrumental part in keeping
citizens safe in their own homes by installing - at no cost to the occupants
- life-saving smoke detectors in single-family homes.
One service our citizens have increasingly come to rely upon is EMS. The
final year of our five-year plan for enhancing EMS was implemented to
address the rising demand for this service. The Plan increases the number
of mobile intensive care units (MICUs) in our fleet to 27 front-line and
eight peak demand units.
Firefighters' safety continues to be a top priority. The Department has
completed a two-year phase-in of new bunker gear, helmets, coats, and
pants. Additionally, as a safety initiative, an upgrade of all self-contained
breathing apparatus was made to include a Personal Alert Safety System.
This life-saving equipment provides immediate warning to others on the
fireground if a firefighter is down and needs help. Our current Operation's
staffing plan allows overtime support in order to provide the essential
four firefighters per fire apparatus as a minimum staffing level.
Both the Department and the community took great pride in the opening
of Dallas' fifty-fifth fire station on February 4, 1997. The new facility
- Fire Station No. 30 - is located at 11381 Zodiak Lane at Royal Lane
and serves northwest Dallas. We purchased the site in July, 1976 with
1975 municipal bonds for $122,450. The new station is an 8,588 square-foot
facility located on 1.2 acres. In addition to the standard dining and
living quarters, full kitchen, and laundry area, this station is unique
in that it is the first one in the city specifically designed to have
a washer/extractor for cleaning firefighters' protective clothing. Fire
Station No. 30 will provide medical first response, fire fighting, and
rescue services to the community and help in reducing response time in
the northwest Dallas area.
The Department achieved a higher level of professionalism in fire protection
and emergency rescue service through the expansion of the High Angle Rescue
Team. In April of 1996, swift water rescue abilities were added to the
expertise of this team, and it was renamed the Technical Rescue Team.
As the Dallas Area Rapid Transit Authority continued to expand the mass
transit system by installing light rail transportation, the Department
met the unique challenge by developing and implementing new procedures
and training firefighters to respond to emergencies occurring on the light
rail system. Additionally, a curriculum for trench rescue was implemented,
and a lesson for confined space rescue was developed. Also, with several
airports in the Department's response area, we conducted aircraft rescue
firefighting drills for all affected personnel.
The responses firefighters are proudest of are the ones they don't have
to make because of the positive role they play in fire prevention and
public safety. Through enforcement of the fire code, fire prevention officers
identify unsafe property such as open, vacant structures which are a danger
to the community and firefighters. This action also provides an opportunity
to educate business owners and managers on the necessity for fire prevention
measures. Each year, thousands of people in schools, hospitals and businesses
are educated in fire safety and prevention by our fire prevention officers,
who provide entertaining and informative programs tailored to specific
audiences. Through the dedicated efforts of our arson investigators, Dallas
continues to lead the nation in overall arson crime clearance rates. The
juvenile firesetter prevention program, which provides free counseling
to youths suspected of setting fires, continues to exert a positive influence
by minimizing repeat offenses. The program has seen only one repeat offender,
out of 283 juveniles counseled, during the past six years.
Our members' commitment to the citizens they serve while on duty is reflected
in the many hours of services they provide while off duty. As an example
of their commitment, during 1996-97, $60,722 was pledged for United Way
charities and $110,000 collected for the Muscular Dystrophy Association.
Additional money was raised and time was donated by our firefighters'
organization that went to support causes such as Denton State School Day
at the Six Flags Over Texas, safety fairs and visits to Parkland Burn
Center. Furthermore, Department members gave much of their own time to
their communities, churches and schools, many times serving as much needed
role models for young children. Our efforts in making our community safer
through quality fire protection, emergency medical services, and time
spent helping others is something of which we are all proud.
Our chief responsibility as firefighters and members of this department
is to serve those who live in, work in, and visit our city. This is a
responsibility our members take seriously. By providing fire and emergency
services as well as safety inspections and education programs in a professional
and caring manner, we are able to maintain the high approval rating of
our citizens - something upon which we place a high premium. We continue
to strive for their approval using the principles of quality service and
customer satisfaction at every opportunity.
Dodd Miller, Chief
Return to the Table of Contents
ADMINISTRATION
REPORT
Administration is under the direction of Assistant Chief Robert L. Bailey
and consists of five functions: Financial Services, Safety and Development,
Personnel, Training, and Maintenance.
Financial Services is responsible for administering the Department's budget,
payroll, accounts payable, and mail distribution.
Safety and Development processes all claims for on-duty injuries and benefits.
It administers the Department's limited-duty assignments, restricted-duty
policy, and the development and monitoring of safety programs and statistics.
It also coordinates with other City departments regarding our capital
improvements program which includes remodeling, additions to, and construction
of fire stations.
The Personnel Unit recruits and continuously assists all members in their
professional development. It provides a strong member support network
and ensures equal employment opportunity. Additionally, Personnel is responsible
for the Department's compliance with the Americans with Disabilities Act
and Fair Labor Standards Act. Also, this division provides chaplain services.
The Training Division includes professional development in the following
areas: Continuing Education for firefighters, Recruit Training, Aircraft
Rescue and Firefighting, Hazardous Materials Response, and Physical Fitness
Training. The division provides recruits with the training and development
needed to meet department and state requirements. Continuing education
and drills are provided for all personnel on new equipment and procedures.
In addition to basic fire suppression training, members are trained in
specialized responses to hazardous materials spills, aircraft crashes,
and mass casualty incidents. The Department has achieved a higher level
of professionalism in emergency rescue service through the Technical Rescue
Team, which includes training in high angle rescue, swift water and shore-based
rescue, and trench and confined space rescue.
The Maintenance Division includes Station Support, Equipment Maintenance,
and Clothing and Supply. Maintenance provides full support for the emergency
fleet, the facilities and fire stations, as well as protective gear and
uniform clothing. The division provides preventive maintenance, mechanical
services, inventory procurement, road call and state inspections. It also
provides all essential supplies for employees and facilities.
Return to the Table of Contents
EMERGENCY
OPERATIONS REPORT
Emergency Operations is under the direction
of Assistant Chief Danny Millaway and is divided into two divisions:
Fire Suppression and Emergency Medical Service (EMS).
Fire Suppression provides the residents of Dallas with fire suppression
and protection, emergency rescue capabilities, and emergency medical
first responder services. In addition, this division provides specialized
response to hazardous materials spills, aircraft crashes, technical
rescue, and mass casualty incidents. Although fire suppression activities
have grown, the major increase in service has been generated as a result
of an increasing response to emergency medical service incidents. In
addition, firefighters are involved in fire education and presentation
activities through programs allowing school age children the opportunity
to visit the fire stations and speak directly to the firefighters about
their job. Also, firefighters perform low risk fire inspections and
install smoke detectors upon request.
The division of Emergency Medical Service provides emergency medical
treatment of the sick and injured, advanced life support measures for
major trauma and cardiac arrest, and if determined to be an actual emergency,
transport to medical facilities. To address the increasing demand for
emergency medical service, the Department developed and implemented
a "Five-Year EMS System Tune-up." The plan has increased the
number of mobile intensive care units to 27 front-line and eight peak
demand units by FY 1996-97. Increased quality improvement activities
include involvement in the North Central Texas Regional Advisory Council's
development of a 19-county trauma assessment program. Frequent Quality
Improvement meetings are held with the Medical Director and his assistants
concerning protocol development, procedures, and field performance.
Annual health fairs for all Department members are conducted, as well
as immunizations, tuberculosis skin testing, blood pressure checks,
and EKG screening programs.
Return to the Table of Contents
FIRE
PREVENTION REPORT
Fire Prevention is under the direction of the Fire Marshal,
Assistant Chief Robert E. Melton and consists of the divisions of Fire
Prevention, Education and Inspection, and Arson and Fire Investigation.
The Fire Prevention, Education and Inspection division provides for the
prevention of fire through fire inspections and code enforcement activities.
Emphasis is given to education during the code enforcement process so
that the owner or manager is made aware of the necessity for fire prevention
measures. Also, enforcement of the fire code allows for identification
of unsafe property such as open, vacant structures which are a danger
to the community and firefighters. This division provides fire prevention
programs tailored to specific audiences from childrens puppet shows to
industrial fire safety to programs that address the special concerns of
the elderly.
Fire Prevention Officers, with the assistance of various volunteer groups,
respond to citizens’ needs by installing smoke detectors in the residences
of elderly, disabled, or home-bound people who lack this protection. After
each preventable fire death, Fire Prevention Officers go door-to-door
in the neighborhood where the fire occurred and talk to neighbors about
the importance of fire safety. This offers an opportunity to install smoke
detectors where none exist or provide fresh batteries for existing detectors.
Those tragedies that occur close to home can often be used to make people
more aware of the dangers in their own home and give them an opportunity
to prevent such an occurrence.
The Arson and Fire Investigation division is responsible for determining
the origin, cause, and circumstances of fires and filing charges. The
division's 19 arson investigators are sworn peace officers and enforce
the laws of the State of Texas pertaining to arson and malicious false
alarms. They are specially trained in the discovery, preservation, and
presentation of evidence in proving the crime of arson. Also, the division
administers the Juvenile Fire Setters’ Program which provides free counseling
to juveniles suspected of setting fires and to their families.
Return to the Table of Contents
COMMUNICATIONS
REPORT
The Communications Division is under the direction of Assistant
Chief Kenneth Dorsett and includes Fire Dispatch, the 9-1-1/3-1-1 Communications
Center, the Office of Emergency Preparedness, and the Public Information
Officer.
Fire Dispatch is responsible for receiving calls and dispatching the closest
emergency equipment to all fire, medical, rescue, and hazardous material-related
requests for assistance. Global Positioning Satellite receivers, which
are on all MICUs, engines, trucks, and battalion command vehicles, ensure
the closest company is sent to each emergency.
The 9-1-1/3-1-1 Communications Center is a nonuniformed division of the
Fire Department. The primary function of the 9-1-1 system is to take incoming
emergency requests for police, fire, and emergency medical service. The
primary function of the 3-1-1 system is to take non-emergency service
requests from citizens. By dialing 3-1-1, citizens can initiate service
requests and access information about all City departments 24 hours a
day.
The Office of Emergency Preparedness is responsible for disaster planning,
training, and public warning for the City of Dallas. It is also responsible
for maintenance and operation of the City's Emergency Operations Center,
for recovery operations following a disaster, and for coordinating public
and private agencies engaged in any disaster emergency activity within
the city.
The Public Information Officer keeps the media informed of the Department's
public education efforts, special programs, and special public interest
issues such as large scale fires and medical emergencies. This person
also produces the Department's newsletters and news releases, as well
as exclusive articles for public awareness projects and campaigns.
Return to the Table of Contents
Principal
Indicators
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DEVIATION
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DEVIATION
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FY 96-97
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FY 95-96
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FROM
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FROM
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FIRE COSTS
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FY 96-97
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FY 95-96
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FY 95-96
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FY 94-95
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FY 94-95
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Fire fatalities
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16
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-54.3
|
35
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40.0
|
25
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Fire injuries
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133
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1.5
|
131
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18.0
|
111
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| -Public |
87
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11.5
|
78
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23.8
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63
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|
-Firefighter
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46
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-13.2
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53
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10.4
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48
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Structure fires
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2,076
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-8.1
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2,260
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7.3
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2,106
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Structure fire loss
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$27,619,605
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-10.3
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$30,778,832
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-6.8
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$33,019,269
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-Incendiary structure fires
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684
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-9.0
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752
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19.9
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627
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-Incendiary structure fire loss
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$7,321,137
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-31.3
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$10,650,946
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31.1
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$8,122,894
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OPERATIONS AND ACTIVITIES
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Emergency Medical Service
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Total dispatches
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127,565
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1.6
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125,558
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2.5
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122,535
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Daily average dispatches
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349
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1.7
|
343
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2.1
|
336
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Average response time *
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5.04
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-1.4
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5.11
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-1.4
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5.18
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Patients transported
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55,814
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1.7
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54,879
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5.0
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52,285
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Non-transports
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77,055
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2.1
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75,491
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0.9
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74,790
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Fire Service
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Total dispatches
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92,485
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-5.6
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97,721
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7.6
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90,311
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Daily average dispatches
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253
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-3.4
|
262
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6.1
|
247
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Average response time *
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4.18
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-0.7
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4.21
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0.2
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4.2
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False calls
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14,325
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-2.7
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14,717
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-12.1
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16,748
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Multiple-alarm incidents
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102
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-13.6
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118
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2.6
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115
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Tactical information system structure
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and occupancy survey records
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46,217
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0.7
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45,898
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4.3
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44,010
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Fire safety and code compliance
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inspections
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11,228
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23.6
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9,081
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32.3
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6,865
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Fire Prevention
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Fire safety and code compliance
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inspections
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38,335
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-7.1
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41,274
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-6.7
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44,231
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Hazards found
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33,756
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1.2
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33,363
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-9.7
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36,930
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Hazards corrected
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23,935
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-3.0
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24,681
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-19.2
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30,561
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Fire education programs
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3,529
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16.0
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3,043
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-3.8
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3,162
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Code-compliance reviews of fire
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systems and building plans
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1,739
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-8.0
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1,890
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49.5
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1,264
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Arson
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Investigations
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3,054
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-9.9
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3,389
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11.5
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3,040
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Investigations cleared by arrest
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330
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-25.7
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444
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18.4
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375
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Felony charges filed
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86
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-28.3
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120
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25.0
|
96
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Misdemeanor charges filed
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19
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11.8
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17
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13.3
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15
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Communications Center
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Total Emergency Calls Received
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1,517,366
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-12.0
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1,725,077
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NA
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NA
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Total Non-Emerg. Calls Received
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1,023,689
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16.9
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876,028
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NA
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NA
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Total Calls Received In Center
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2,541,055
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-2.3
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2,601,105
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NA
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NA
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TOTAL EMERGENCY DISPATCHES
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220,051
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-1.4
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221,282
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4.9
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212,846
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*Response
time reported in minutes
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DEVIATION
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DEVIATION
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FY 96-97
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FY 95-96
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FROM
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FROM
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INSTALLATIONS & EQUIPMENT
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FY 96-97
|
FY 95-96
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FY 95-96
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FY 94-95
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FY 94-95
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Fire Stations
|
55
|
1.9
|
54
|
0.0
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54
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Mobile Intensive Care Units
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Frontline Units
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27
|
3.8
|
26
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0.0
|
26
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Peak Demand Units
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8
|
0.0
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8
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33.3
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6
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Engine Companies
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54
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1.9
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53
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0.0
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53
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Truck Companies
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21
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0.0
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21
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0.0
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21
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Booster Pumpers
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5
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0.0
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5
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0.0
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5
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Boats
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6
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0.0
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6
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0.0
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6
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Airport Crash-Fire Rescue Units
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5
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0.0
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5
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0.0
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5
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Hazardous Materials Response Units
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1
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0.0
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1
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0.0
|
1
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Rescue Units
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1
|
0.0
|
1
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0.0
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1
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PERSONNEL
|
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Uniformed
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Fire, Rescue, Dispatch, and EMS
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1,576
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1.3
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1,556
|
0.9
|
1,542
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-Certified Paramedics*
|
450
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-0.7
|
453
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6.1
|
427
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|
-Fire Dispatch*
|
48
|
0.0
|
48
|
0.0
|
48
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Fire Prevention/Arson Investigation
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74
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1.4
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73
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5.8
|
69
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|
Total Uniformed
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1,650
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1.3
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1,629
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1.1
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1,611
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Non-Uniformed
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|
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Telecommunication Specialists
|
145
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0.0
|
145
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0.0
|
145
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Administrative
|
112
|
0.0
|
112
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1.8
|
110
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Total Non-Uniformed
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257
|
0.0
|
257
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0.8
|
255
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PERSONNEL TOTAL
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1,907
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1.1
|
1,886
|
1.1
|
1,866
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FINANCIAL
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Operating Budget
|
$113,841,824
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4.4
|
$109,023,744
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6.4
|
$102,418,598
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* This number is already included
in
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Fire, Rescue, Dispatch and EMS
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Return to the Table of Contents
Fire
Prevention, Education and Inspection
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DEVIATION
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DEVIATION
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|
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FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
CODE ACTIVITY
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
Inspections
|
19,569
|
0.5
|
19,479
|
-12.3
|
22,202
|
|
Re-inspections
|
10,129
|
-1.6
|
10,297
|
1.8
|
10,117
|
|
Code contacts
|
5,196
|
-14.9
|
6,104
|
-7.9
|
6,629
|
|
Special tests
|
8,559
|
-15.8
|
10,160
|
103.9
|
4,984
|
|
Plans reviewed
|
1,739
|
-8.0
|
1,890
|
49.5
|
1,264
|
|
No activities (business
closed or
|
|
|
|
|
|
|
person
in charge unavailable)
|
1,702
|
-51.4
|
3,504
|
-12.8
|
4,019
|
|
Program assist
|
352
|
-22.1
|
452
|
-38.5
|
735
|
|
Educational programs
|
3,529
|
16.0
|
3,043
|
-3.8
|
3,162
|
|
TOTAL PREVENTION ACTIVITY
|
50,775
|
-7.6
|
54,929
|
3.4
|
53,112
|
|
|
|
|
|
|
|
|
CODE ACTIVITY RESULTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Inspection hazards found
|
33,756
|
1.2
|
33,363
|
-9.7
|
36,930
|
|
Inspection hazards corrected
|
23,935
|
-3.0
|
24,681
|
-19.2
|
30,561
|
|
Citations issued
|
1,156
|
-8.8
|
1,268
|
70.2
|
745
|
|
Notices issued
|
4,813
|
3.5
|
4,649
|
-34.0
|
7,048
|
|
Permits and licenses issued
|
848
|
-22.4
|
1,093
|
31.2
|
833
|
|
Program attendance
|
79,726
|
5.7
|
75,426
|
1.4
|
74,375
|
|
|
|
|
|
|
|
|
PREVENTION ACTIVITIES BY OCCUPANCY
|
|
|
|
|
|
|
|
|
|
|
|
|
Public assembly
|
8,110
|
13.3
|
7,157
|
5.4
|
6,792
|
|
Educational
|
2,449
|
23.7
|
1,979
|
-6.1
|
2,108
|
|
Institutional
|
1,682
|
-19.1
|
2,080
|
-10.7
|
2,328
|
|
Residential
|
10,470
|
-22.5
|
13,504
|
34.7
|
10,025
|
|
Store or office
|
10,634
|
-13.8
|
12,337
|
-46.3
|
22,955
|
|
Basic industry
|
93
|
-62.7
|
249
|
-14.7
|
292
|
|
Manufacturing
|
323
|
-10.0
|
359
|
-37.6
|
575
|
|
Storage
|
489
|
-3.2
|
505
|
-35.7
|
785
|
|
Special
|
7,791
|
18.0
|
6,600
|
217.6
|
2,078
|
|
|
|
|
|
|
|
|
TOTAL
|
42,041
|
-6.1
|
44,770
|
-6.6
|
47,938
|
Return to the Table of Contents
Arson
and Fire Investigation
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
INVESTIGATIONS
|
3,054
|
-9.9
|
3,389
|
11.5
|
3,040
|
|
|
|
|
|
|
|
|
STRUCTURE FIRES INVESTIGATED
|
2,076
|
-8.1
|
2,260
|
5.4
|
2,144
|
|
|
|
|
|
|
|
|
CRIMINAL ACTS INVESTIGATED
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Incendiary structure fires
|
684
|
-9.0
|
752
|
19.9
|
627
|
|
Incendiary structure fires cleared
|
|
|
|
|
|
|
by arrest
|
179
|
-4.8
|
188
|
6.8
|
176
|
|
Clearance rate of incendiary
|
|
|
|
|
|
|
structure fires (percentage)
|
26.17%
|
4.7
|
25.00%
|
-11.0
|
28.10%
|
|
Other incendiary fires
|
845
|
-14.7
|
991
|
24.0
|
799
|
|
Other incendiary fires cleared
|
|
|
|
|
|
|
by arrest
|
120
|
-33.3
|
180
|
2.9
|
175
|
|
Clearance rate of other incendiary
|
|
|
|
|
|
|
fires (percentage)
|
14.20%
|
-21.8
|
18.16%
|
-21.4
|
23.10%
|
|
False alarms investigated
|
43
|
-38.6
|
70
|
100.0
|
35
|
|
False alarms cleared by arrest
|
31
|
-53.0
|
66
|
175.0
|
24
|
|
Clearance rate of false alarms
|
|
|
|
|
|
|
(percentage)
|
72.10%
|
-23.5
|
94.29%
|
37.4
|
68.60%
|
|
|
|
|
|
|
|
|
TOTAL CRIMINAL ACTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Investigated
|
1,572
|
-13.3
|
1,813
|
24.1
|
1,461
|
|
Cleared by Arrest
|
330
|
-25.7
|
444
|
18.4
|
375
|
|
Clearance Rate
|
21.00%
|
-12.3
|
23.94%
|
-6.7
|
25.7%
|
|
|
|
|
|
|
|
|
OTHER ACTIVITIES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Felony charges filed
|
86
|
-28.3
|
120
|
25.0
|
96
|
|
Misdemeanor charges filed
|
19
|
11.8
|
17
|
13.3
|
15
|
|
|
|
|
|
|
|
|
JUVENILE COUNSELING PROGRAM
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Juveniles counseled
|
283
|
32.9
|
213
|
0.9
|
211
|
|
Recidivism rate
|
0.35%
|
100.0
|
0
|
0
|
0
|
Return to the Table of Contents
Characteristics
of Fire in Dallas
| |
FY 1996-97
|
FY 1995-96
|
FY 1994-95
|
| |
Number of Structure Fires
|
Amount of Property Loss
|
Number of Structure Fires
|
Amount of Property Loss
|
Number of Structure Fires
|
Amount of Property Loss
|
|
FIRE CAUSE
|
|
|
|
|
|
|
|
Incendiarism
|
684
|
$7,321,137
|
752
|
$10,650,946
|
627
|
$8,122,894
|
|
Misuse of heat
(abandoned, burning items, children playing
with matches)
|
325
|
$3,647,789
|
383
|
$3,957,977
|
437
|
$8,446,364
|
|
Mechanical failure
(electrical short circuit, lack of maintenance)
|
472
|
$11,164,570
|
447
|
$6,464,316
|
433
|
$832,643
|
|
Operational deficiency
(unattended heat source, accidentally turned
on, not turned off)
|
408
|
$2,603,087
|
420
|
$2,917,322
|
358
|
$2,120,075
|
|
Misuse of material ignited
(combustible too close to heat source, improper
storage)
|
88
|
$1,089,060
|
154
|
$2,796,614
|
128
|
$1,403,410
|
|
Design deficiency
(installed too close to combustibles)
|
40
|
$410,910
|
25
|
$300,590
|
32
|
$623,150
|
|
Natural conditions
(lighting)
|
19
|
$235,000
|
32
|
$2,004,935
|
30
|
$323,550
|
|
Multiple or other factors
|
40
|
$1,148,052
|
47
|
$1,686,132
|
61
|
$3,597,183
|
| |
|
|
|
|
|
|
|
TOTAL
|
2,076
|
$27,619,605
|
2,260
|
$30,778,832
|
2,106
|
$33,019,269
|
| |
|
|
|
|
|
|
|
FIRE OCCURRENCE
|
|
|
|
|
|
|
|
Family Residences
|
966
|
$15,750,046
|
1,123
|
$13,802,289
|
1,060
|
$14,352,534
|
|
Apartments
|
702
|
$7,367,007
|
655
|
$6,770,351
|
658
|
$5,707,783
|
|
Offices and retail stores
|
115
|
$1,740,764
|
116
|
$1,425,436
|
113
|
$2,429,930
|
|
Storage and warehouses
|
40
|
$329,900
|
74
|
$402,940
|
73
|
$4,575,350
|
|
Public assembly
|
70
|
$409,450
|
89
|
$2,522,965
|
60
|
$902,062
|
|
Public accommodations
|
20
|
$71,155
|
29
|
$1,053,830
|
38
|
$244,890
|
|
Manufacturing and basic industry
|
34
|
$1,432,870
|
40
|
$2,843,379
|
25
|
$4,624,050
|
|
Educational buildings
|
49
|
$123,310
|
47
|
$296,859
|
28
|
$45,446
|
|
Medical/institutional care facilities
|
20
|
$41,320
|
19
|
$49,605
|
22
|
$116,560
|
|
Unoccupied /under construction
|
60
|
$353,783
|
68
|
$1,611,178
|
29
|
$26,664
|
| |
|
|
|
|
|
|
|
TOTAL
|
2,076
|
$27,619,605
|
2,260
|
$30,778,832
|
2,106
|
$33,019,269
|
Return to the Table of Contents
Characteristics
of Fire - Continued
|
FY 1996-97
|
FY 1995-96
|
FY 1994-95
|
| |
Number of Structure Fires
|
Amount of Property Loss
|
Number of Structure Fires
|
Amount of Property Loss
|
Number of Structure Fires
|
Amount of Property
Loss
|
|
FIRE ORIGIN
|
|
|
|
|
|
|
|
Kitchens and cooking areas
|
390
|
$2,352,972
|
384
|
$2,475,657
|
442
|
$2,582,650
|
|
Bedrooms
|
322
|
$4,239,097
|
326
|
$3,808,585
|
329
|
$3,427,161
|
|
Structural areas and components
|
288
|
$8,597,316
|
291
|
$7,651,655
|
296
|
$6,119,143
|
|
Lounging
|
202
|
$2,518,267
|
233
|
$2,385,651
|
240
|
$3,054,062
|
|
Closets and storage
|
120
|
$60,400
|
127
|
$2,488,463
|
102
|
$3,846,649
|
|
Garages
|
101
|
$2,525,352
|
125
|
$1,790,399
|
117
|
$3,822,030
|
|
Stairways and entryways
|
55
|
$477,135
|
68
|
$451,226
|
57
|
$102,055
|
|
Bathroom and restrooms
|
92
|
$238,215
|
72
|
$163,557
|
82
|
$208,851
|
|
Heating equipment areas
|
68
|
$1,069,780
|
57
|
$740,926
|
76
|
$843,682
|
|
Offices
|
38
|
$1,215,630
|
51
|
$1,540,520
|
43
|
$2,040,571
|
|
Laundry rooms
|
69
|
$313,040
|
56
|
$448,060
|
65
|
$564,765
|
|
Patios, terraces and courtyards
|
77
|
$2,072,700
|
98
|
$1,794,377
|
77
|
$657,605
|
|
Building under construction
|
0
|
0
|
0
|
0
|
2
|
$500
|
|
Multiple or undesignated sites
|
254
|
$1,939,701
|
372
|
$5,039,756
|
178
|
$5,749,545
|
| |
|
|
|
|
|
|
|
TOTAL
|
2,076
|
$27,619,605
|
2,260
|
$30,778,832
|
2,106
|
$33,019,269
|
|
|
|
|
|
|
|
|
IGNITION
|
|
|
|
|
|
|
|
Open flame
|
|
|
|
|
|
|
|
(matches, lighters and candles)
|
697
|
$10,659,242
|
768
|
$12,027,784
|
660
|
$9,262,354
|
|
Fuel-fired equipment
|
|
|
|
|
|
|
|
(natural gas, liquid or solid fuel)
|
41
|
$1,216,700
|
263
|
$3,373,476
|
230
|
$1,792,893
|
|
Electrical equip. & short circuits
|
275
|
$5,975,410
|
264
|
$4,218,220
|
383
|
$7,252,863
|
|
Hot objects
|
|
|
|
|
|
|
|
(properly operating electrical
equipment)
|
611
|
$5,424,914
|
390
|
$4,093,000
|
363
|
$2,137,414
|
|
Smoking materials
|
126
|
$1,003,477
|
138
|
$1,029,016
|
133
|
$1,101,503
|
|
Explosives and fireworks
|
|
|
|
|
|
|
|
(including incendiary devices)
|
65
|
$895,645
|
39
|
$301,290
|
38
|
$5,252,102
|
|
Natural Sources
|
|
|
|
|
|
|
|
(lighting and spontaneous combustion)
|
25
|
$458,610
|
31
|
$2,697,625
|
37
|
$655,792
|
|
Heat from another fire
|
13
|
$215,525
|
46
|
$173,325
|
84
|
$3,881,132
|
|
Multiple and undetermined
|
223
|
$1,770,082
|
321
|
$2,865,096
|
178
|
$1,673,216
|
| |
|
|
|
|
|
|
|
TOTAL
|
2,076
|
$27,619,605
|
2,260
|
$30,778,832
|
2,106
|
$33,019,269
|
| |
|
|
|
|
|
|
|
MATERIALS IGNITED
|
|
|
|
|
|
|
|
Structural Components
|
|
|
|
|
|
|
|
(framing, roofing and floor
covering)
|
540
|
$13,789,192
|
494
|
$11,383,198
|
445
|
$9,440,006
|
|
Food in preparation
|
272
|
$1,635,167
|
284
|
$949,380
|
277
|
$1,114,990
|
|
Bedding
|
161
|
$1,884,647
|
197
|
$1,690,205
|
185
|
$1,783,214
|
|
Rubbish, trash and waste
|
236
|
$1,001,679
|
357
|
$2,333,523
|
270
|
$1,534,186
|
|
Furniture
|
120
|
$2,103,191
|
149
|
$2,694,006
|
230
|
$2,668,287
|
|
Gas or liquid in containers
|
153
|
$2,904,408
|
192
|
$6,161,397
|
226
|
$5,499,687
|
|
Multiple forms of materials
|
173
|
$1,794,318
|
159
|
$1,552,444
|
112
|
$4,713,156
|
|
Wearing apparel
|
123
|
$1,246,480
|
148
|
$1,318,920
|
139
|
$1,899,198
|
|
Undetermined
|
298
|
$1,260,523
|
280
|
$2,695,759
|
212
|
$4,366,545
|
| |
|
|
|
|
|
|
|
TOTAL
|
2,076
|
$27,619,605
|
2,260
|
$30,778,832
|
2,106
|
$33,019,269
|
Return to the Table of Contents
FY
96-97 Major Fires
Fire Loss Exceeding $300,000
|
Address
|
Property Use
|
Date
|
Cause
|
Loss
|
Alarms
|
|
11505 Harry Hines Blvd.
|
Animal Hospital
|
10/11/96
|
Incendiary
|
$303,600
|
1
|
|
10931 Stone Canyon Rd.
|
Apartments
|
12/12/96
|
Unattend. Cookstove
|
$513,000
|
2
|
|
2276 Vantage St.
|
Manufacturing
|
12/20/96
|
Incendiary
|
$416,000
|
3
|
|
13351 Floyd Cir.
|
Commercial
|
3/14/97
|
Mech. Malfunction
|
$750,000
|
1
|
|
5907 Gladeside Ct.
|
Residence
|
3/20/97
|
Electrical Short
|
$6,500,000
|
5
|
|
4078 Shilling Way
|
Commercial
|
5/17/97
|
Electrical Short
|
$725,000
|
3
|
|
7777 McCallum Blvd.
|
Apartments
|
7/31/97
|
Incendiary
|
$421,500
|
4
|
|
7510 Holly Hill Dr.
|
Condos
|
9/18/97
|
CUO Candle
|
$622,500
|
3
|
|
12114 Elysian Ct.
|
Residence
|
9/25/97
|
Electrical Short
|
$353,000
|
3
|
Total FY 1996-97 $10,604,600
Total FY 1995-96 $ 8,866,433
Total FY 1994-95 $13,830,300
Return to the Table of Contents
FY
95-96 Major Fires
Fire Loss Exceeding $300,000
|
Address
|
Property Use
|
Date
|
Cause
|
Loss
|
Alarms
|
|
16222 Amberwood Rd.
|
Dwelling
|
10/16/95
|
Electrical Short
|
$308,200
|
3
|
|
17817 Coit Rd.
|
Apt. (under construct.)
|
11/01/95
|
Lightning
|
$800,000
|
3
|
|
7555 Lemmon Ave.
|
Aircraft hanger
|
11/04/95
|
Electrical short
|
$533,000
|
1
|
|
1901 Canton St.
|
Vacant commercial
|
12/12/95
|
Incendiary
|
$675,000
|
3
|
|
5725 S. Marsalis Ave.
|
Church
|
12/25/95
|
CUO candle
|
$310,000
|
3
|
|
10304 Forest Ln.
|
Convenience Store
|
01/17/96
|
Lightning
|
$400,000
|
1
|
|
6006 Club Oaks Dr.
|
Dwelling
|
02/08/96
|
CUO Plumb. torch
|
$675,000
|
2
|
|
7128 Blackwood Dr.
|
Dwelling
|
02/12/96
|
Electrical short
|
$419,000
|
3
|
|
6407 Clubhouse Cir.
|
Dwelling
|
04/22/96
|
Electrical short
|
$307,000
|
3
|
|
801 Elm St.
|
Vacant Commercial
|
05/17/96
|
Incendiary
|
$650,000
|
4
|
|
2861 Congressman Ln.
|
Commercial
|
07/03/96
|
Undetermined
|
$801,000
|
4
|
|
6306 Greenville Ave.
|
Restaurant
|
07/03/96
|
Lightning
|
$500,000
|
2
|
|
13720 Floyd Cir.
|
Commercial
|
07/25/96
|
Equip. Malfunction
|
$330,000
|
1
|
|
4610 S. R.L. Thornton Frw
|
Motel
|
08/13/96
|
Incendiary
|
$1,358,233
|
5
|
|
6454 Meadow Rd.
|
Dwelling (under constr.)
|
09/10/96
|
Incendiary
|
$800,000
|
4
|
Total FY 1995-96 #9; #9; $ 8,866,433
Total FY 1994-95 $13,830,300
Total FY 1993-94 $11,830,300
Return to the Table of Contents
False
Alarm Report Summary
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
CALLS
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
Good intent
|
2,507
|
116.9
|
1,156
|
-64.4
|
3,247
|
|
Malicious false
|
2,767
|
-1.9
|
2,820
|
11.7
|
2,524
|
|
System malfunctions
|
7,407
|
-17.0
|
8,922
|
-1.4
|
9,050
|
|
Unintentional false
|
1,293
|
3.2
|
1,253
|
15.4
|
1,086
|
|
Bomb threats
|
27
|
107.7
|
13
|
-43.5
|
23
|
|
Unclassified false
|
274
|
12.8
|
243
|
16.8
|
208
|
|
Insufficient information
|
50
|
-28.6
|
70
|
-88.5
|
610
|
|
|
|
|
|
|
|
|
TOTAL
|
14,325
|
-2.7
|
14,717
|
-12.1
|
16,748
|
Return to the Table of Contents
Truck
Activity
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
Rank
|
Truck
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
1
|
49
|
723
|
-8.1
|
787
|
4.0
|
757
|
|
2
|
43
|
702
|
-2.4
|
719
|
2.7
|
700
|
|
3
|
34
|
690
|
-6.4
|
737
|
-6.5
|
788
|
|
4
|
11
|
617
|
-11.0
|
693
|
14.9
|
603
|
|
5
|
25
|
569
|
-13.9
|
661
|
19.3
|
554
|
|
6
|
03
|
534
|
1.1
|
528
|
8.0
|
489
|
|
7
|
37
|
524
|
-8.6
|
573
|
6.9
|
536
|
|
8
|
57
|
464
|
2.9
|
451
|
-3.2
|
466
|
|
9
|
20
|
438
|
-1.1
|
443
|
10.8
|
400
|
|
10
|
04
|
412
|
-7.4
|
445
|
3.5
|
430
|
|
11
|
26
|
366
|
-16.2
|
437
|
-14.0
|
508
|
|
12
|
15
|
365
|
-27.9
|
506
|
9.5
|
462
|
|
13
|
53
|
353
|
-7.1
|
380
|
-3.1
|
392
|
|
14
|
39
|
353
|
1.7
|
347
|
1.5
|
342
|
|
15
|
36
|
348
|
-19.3
|
431
|
-7.7
|
467
|
|
16
|
41
|
341
|
3.0
|
331
|
14.1
|
290
|
|
17
|
24
|
337
|
-14.9
|
396
|
-5.9
|
421
|
|
18
|
23
|
318
|
-18.9
|
392
|
4.0
|
377
|
|
19
|
19
|
287
|
-9.7
|
318
|
8.2
|
294
|
|
20
|
17
|
280
|
-23.5
|
366
|
1.7
|
360
|
|
21
|
07
|
256
|
0.8
|
254
|
8.1
|
235
|
|
|
|
|
|
|
|
|
TOTAL
|
|
9,277
|
-9.0
|
10,195
|
3.3
|
9,871
|
Return to the Table of Contents
Engine
Activity
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
Rank
|
Engine
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
1
|
43
|
3,143
|
-21.4
|
3,999
|
7.4
|
3,724
|
|
2
|
34
|
3,034
|
-5.3
|
3,205
|
4.5
|
3,066
|
|
3
|
37
|
2,964
|
-5.8
|
3,146
|
3.0
|
3,054
|
|
4
|
49
|
2,851
|
-1.8
|
2,902
|
2.1
|
2,842
|
|
5
|
18
|
2,757
|
3.6
|
2,660
|
4.1
|
2,556
|
|
6
|
25
|
2,682
|
-4.1
|
2,796
|
7.3
|
2,606
|
|
7
|
11
|
2,674
|
-4.3
|
2,794
|
2.6
|
2,723
|
|
8
|
33
|
2,646
|
-6.4
|
2,826
|
10.0
|
2,570
|
|
9
|
08
|
2,544
|
-12.2
|
2,899
|
3.9
|
2,791
|
|
10
|
20
|
2,530
|
0.8
|
2,509
|
16.5
|
2,154
|
|
11
|
22
|
2,489
|
-6.8
|
2,670
|
9.9
|
2,430
|
|
12
|
54
|
2,348
|
0.1
|
2,346
|
6.7
|
2,198
|
|
13
|
52
|
2,309
|
-5.3
|
2,439
|
-5.1
|
2,571
|
|
14
|
39
|
2,259
|
-5.4
|
2,389
|
6.8
|
2,236
|
|
15
|
03
|
2,247
|
-1.4
|
2,279
|
7.7
|
2,117
|
|
16
|
28
|
2,191
|
2.5
|
2,138
|
3.4
|
2,068
|
|
17
|
53
|
2,189
|
3.2
|
2,121
|
2.3
|
2,073
|
|
18
|
42
|
2,175
|
-7.6
|
2,354
|
-3.6
|
2,441
|
|
19
|
38
|
2,153
|
-7.5
|
2,327
|
5.6
|
2,203
|
|
20
|
32
|
2,087
|
2.7
|
2,032
|
0.8
|
2,015
|
|
21
|
19
|
2,065
|
-8.0
|
2,244
|
6.5
|
2,108
|
|
22
|
47
|
1,995
|
3.4
|
1,929
|
5.8
|
1,824
|
|
23
|
26
|
1,969
|
-5.7
|
2,088
|
-9.1
|
2,296
|
|
24
|
06
|
1,959
|
-4.0
|
2,041
|
9.2
|
1,869
|
|
25
|
05
|
1,945
|
2.0
|
1,906
|
1.9
|
1,871
|
|
26
|
46
|
1,944
|
7.4
|
1,810
|
6.3
|
1,702
|
|
27
|
36
|
1,937
|
-12.4
|
2,210
|
-1.3
|
2,239
|
|
28
|
55
|
1,937
|
-1.4
|
1,965
|
12.3
|
1,750
|
|
29
|
23
|
1,910
|
2.9
|
1,856
|
8.1
|
1,717
|
|
30
|
15
|
1,908
|
-14.5
|
2,232
|
3.6
|
2,155
|
|
31
|
35
|
1,900
|
-4.0
|
1,979
|
14.7
|
1,726
|
|
32
|
04
|
1,898
|
-12.7
|
2,174
|
6.9
|
2,034
|
|
33
|
48
|
1,815
|
-4.5
|
1,900
|
15.6
|
1,643
|
|
34
|
24
|
1,784
|
-8.5
|
1,950
|
-1.4
|
1,978
|
|
35
|
56
|
1,755
|
1.0
|
1,738
|
5.9
|
1,641
|
|
36
|
14
|
1,753
|
-20.4
|
2,202
|
15.4
|
1,908
|
|
37
|
57
|
1,742
|
-7.2
|
1,877
|
5.0
|
1,787
|
|
38
|
51
|
1,727
|
-11.1
|
1,942
|
12.1
|
1,732
|
|
39
|
02
|
1,708
|
-25.1
|
2,280
|
9.3
|
2,086
|
|
44
|
44
|
1,667
|
0.4
|
1,661
|
8.8
|
1,526
|
|
41
|
17
|
1,628
|
-10.5
|
1,819
|
4.9
|
1,734
|
|
42
|
29
|
1,627
|
-1.1
|
1,645
|
4.4
|
1,576
|
|
43
|
30
|
1,575
|
|
*
|
|
*
|
|
44
|
27
|
1,572
|
5.7
|
1,487
|
-1.4
|
1,508
|
|
45
|
01
|
1,540
|
-2.6
|
1,581
|
6.6
|
1,483
|
|
46
|
31
|
1,523
|
0.4
|
1,517
|
3.1
|
1,471
|
|
47
|
41
|
1,456
|
-8.0
|
1,583
|
6.2
|
1,490
|
|
48
|
16
|
1,377
|
-9.7
|
1,525
|
-1.1
|
1,542
|
|
49
|
07
|
1,291
|
3.5
|
1,247
|
15.9
|
1,076
|
|
50
|
45
|
1,104
|
-11.4
|
1,246
|
1.3
|
1,230
|
|
51
|
13
|
854
|
6.9
|
799
|
5.4
|
758
|
|
52
|
10
|
626
|
12.6
|
556
|
13.0
|
492
|
|
53
|
09
|
331
|
-16.0
|
394
|
30.9
|
301
|
|
54
|
12
|
289
|
-13.7
|
335
|
43.2
|
234
|
|
|
|
|
|
|
|
|
TOTAL
|
|
104,383
|
-3.8
|
108,549
|
5.5
|
102,925
|
|
*Indicates engine not in service
during this time
|
|
|
|
|
Return to the Table of Contents
Fire
Equipment Dispatches
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
TYPE
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
| |
|
|
|
|
|
|
Grass Fire
|
1,085
|
-59.8
|
2,701
|
97.9
|
1,365
|
|
Trash Fire
|
1,736
|
-20.6
|
2,187
|
4.4
|
2,094
|
|
Resuscitator
|
1
|
0.0
|
1
|
-66.7
|
3
|
|
Brush or Dump
|
227
|
-33.2
|
340
|
51.8
|
224
|
|
People Trapped Major Accident
|
180
|
1.7
|
177
|
-9.2
|
195
|
|
Fuel Spill
|
597
|
8.2
|
552
|
12.9
|
489
|
|
Cut-Off Water
|
576
|
-9.1
|
634
|
17.0
|
542
|
|
Auto Fire
|
3,880
|
-12.9
|
4,456
|
10.8
|
4,022
|
|
Assist Invalid
|
2,124
|
3.0
|
2,063
|
21.5
|
1,698
|
|
Investigation
|
5,906
|
-5.7
|
6,263
|
7.2
|
5,842
|
|
People Locked In/Out
|
1,245
|
-7.7
|
1,349
|
2.0
|
1,322
|
|
Gas Leak/Cut-Off Gas
|
977
|
2.1
|
957
|
7.8
|
888
|
|
Water In Building
|
8
|
-66.7
|
24
|
-20.0
|
30
|
|
Underwater Recovery
|
1
|
0.0
|
1
|
100.0
|
0
|
|
Water Rescue - No Boat
|
23
|
228.6
|
7
|
-68.2
|
22
|
|
Alert 2 - Redbird
|
5
|
0.0
|
5
|
25.0
|
4
|
|
Alert 2 - Love Field
|
31
|
3.3
|
30
|
-3.2
|
31
|
|
Utility Wire Transformer
|
1,492
|
-26.2
|
2,021
|
48.7
|
1,359
|
|
Emergency First Aid
|
47
|
-6.0
|
50
|
-13.8
|
58
|
|
Rescue Trapped Animal
|
92
|
4.5
|
88
|
-15.4
|
104
|
|
Assist Ambulance
|
29,958
|
-0.8
|
30,210
|
0.3
|
30,108
|
|
Automatic Fire Alarm
|
10,629
|
3.7
|
10,252
|
2.0
|
10,049
|
|
Non-Emergency Public Service
|
133
|
-36.1
|
208
|
25.3
|
166
|
|
Automatic Water Flow Alarm
|
334
|
-1.8
|
340
|
42.9
|
238
|
|
Rescue Drowning - Boat
|
22
|
37.5
|
16
|
-44.8
|
29
|
|
Trapped in Elevator
|
129
|
-3.7
|
134
|
18.6
|
113
|
|
Mutual Aid
|
43
|
-2.3
|
44
|
-20.0
|
55
|
|
Fuel Spill - Love Field
|
3
|
200.0
|
1
|
-83.3
|
6
|
|
Standby - Love Field
|
8
|
700.0
|
1
|
-75.0
|
4
|
|
Automatic Assistance
|
127
|
-8.6
|
138
|
25.4
|
110
|
|
Assist MICU - Major Accident
|
25,194
|
3.5
|
24,337
|
4.6
|
23,257
|
|
CO - No Sick
|
290
|
*
|
*
|
*
|
*
|
|
CO - Sick
|
34
|
*
|
*
|
*
|
*
|
|
Automatic Alarm - High Rise
|
939
|
1.2
|
928
|
-3.2
|
959
|
|
Alert 3 - Love Field
|
0
|
-100.0
|
1
|
-66.7
|
3
|
|
Alert 3 - Red Bird
|
0
|
-100.0
|
2
|
100.0
|
1
|
|
Structure - Fire
|
4,409
|
-15.3
|
5,206
|
5.8
|
4,921
|
|
|
|
|
|
|
|
|
TOTAL
|
92,485
|
-5.6
|
95,724
|
7.6
|
90,311
|
|
*Category not counted during this
time-frame
|
|
|
|
|
Return to the Table of Contents
Multiple
Alarm Activity
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
INCIDENTS
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
Two-alarm
|
68
|
-16.0
|
81
|
-1.2
|
82
|
|
Three-alarm
|
26
|
-16.1
|
31
|
47.6
|
21
|
|
Four-alarm
|
7
|
75.0
|
4
|
-50.0
|
8
|
|
Five-alarm
|
1
|
100.0
|
0
|
-100.0
|
2
|
|
Six-alarm
|
0
|
-100.0
|
2
|
0.0
|
2
|
|
Seven-alarm
|
0
|
0.0
|
0
|
0.0
|
0
|
|
|
|
|
|
|
|
|
TOTAL
|
102
|
-13.6
|
118
|
2.6
|
115
|
Return to the Table of Contents
Battalion
Chief Activity
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
Ranking
|
Chief
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
1
|
03
|
1,147
|
-9.1
|
1,262
|
5.3
|
1,198
|
|
2
|
01
|
1,050
|
3.2
|
1,017
|
0.3
|
1,014
|
|
3
|
04
|
975
|
9.7
|
889
|
-5.9
|
945
|
|
4
|
05
|
918
|
-3.0
|
946
|
17.2
|
807
|
|
5
|
06
|
861
|
-11.5
|
973
|
5.4
|
923
|
|
6
|
07
|
679
|
6.3
|
639
|
-6.4
|
683
|
|
7
|
08
|
657
|
-0.8
|
662
|
-4.5
|
693
|
|
8
|
02
|
642
|
9.4
|
587
|
14.0
|
515
|
|
9
|
09
|
562
|
-11.8
|
637
|
0.8
|
632
|
|
|
|
|
|
|
|
|
TOTAL
|
|
7,491
|
-1.6
|
7,612
|
2.7
|
7,410
|
Return to the Table of Contents
Emergency
Medical Service Activity
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
ACTIVITY
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
EMS dispatches
|
127,565
|
1.6
|
125,558
|
2.5
|
122535
|
|
Avg. response times *
|
5.04
|
-1.4
|
5.11
|
-1.4
|
5.18
|
|
Avg. daily dispatches
|
349
|
1.5
|
344
|
2.4
|
336
|
|
Avg. time at scene *
|
|
|
|
|
|
|
-transports
|
16.48
|
0.9
|
16.34
|
6.0
|
15.42
|
|
-non-transports
|
12.15
|
3.8
|
11.7
|
3.8
|
11.27
|
|
Avg. transport time (scene to hosp.)
*
|
10.23
|
2.6
|
9.97
|
-6.6
|
10.68
|
|
Avg. time to clear*
|
|
|
|
|
|
|
-transports (dispatch-clear hosp)
|
55.07
|
0.8
|
54.62
|
2.1
|
53.50
|
|
-non-tranports (dispatch-clear scene)
|
16.77
|
1.9
|
16.46
|
2.0
|
16.13
|
|
|
|
|
|
|
|
|
TOTAL TRANSPORTS
|
55,814
|
1.7
|
54,879
|
2.6
|
53,480
|
|
|
|
|
|
|
|
|
TOTAL NON-TRANSPORTS
|
77,055
|
2.1
|
75,491
|
5.2
|
71,746
|
|
*Reported
in minutes
|
|
|
|
|
|
Return to the Table of Contents
Emergency
Medical Service Dispatches
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
TYPE
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
Medical emergency
|
41,369
|
5.1
|
39,361
|
5.4
|
37,338
|
|
Major accidents * ^
|
27,056
|
0.3
|
26,979
|
4.1
|
25,913
|
|
Injured person
|
16,907
|
4.0
|
16,258
|
-1.3
|
16,470
|
|
Unconscious person ^
|
7,733
|
-8.7
|
8,473
|
5.1
|
8,064
|
|
Cardiac
|
8,968
|
0.3
|
8,938
|
3.5
|
8,635
|
|
Other (aggravated assault)*
|
7,123
|
3.1
|
6,909
|
-4.3
|
7,218
|
|
Breathing difficulty
|
9,587
|
4.8
|
9,151
|
4.5
|
8,756
|
|
Maternity/OB
|
3,173
|
-3.1
|
3,274
|
-3.8
|
3,405
|
|
Gunshot wound *
|
1,511
|
-16.2
|
1,803
|
-13.4
|
2,082
|
|
Stabbing *
|
1,569
|
-9.9
|
1,742
|
-7.0
|
1,874
|
|
Overdose *
|
1,759
|
-6.0
|
1,872
|
-6.5
|
2,002
|
|
Medical alert
|
785
|
2.6
|
765
|
1.5
|
754
|
|
Emergency transfer
|
26
|
-21.2
|
33
|
37.5
|
24
|
|
|
|
|
|
|
|
|
TOTAL
|
127,565
|
1.6
|
125,558
|
2.5
|
122,535
|
|
|
|
|
|
|
|
|
* Automatic police response
|
|
|
|
|
|
|
^ Automatic engine response
|
|
|
|
|
|
Return to the Table of Contents
Mobile
Intensive Care Unit Activity
|
|
|
|
|
|
|
|
|
|
DEVIATION
|
|
DEVIATION
|
|
|
|
|
FY 96-97
|
|
FY 95-96
|
|
|
|
|
FROM
|
|
FROM
|
|
|
Rank
|
MICU
|
FY 96-97
|
FY 95-96
|
FY 95-96
|
FY 94-95
|
FY 94-95
|
|
|
|
|
|
|
|
|
1
|
718
|
5,046
|
2.9
|
4,906
|
-1.1
|
4,959
|
|
2
|
706
|
4,716
|
-0.9
|
4,759
|
-1.8
|
4,844
|
|
3
|
734
|
4,704
|
1.9
|
4,617
|
-3.9
|
4,805
|
|
4
|
711
|
4,621
|
-1.3
|
4,682
|
-2.2
|
4,789
|
|
5
|
737
|
4,602
|
-6.2
|
4,907
|
5.6
|
4,645
|
|
6
|
733
|
4,517
|
-0.9
|
4,556
|
-5.4
|
4,817
|
|
7
|
738
|
4,421
|
-1.6
|
4,491
|
-1.9
|
4,580
|
|
8
|
735
|
4,402
|
0.2
|
4,392
|
3.1
|
4,259
|
|
9
|
703
|
4,368
|
2.3
|
4,269
|
-3.2
|
4,411
|
|
10
|
724
|
4,340
|
0.2
|
4,333
|
-0.2
|
4,343
|
|
11
|
726
|
4,235
|
3.7
|
4,082
|
-12.4
|
4,658
|
|
12
|
723
|
4,234
|
7.8
|
3,927
|
-1.9
|
4,004
|
|
13
|
731
|
4,230
|
2.4
|
4,130
|
1.4
|
4,073
|
|
14
|
744
|
4,168
|
-3.1
|
4,302
|
-1.9
|
4,387
|
|
15
|
715
|
4,155
|
-6.8
|
4,460
|
-1.1
|
4,510
|
|
16
|
719
|
4,144
|
-1.4
|
4,204
|
2.4
|
4,106
|
|
17
|
732
|
3,991
|
1.3
|
3,941
|
-5.5
|
4,169
|
|
18
|
749
|
3,898
|
8.9
|
3,580
|
-3.3
|
3,702
|
|
19
|
1757
|
3,801
|
-14.9
|
4,466
|
10.7
|
4,034
|
|
20
|
728
|
3,779
|
|
*
|
|
*
|
|
21
|
722
|
3,664
|
-19.2
|
4,534
|
8.9
|
4,162
|
|
22
|
745
|
3,573
|
-4.1
|
3,725
|
-4.3
|
3,893
|
|
23
|
746
|
3,541
|
4.5
|
3,388
|
-2.2
|
3,464
|
|
24
|
747
|
3,530
|
-1.0
|
3,567
|
-4.5
|
3,734
|
|
25
|
741
|
3,514
|
-7.8
|
3,810
|
19.7
|
3,183
|
|
26
|
717
|
3,412
|
-2.3
|
3,492
|
-0.2
|
3,499
|
|
27
|
707
|
2,606
|
0.0
|
2,605
|
14.7
|
2,271
|
|
28
|
725**
|
2,158
|
-1.5
|
2,191
|
-2.3
|
2,242
|
|
29
|
743**
|
2,125
|
1.9
|
2,085
|
3.8
|
2,008
|
|
30
|
708**
|
2,048
|
-3.1
|
2,113
|
-8.0
|
2,296
|
|
31
|
753**
|
1,775
|
-1.3
|
1,799
|
-1.9
|
1,834
|
|
32
|
752**
|
1,473
|
-8.2
|
1,605
|
|
*
|
|
33
|
751**
|
1,458
|
1.9
|
1,431
|
-11.5
|
1,617
|
|
34
|
705**
|
1,431
|
5.2
|
1,360
|
67.9
|
2
|
|
35
|
742**
|
1,427
|
-3.4
|
1,477
|
|
*
|
|
36
|
709
|
1,108
|
14.8
|
965
|
17.5
|
821
|
|
37
|
710
|
862
|
0.3
|
859
|
17.7
|
730
|
|
38
|
790
|
547
|
0.2
|
546
|
21.1
|
451
|
|
39
|
712
|
359
|
-26.0
|
485
|
15.5
|
420
|
|
40
|
791
|
265
|
-15.9
|
315
|
6.1
|
297
|
|
41
|
792
|
257
|
164.9
|
97
|
-69.9
|
322
|
|
42
|
7G5
|
17
|
-73.8
|
65
|
66.7
|
39
|
|
43
|
760's***
|
43
|
7.5
|
40
|
17.6
|
34
|
|
44
|
702
|
*
|
|
*
|
|
1,121
|
|
|
|
|
|
|
|
|
TOTAL
|
|
127,565
|
1.6
|
125,558
|
2.5
|
122,535
|
|
*Indicates MICU not in service during
this time period.
|
|
|
|
|
|
**Indicates Peak Demand MICU
|
|
|
|
|
|
|
***Indicates runs made by private
providers
|
|
|
|
|
Return to the Table of Contents
Department
Fleet Data
|
|
|
|
|
|
|
|
|
FY 96-97
|
FY 96-97
|
|
FY 95-96
|
FY 95-96
|
|
TYPE OF EQUIPMENT
|
ACTIVE
|
RESERVE
|
|
ACTIVE
|
RESERVE
|
|
|
|
|
|
|
|
|
Engines
|
54
|
14
|
|
53
|
14
|
|
Booster pumpers (not staffed)
|
5
|
| |
