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Business Information Services, LLC
October 1, 2019 Fire Service Delivery Study for the City of La Quinta, California Fire Services 2 Cover Letter 3 Qualifications, Related Experience and References 4 Proposed Staffing and Project Organi- zation 10 Work Plan/ Technical Approach 12 Cost and Price 16 Appendices 18 Table of Contents Proposal to the City of La Quinta October 2019 3 To: City of La Quinta Attn: Ms. Kayli Alford Fire Administrative Assistant 78-495 Calle Tampico La Quinta, CA 92253 From: Preston Smith Principal Owner Business Information Services, LLC 375 NW Weschester Drive Blue Springs, MO 64014 Dear Ms. Alford: This proposal has been prepared in response to your RFP for fire service delivery study. Our proposal describes how we would assist the City of La Quinta with analyzing its fire services. We have structured this proposal in the format requested in the RFP, first with the Scope of Work, then including the dozen elements in the Proposal Preparation. Our firm is a 15-year-old professional consulting organization that has completed more than 200 demographic research studies and related projects for public school districts in 12 states. We have completed two previous fire district service studies, and we are interested in expanding our business in this area. We specialize in gathering and analyzing more data than other demographic firms, and have developed some innovative techniques that no other firm has, which we’re aware. We have carefully read the RFP, and as a result of submitting this proposal, we represent that we believe that we have complied with all of its technical and administrative requirements. Our pro- posal will remain valid for 180 days from the due date. As principal owner of Business Information Services and project director of this project if we are chosen, I am authorized to represent the firm on all aspects of the project, which includes ques- tions, interviews and contract negotiation. Sincerely, Preston Smith Principal Owner, Business Information Services, LLC 4 Figure 22. Business Information Services organizational chart, October 2019. Business Information Services, LLC is a 15-year old, professional consulting organization that has completed more than 200 demographic research studies and related projects for public school districts around the country. The compa- ny is a limited liability corporation registered in 2004 with the Missouri Secre- tary of State, with Preston Smith named the Principal Owner. We are based in Blue Springs, Mo. School districts in 12 states have hired our firm since 2004 to provide an unbiased, independent evaluation of where their enrollment is headed and to give recommendations on enrollment growth, boundary chang- es, GIS analysis, building capacity and analysis of student demographics. Our business model includes using contractor, with the specific skillset that we need for each project. This allows us to keep our overhead costs low and pass that savings onto our clients. Our typical office hours are from 6 AM Proposal Content Qualiffcations, Related Experience and References Background information of the ffrm, including the date of founding, legal form, number and location of oifices, num- ber of employees, days and hours of operation and any oth- er pertinent information. Proposal to the City of La Quinta October 2019 5 through 8:30 PM CST, Monday through Saturday. We have completed two fire department service analysis studies and be- lieve this is an area that we could enter into. An example fire department study is included in the appendix. Proposal Preparation Qualiffcations, Related Experience and References Proposer’s full name and principal oifice address, and de- scriptions of the type of business entity (e.g., publicly held corporation, private non-profft, proprietorship. Partner- ship, etc. Our contact information: Preston Smith Principal Owner 375 NW Weschester Drive Blue Springs, MO 64014-1664 816-224-3498 (phone and fax same) Limited Liability Corporation, taxed as a Subchapter S under federal IRS law. 6 We have not undergone bankruptcy, have no pending litigation, no planned office closures and no mergers. We have no organizational conflicts of interest that may affect our ability to perform the required duties. In fact, our firm has never been involved in any litiga- tion since the firm was founded 15 years ago. Further- more, we have never received a single complaint or a negative comment from any project. We realize that we aren’t perfect in every project, but we do try our best to provide the highest level of services possible. Our firm is reviewed annually by Dun & Brad- street, earning the highest credit rating possible for a small business. Our D&B number is 15-011-4358. Ac- cording to Fintel Industry Metrics, our company would rate among the top five percent in the country in prof- itability for educational service firms. Proposal Content Qualiffcations, Related Experience and References Disclose any conditions (e.g. bankruptcy, pending litiga- tion, planned oifice closures, mergers) and organizational conflicts of interest that may affect the ability of the pro- poser to perform the required duties. Proposal Content Qualiffcations, Related Experience and References Certify that the ffrm is not debarred, suspended or other- wise declared ineligible to contract with any other federal, state or local public agency. I certify that my firm is not debarred, suspended or otherwise declared ineligible to contract with any other federal, state or local public agency. Proposal to the City of La Quinta October 2019 7 Proposal Content Qualiffcations, Related Experience and References Provide a list of business clients to which your ffrm is cur- rently providing, or has recently provided, professional consulting services similar to those required in this RFP. In- clude company names, beginning/end dates of contracts and names, titles and telephone numbers the City can con- tact as references for your ffrm. Chief Jeff Grote Central Jackson County Fire Protection District 805 NE Jefferson St. Blue Springs, MO 64015 816-229-2522 • jgrote@cjcfpd.org The CJCFPD employs 131 staff who operate four en- gines, one ladder truck and five full-time paramedic ambulances from five stations. They have an $18.6M budget and have 7,800 total incidents among a 71,000 population. The fire service analysis that we are in the process of completing is shown in the ap- pendix of this proposal. 8 Dr. Paul Kinder Blue Springs, Missouri School District Superintendent 1801 NW Vesper Blue Springs, MO 64015 816-224-1300 • pkinder@BSSD.net Enrollment: about 15,000. Business Information Services has completed 14 demographic studies for the Blue Springs School District, and more than a dozen other major projects, which include bus route analysis, site selection for new buildings and attendance boundary analysis. We also completed an evaluation of its busing network, which includes 150 buses in three tiers. The Blue Springs district is a suburban district within the Kansas City, Missouri metropolitan area. Tess Smith Lamar County School District, Mississippi Superintendent 601-794-1030 • tess.smith@lamark12.org Enrollment: About 9,000. During the last six years, we have pro- vided extensive enrollment analysis in one of the fastest-growing school district in the state, provided reorganized bus routes, helped with redrawing of elementary attendance lines and helped with site selection of two new schools. Proposal to the City of La Quinta October 2019 9 Dr. Paul Kelly Park Hill, Missouri School District Assistant Superintendent for Business and Technology 7703 NW Barry Rd, Kansas City, MO 64153 816-359-4020 • pvkelly@parkhill.k12.mo.us Enrollment: About 11,000. We have worked with the dis- trict to complete eight demographic studies, boundary line analysis, site selection for a new school and meet regular- ly with their long-term capital improvements committee. We completed work in 2018 with their long-range plan- ning committee to help reconfigure elementary boundary lines. Park Hill is an urban/suburban district in northern Kansas City, Missouri. 10 Proposal Preparation Requirements 4. The name(s) of the employees, persons or contractor(s) proposed to perform the services, and describe the qualiff- cations and experience of each. Proposal Content Proposed Staifing and Project Organization Discuss the staifing of the proposing ffrm who would be as- signed to work on the City’s projects. Identify the key personnel that would be assigned to pro- vide required services. Include a brief description of their qualiffcations and experience in performing the type of work being assigned. Designate an administrator who would serve as a day-to- day contact for the City. Provide any necessary organizational chart of the ffrm as it relates to this RFP. Preston Smith Principal Owner Sarah Rose Contract GIS Analyst Karen Klein Contract Data Researcher Jason Smith Contract Data Analyst Proposal to the City of La Quinta October 2019 11 Preston Smith Mr. Smith will serve as the project director for this engagement, and besides being the ad- ministrator, he will be the key point of contact for the fire department. He is the founder and has been the principal owner of Business Information Services, LLC. Mr. Smith’s background includes working as an investigative reporter, with five years in Washington DC with White House and Capitol Hill press credentials and was a member of the National Press Club. He has a graduate degree in public administration with a specialization in quantitative analysis. Mr. Smith worked as a performance auditor for the City of Kansas City, Missouri, and found ways to save more than $3M in public funds through greater efficiencies in pro- grams. He evaluated overtime expenses of city staff, analyzed city purchases and developed performance measurements for evaluating programs. As a bank auditor, he found ways to improve teller processes and to develop new efficiencies for measuring lending risks. During the late 1990s, Mr. Smith worked at a large data processing company where he found ways to save more than $700,000 year. He also was the project manager of a large Y2K data con- version project that encompassed more than 80 staffers and more than 200,000 staff hours. As a school district demographer, Mr. Smith has worked on more than 200 different projects in 12 states. His firm specializes in preparing the most comprehensive demographic studies in the country. Sources for his firm’s studies include data from government agen- cies, third-party demographic data providers and more than 15 other sources. Sarah Rose Ms. Rose is a certified GIS analyst with more than 8 years of professional experience. She is currently the chief GIS analyst for Clay County, Missouri Assessor’s office. She is proficient at parcel analysis as well as manipulation of school district attendance boundary lines. She has a Master’s degree in GIS analysis from the University of Missouri-Kansas City. For this project, she will develop all the maps and perform all the GIS analysis. Jason Smith As the data analyst for this project, Mr. Smith will gather all the relevant service record da- ta, comparison data and build the charts, tables and graphs for the study. He has 10 years of experience in data analysis, database structure and advanced spreadsheet design. 12 Proposal Content Work Plan/Technical Approach Establish the proposer’s understanding of the City’s objec- tives and requirements, demonstrate the proper ability to meet those objectives and requirements, and clearly identi- fy the method (plan) of accomplishing the described work. Provide a summary of the ffrm’s proposed services, with a focus on any technologies, innovations, and processes that the ffrm will offer to help the City meet its objectives. Proposal to the City of La Quinta October 2019 13 We see this RFP as calling for a wide range of services to analyze the depart- ment’s staffing, equipment, incidents, finances and demographic trends. It will require a high level of engagement on our part and also the part of the city to provide a wide variety of data. Some of the detail of how we would approach this project is described on p. 17, in the cost breakout by the required delivera- bles. For 15 years, our firm has been a leader in developing innovative re- search and analysis techniques for public school districts. In many ways, ana- lyzing fire departments is easier because we don’t give a projection of by-school enrollments for 10 years. The scope of work in your RFP is fairly standard analysis for any public entity. Unlike many other consulting firms, we regular- ly prepare analysis that includes hundreds of tables, charts and graphs, cou- pled with maps. If we need a higher level of research, we have on contract one of the country’s top online researchers. We have a unique skillset and have the ability to research and analyze nearly any issue. Our plan for accomplishing this project would be to start the date the contract is awarded, October 15. We have managed large projects before, and never have missed a deadline. We would recommend a weekly check-in confer- ence call to make sure we’re on track and to answer questions. We would re- quest all data at the onset, perform our basic analysis by Nov. 1. By mid- November, we would complete an on-site visit, verify initial data and fill in gaps in the data. For the next 30 days, we’d do the interviews, analysis and map preparation, finishing before Christmas. From early January to mid- January, we would write the report, easily making the deadline of the draft by the 20th. 14 Proposal Preparation Work Plan/Technical Approach Describe what information, documentation or staff assis- tance from the City your ffrm would request in order to complete the work described. Proposal to the City of La Quinta October 2019 15 • Service record data for the last five years, in Excel format, if it is available.. The sample data listed with the RFP appears adequate, however, there are some data fields missing that we would need, if available: • Dispatch, arrival and clear times. The data in the RFP showed only date and time of incident. • Whether the incident is emergency or non-emergency. • Incident type codes, so we could determine what kind of incident it was. • A list of equipment and what station the equipment is assigned. • What vehicle is reporting the incident. • Boundary lines for the department. • Photos of stations and equipment. • One month of staffing schedule data, showing job classification. • Two years of facility and equipment maintenance schedules. • The names of three peer fire departments in which comparisons can be made and develop baselines. • Financial data in Excel format for the last five years, divided by cost alloca- tion codes, with a description of what those codes are. • Break out of jurisdictions contributing to fire services, if not shown in the financial data. 16 The bid on the facing page includes an itemized list of the Scope of Work that were required in the RFP. This is a flat-fee bid, with no other expenses that would be billed during the project. The total is $73,545. (Seventy -three Thousand, Five-Hundred Forty Five.) The RFP includes a wide range of services that will require a high level of organization and research to evaluate the city’s fire services. Proposal Preparation Requirements 5. Description of the manner by which Proposer proposes to be compensated for the services to be provided, includ- ing a listing or schedule of fees, commissions, costs and ex- penses, including reimbursable costs and Proposer’s total cost for the services to be provided. Proposal to the City of La Quinta October 2019 17 Figure 23. Itemized listing of scope of services from the RFP. Scope of Work Fee Estimated Staff Hours Out of Pocket Expenses Estimated Notes on Expenses Operational Overlays $6,950 46 $0 Maps prepared to show the service areas of each station plotted against the overall population density. Number and location of stations $6,400 43 Based on drive times and service gaps, our spatial analysis will show whether the current stations will do the job or whether more are needed. We also will include 5- year and 10-year population projections by Census block group. Number and type of apparatus, including special response units $1,500 10 The current inventory will be compared against the projected growth in number of incidents based on the changes in population demographics. Staffing patterns $10,350 69 Using one month of data, we will analyze the service demands and the available scheduled staff to serve the demand. Fire Prevention/ Public Education $1,500 10 After determining the level of fire incidents in the area, then we would help formulate a plan for addressing them. Facility/ equipment maintenance $8,800 59 We would ask for two years of facility and equipment maintence schedules and records. We would then compare these schedules with what is recommended. Impact on customer service and ISO ratings $7,500 50 Using the last three ISO PPC summary reports, we would compare past ratings and peer ratings to determine where the La Quinta fire services rate. Identify departmental strengths, weaknesses, differences and provide recommendations $8,600 57 After an analysis of incident data, interviews with administrators and using peer comparison data, we will develop a matrix that shows the strengths and weaknesses of the department, and provide recommendations for change. Analysis of present resources available to meet emergency services requirements $1,500 10 This will be developed as part of the operational overlays and station analysis. Financial forecast for 10 years $7,800 52 Based on the growth of the number of incidents and population demographics,as well as anticpated staff increases and equipment/facility improvements, we can give a 10-year projection. Potential cost allocation changes to each jurisdiction $5,400 36 Based on the financial projections, we can give an anticipated allocation for each jurisdiction . Project Admin Travel (all mileage, gas, hotel, food to attend meetings and develop on-site research)$2,500 30 $0 Two trips for this project, at the beginning and at the end of the project. Reproductions/Printing of Reports $120 8 $500 Includes printing of a dozen reports of 125 pages. Staff billed at $15 per hour for 8 hours. Phone Services $0 0 $25 Prorated based on annual subscription fees and estimated length of project. Data Research Services $3,500 23 Involves hiring a specialzed data researcher to develop peer comparison data, equipment and facility maintence standards and organization staffing standards. Data Expenses $0 0 $600 The purchase of additional data, if necessary. Total Services $72,420 503 $1,125 $73,545 18 Appendix Resumes of key staff Insurance documentation Example of Fire Services Study Core Values Proposal to the City of La Quinta October 2019 19 20 Proposal Preparation Requirements 4. The name(s) of the employees, persons or contractor(s) proposed to perform the services, and describe the qualiff- cations and experience of each. Proposal to the City of La Quinta October 2019 21 22 Proposal Preparation Requirements 4. The name(s) of the employees, persons or contractor(s) proposed to perform the services, and describe the qualiff- cations and experience of each. Proposal to the City of La Quinta October 2019 23 24 Proposal Preparation Requirements Provide documentation of valid professional liability insur- ance Proposal to the City of La Quinta October 2019 25 26 Proposal Preparation Requirements Signed Non-Collusion Aifidavit Form Proposal to the City of La Quinta October 2019 27 Integrity—We tell the truth even when it isn’t popular. Our word is our bond and we will do what we say. Hard Work—It is an honor to serve your school district. We will work hard to earn and keep your trust. Quality—Our demographic studies have more data, more information and more analysis than is produced by any other firm in the country. Innovation—We are always trying to find new ways to gath- er and present better information. Accountability—We realize that school district administra- tors rely on our data for staff hiring, building construction and long-range planning. If we are wrong, the decisions made can cost taxpayers millions of dollars. So we take our responsibility for providing the most accurate enrollment in- formation possible very seriously. © Business Information Services, LLC Central Jackson County Fire Protection Department September 2019 All Rights Reserved © Business Information Services, LLC Page 2 Figure 1. The Central Jackson County Fire Protection District (CJCFPD) boundary is shown, with the key landmarks in the district. Page 3 © Business Information Services, LLC All Rights Reserved x x x x x x x x x x x x x All Rights Reserved © Business Information Services, LLC Page 4 Page 5 © Business Information Services, LLC All Rights Reserved x x x x x x x All Rights Reserved © Business Information Services, LLC Page 6 Figure 2. Aerial view of the Central Jackson County Fire Protection District. Page 7 © Business Information Services, LLC All Rights Reserved All Rights Reserved © Business Information Services, LLC Page 8 PAGE DELIBERATELY LEFT BLANK Page 9 © Business Information Services, LLC All Rights Reserved Demographics in the CJCFPD All Rights Reserved © Business Information Services, LLC Page 10 Figure 4. 2000 Census and 2012-2016 ACS Data with estimated 2018 totals for the Central Jackson County Fire Protection District, by age cohorts, and compared to changes in the state overall. For the 2000 Cen- sus, the age groupings don’t match the other years. So where there is a blank, the range is totaled to the row below. For example, there is no data in the 5– to 9-year-old group, but there is a number in the 10-14 year-old column. For the 2000 Census, the 7,270 is the total number of persons in the 5 to 14-year-old grouping. Percent Percent Number Percent Both sexes Male Female Both sexes Both sexes Male Female Both sexes Both sexes Both sexes Under 5 years 4,647 2,392 2,255 6.5% 4,978 2,489 2,489 7.3% 4,280 7.7%-331 -6.6%367 8.6% 5.5% 5 to 9 years 4,892 2,473 2,419 6.9% 5,542 2,820 2,722 8.1%-650 -11.7% -2.1% 10 to 14 years 5,080 2,608 2,472 7.1% 5,774 2,873 2,901 8.4%-694 -12.0% -3.7% 15 to 17 years 3,214 1,644 1,570 4.5% 3,616 1,840 1,776 5.3% 4,783 8.6%-402 -11.1% -1,569 -32.8%0.4% 18 and 19 years 2,591 1,307 1,284 3.6% 1,385 798 587 2.0% 1,206 87.1% 5.7% 20 years 954 513 441 1.3% 701 292 409 1.0% 253 36.1% 8.4% 21 years 933 504 429 1.3% 660 297 363 1.0% 273 41.4% 9.6% 22 to 24 years 2,868 1,469 1,399 4.0% 1,751 742 1,009 2.6% 2,073 3.7% 1,117 63.8% 795 38.4%12.4% 25 to 29 years 4,477 2,270 2,207 6.3% 4,465 2,376 2,089 6.5% 4,221 7.6% 12 0.3% 256 6.1% 11.3% 30 to 34 years 4,239 2,091 2,148 6.0%5,160 2,543 2,617 7.5%4,228 7.6%-921 -17.8%11 0.3%-1.1% 35 to 39 years 4,881 2,355 2,526 6.9% 4,441 2,233 2,208 6.5% 4,608 8.2% 440 9.9% 273 5.9%-17.0% 40 to 44 years 4,836 2,317 2,519 6.8% 4,996 2,284 2,712 7.3% 4,928 8.8%-160 -3.2% -92 -1.9% -14.4% 45 to 49 years 4,747 2,296 2,451 6.7% 4,727 2,555 2,172 6.9% 4,384 7.8% 20 0.4% 363 8.3% 12.4% 50 to 54 years 4,519 2,193 2,326 6.3% 4,373 2,002 2,371 6.4% 3,804 6.8% 146 3.3% 715 18.8% 28.0% 55 to 59 years 4,608 2,146 2,462 6.5% 4,275 1,790 2,485 6.2% 2,517 4.5% 333 7.8% 2,091 83.1% 39.7% 60 and 64 years 4,190 1,951 2,239 5.9% 3,824 1,969 1,855 5.6% 1,814 3.2% 366 9.6% 2,376 131.0% 48.6% 65 to 69 years 3,640 1,681 1,959 5.1% 2,865 1,327 1,538 4.2% 775 27.1% 45.3% 70 to 74 years 2,748 1,258 1,490 3.9% 1,864 781 1,083 2.7% 884 47.4%-1.2% 75 to 79 years 1,611 715 896 2.3% 1,321 587 734 1.9% 290 22.0% 11.6% 80 to 84 years 895 367 528 1.3% 896 282 614 1.3%-1 -0.1%11.9% 85 years and over 618 173 445 0.9% 852 281 571 1.2%-234 -27.5%17.1% Total population (all ages) 71,188 34,723 36,465 100.0% 68,466 33,161 35,305 100.0% 55,907 100.0% 2,722 4.0% 15,281 27.3% 7.0% 37.2% Age Cohorts in the Central Jackson County Fire Protection District: 2000 Census, 2012-2016 ACS and 2018 Estimated Age 2018 Estimated Population 2012-2016 American Community Survey Data 2000 Census Overall Change 2012 > 2018 Overall % Change 2012 > 2018 Overall Change 2000 > 2018 Overall % Change 2000 > 2018 2010 Census Missouri % Change 2000 > 2010 Number Number 7,270 13.0%2,702 2,837 5.1%1,641 57.8% 2,439 4.4%3,949 161.9% 1,721 3.1%1,403 81.5% Page 11 © Business Information Services, LLC All Rights Reserved Figure 5. Area municipalities within and near the Central Jackson County Fire Protection District. All Rights Reserved © Business Information Services, LLC Page 12 Figure 6. Distribution by age cohorts in the Central Jackson County Fire Protection District, for the 2000 Census, 2012-2016 ACS, and estimated 2018 population. 4,647 9,972 3,214 4,478 2,868 4,477 4,239 4,881 4,836 4,747 4,519 4,608 4,190 6,388 3,124 4,280 7,270 4,783 2,837 2,073 4,221 4,228 4,608 4,928 4,384 3,804 2,517 1,814 2,439 1,721 0 2,000 4,000 6,000 8,000 10,000 12,000 Under 5 years 5 to 14 years 15 to 17 years 18 to 21 years 22 to 24 years 25 to 29 years 30 to 34 years 35 to 39 years 40 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 and 64 years 65 to 74 years Over 75 years Comparison of Population Totals in Age Groups in 2018, 2012-2016 and 2000 Census 2018 Estimated Population 2012-2016 American Community Survey Data 2000 Census Page 13 © Business Information Services, LLC All Rights Reserved Figure 7. Distribution by age cohorts by percentage in the Central Jackson County Fire Protection District, for the 2000 Census, 2012-2016 ACS, and estimated 2018 population. 6.5% 14.0% 4.5% 6.3% 4.0% 6.3% 6.0% 6.9%6.8%6.7%6.3%6.5% 5.9% 9.0% 4.4% 7.7% 13.0% 8.6% 5.1% 3.7% 7.6%7.6% 8.2% 8.8% 7.8% 6.8% 4.5% 3.2% 4.4% 3.1% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% Under 5 years 5 to 14 years 15 to 17 years 18 to 21 years 22 to 24 years 25 to 29 years 30 to 34 years 35 to 39 years 40 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 and 64 years 65 to 74 years Over 75 years Comparison of Population Percentages in Age Cohorts: 2018, 2012 -2016 and 2000 2018 Estimated Population 2012-2016 American Community Survey Data 2000 Census All Rights Reserved © Business Information Services, LLC Page 14 4,769 8,440 3,915 4,186 3,334 5,585 5,365 4,608 4,339 4,977 4,902 4,742 4,427 8,137 5,705 0 2,000 4,000 6,000 8,000 10,000 12,000 Under 5 years 5 to 14 years 15 to 17 years 18 to 21 years 22 to 24 years 25 to 29 years 30 to 34 years 35 to 39 years 40 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 and 64 years 65 to 74 years Over 75 years Projected Population in Age Cohorts, 2023 and 2028, in the CJCFPD 2018 Estimated Population 2023 Projected 2028 Projected Figure 8. Distribution by age cohorts in the Central Jackson County Fire Protection District, population estimated for 2018, projected to 2023 and 2028. Page 15 © Business Information Services, LLC All Rights Reserved Figure 9. Distribution by age cohorts by percentage in the Central Jackson County Fire Protection District, population estimated for 2018 and projected for 2023 and 2028. 6.2% 10.9% 5.1% 5.4% 4.3% 7.2% 6.9% 6.0% 5.6% 6.4% 6.3% 6.1% 5.7% 10.5% 7.4% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% Under 5 years 5 to 14 years 15 to 17 years 18 to 21 years 22 to 24 years 25 to 29 years 30 to 34 years 35 to 39 years 40 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 and 64 years 65 to 74 years Over 75 years Projected Percentage of Population by Age Cohorts, 2023 and 2028, in CJCFPD 2018 Estimated Population 2023 Projected 2028 Projected All Rights Reserved © Business Information Services, LLC Page 16 55,907 68,466 71,188 75,095 77,431 5,411 7,576 7,819 8,761 9,162 5,430 7,467 7,908 8,542 8,920 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 Predicted Incidents based on Population Change to 2028 for CJCFPD Population Incidents Predicted Incidents Figure 10. Predicted incidents based on population change in the Central Jackson County Fire Protection District, estimated 2028 population. There are two models shown on this graph. The red numbers show an estimated number of incidents based on a simple linear model. The boxed yellow numbers show the num- ber of incidents based on a regression model. The blue bars and the right-hand axis show the changes in population. (The yellow line for actual incidents are predicted after 2018 using a linear model. Page 17 © Business Information Services, LLC All Rights Reserved 29.2%29.1% 25.1% 23.2% 22.1% 41.0% 34.4% 36.2%35.9%35.4% 29.8% 36.5% 38.7% 40.9% 42.5% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2000 Census 2012-2016 American Community Survey Data 2018 Estimated Population 2023 Projected 2028 Projected Change in Percentage of Total Population, by Cohorts, 2000-2028, in CJCFPD Under 17 years old 18 to 44 years old 45 to over 75 years old Figure 11. Change in percentage of total population, by cohorts, 2000-2028, in CJCFPD. Figure 12. Incidents vs. Population. This is a fairly weak model since we have only three key data points to compare the number of incidents with population. All Rights Reserved © Business Information Services, LLC Page 18 Figure 13. These areas were determined by calculating the population percentage of each Census block, summing those areas to find a total district population, and dividing by the district area in square miles. • Wilderness/ Frontier/ Undeveloped Geography with no population. • Rural Geography with a total population of less than 10,000 people and/or a population density of less than 1,000 people per square mile. • Suburban Geography with a population of 10,000 to 29,999 and/or a population density of between 1,000 and 2,000 people per square mile. • Urban Geography with a population of over 30,000 people and/or a population density of over 2,000 people per square mile. • Metropolitan Geography with populations of over 200,000 people in total and/or a population density of over 3,000 people per square mile. Page 19 © Business Information Services, LLC All Rights Reserved Figure 14. Population density in the Central Jackson County Fire Protection District, 2010 Census. All Rights Reserved © Business Information Services, LLC Page 20 Figure 15. The level of population migration in the CJCFPD during the last year. Page 21 © Business Information Services, LLC All Rights Reserved Figures 16-17. Top, house sales in Eastern Jackson County during the last decade. Bottom, residential building permits in the City of Blue Springs and Grain Valley, 2005-2018. 266 501 271 102 52 45 80 87 139 273 184 223 228 367 378 222 254 42 18 30 23 38 49 65 133 111 147 110 0 100 200 300 400 500 600 700 800 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total Residential Building Permits in Cities Within the CJCFPD (2005-2018) Blue Springs Grain Valley City Number of Homes Sold 2018 Number of Homes Sold 2017 Number of Homes Sold 2016 Number of Homes Sold 2015 Number of Homes Sold 2014 Number of Homes Sold 2013 Number of Homes Sold 2012 Number of Homes Sold 2011 Number of Homes Sold 2010 Number of Homes Sold 2009 Number of Homes Sold 2008 Number of Homes Sold 2007 Number of Homes Sold 2006 Number of Homes Sold 2005 % Change 2008 > 2018 % Change 2010 > 2018 Blue Springs 1,106 1,061 1,128 1,032 867 1,634 710 600 639 742 729 801 842 1,011 51.7% 73.1% Grain Valley 360 348 385 329 293 486 250 218 234 272 284 314 388 372 26.8% 53.8% Independence 1,960 1,865 1,763 1,640 1403 3,160 1,419 1,297 1,295 1415 1,547 1,636 1,842 2,055 26.7% 51.4% Lee's Summit 2,141 2,041 2,154 1,972 1720 3,354 1,491 1,183 1,241 1402 1,491 1,716 1,772 2,079 43.6% 72.5% Oak Grove 175 175 184 134 142 266 111 90 116 123 111 125 140 138 57.7% 50.9% Total 5,742 5,490 5,614 5,107 4,425 8,900 3,981 3,388 3,525 3,954 4,162 4,592 4,984 5,655 38.0% 62.9% All Single-Family Homes Sold in Eastern Jackson County in 2008-2018 All Rights Reserved © Business Information Services, LLC Page 22 Figure 18. 2010 Census block groups in the CJCFPD. Page 23 © Business Information Services, LLC All Rights Reserved Figure 19. 2010 Census blocks in the CJCFPD. All Rights Reserved © Business Information Services, LLC Page 24 Figure 20. Estimated 2018 population by Census block group in the CJCFPD. Page 25 © Business Information Services, LLC All Rights Reserved Figure 21. Estimated 2023 population by Census block group in the CJCFPD. All Rights Reserved © Business Information Services, LLC Page 26 Figure 22. Estimated 2028 population by Census block group in the CJCFPD. Page 27 © Business Information Services, LLC All Rights Reserved PAGE DELIBERATELY LEFT BLANK All Rights Reserved © Business Information Services, LLC Page 28 Figure 23. Estimated percent change in population in the CJCFPD, from 2010-2018. Page 29 © Business Information Services, LLC All Rights Reserved Figure 24. Estimated percent change in population in the CJCFPD, from 2010-2023. All Rights Reserved © Business Information Services, LLC Page 30 Figure 25. Not working is often an indicator of retirement. This map shows how many persons are not in the workforce, and where they live. Page 31 © Business Information Services, LLC All Rights Reserved Data Years Count Rate State Rate Significantly Different Leading Causes of Death All Causes 2007 - 2017 21,647 776.23 815.85 L Heart Disease 2007 - 2017 4,899 175.26 199.32 L All Cancers (Malignant Neoplasms)2007 - 2017 4,892 171.74 178.9 L Lung Cancer 2007 - 2017 1,343 46.96 54.06 L Breast Cancer 2007 - 2017 381 13.06 12.54 N/S Colorectal Cancer 2007 - 2017 426 15.15 16.04 N/S Chronic Lower Respiratory Disease 2007 - 2017 1,371 49.93 51.81 N/S Total Unintentional Injuries 2007 - 2017 1,109 39.66 49.98 L Accidental Poisoning 2007 - 2017 300 10.61 15.52 L Motor Vehicle Accidents 2007 - 2017 295 10.79 14.62 L Stroke/Other Cerebrovascular Disease 2007 - 2017 1,019 37.27 43.02 L Alzheimer's Disease 2007 - 2017 836 30.99 28.09 H Diabetes Mellitus 2007 - 2017 511 18.19 20.34 L Kidney Disease (Nephritis and Nephrosis)2007 - 2017 528 19.22 18.85 N/S Pneumonia and Influenza 2007 - 2017 432 15.54 18.03 L Suicide 2007 - 2017 422 15.19 15.45 N/S Septicemia 2007 - 2017 309 11.1 11.32 N/S Chronic Liver Disease and Cirrhosis 2007 - 2017 189 6.45 8.27 L Smoking-Attributable (estimated)2007 - 2017 3,501 123.01 138.93 L All Injuries and Poisonings 2007 - 2017 1,717 61.71 76.01 L Homicide 2007 - 2017 151 5.64 8.17 L Alcohol-Induced Deaths 2007 - 2017 200 6.62 6.53 N/S Drug-Induced Deaths 2007 - 2017 331 11.62 17.86 L Accidental Drug Poisonings 2007 - 2017 265 9.35 14.58 L Injury by Firearms 2007 - 2017 320 11.72 15.48 L Missouri Resident Death - Leading Causes Profile Eastern Jackson County Leading Cause of Death Indicators Other Causes of Interest Figure 26. Eastern Jackson County leading causes of death profile, from the Missouri Department of Health and Senior Services. Alzheimer’s Disease, highlighted, is significantly higher than the statewide rate. All other causes are either lower or not significantly different from the statewide rate. All Rights Reserved © Business Information Services, LLC Page 32 Rank Geography Data Years Count Rate State Rate Lower 95% Confidence Limit Upper 95% Confidence Limit Significantly Different Missouri 2007 - 2017 22,242 28.09 28.09 27.72 28.46 1 Lawrence 2007 - 2017 361 59.72 28.09 53.72 66.21 H 2 Madison 2007 - 2017 114 58.83 28.09 48.53 70.67 H 3 Butler 2007 - 2017 341 55.6 28.09 49.85 61.83 H 4 Douglas 2007 - 2017 125 55.6 28.09 46.28 66.24 H 5 Lincoln 2007 - 2017 246 51.96 28.09 45.67 58.88 H 6 Perry 2007 - 2017 154 48.66 28.09 41.28 56.98 H 7 Dunklin 2007 - 2017 222 48.35 28.09 42.2 55.15 H 8 Wright 2007 - 2017 132 46.39 28.09 38.81 55.01 H 9 Howell 2007 - 2017 277 44.75 28.09 39.63 50.34 H 10 Iron 2007 - 2017 64 42.87 28.09 33.02 54.74 H 58 Eastern Jackson County 2007 - 2017 836 30.99 28.09 28.89 33.09 H 59 St. Clair 2007 - 2017 64 30.76 28.09 23.69 39.28 N/S Missouri Resident Death - Leading Causes Profile Indicator: Leading Causes of Death - Alzheimer's Disease Figure 27. Missouri leading causes of death-Alzheimer’s Disease profile. Eastern Jackson County is ranked 58th statewide in deaths caused by Alzheimer’s. Page 33 © Business Information Services, LLC All Rights Reserved Rank Geography Data Years Count Rate State Rate Lower 95% Confidence Upper 95% Confidence Significantl y Different Missouri 2015 72,507 100.18 100.18 99.45 100.91 1 Dunklin 2015 565 145.81 100.18 133.79 157.83 H 2 Butler 2015 786 141.46 100.18 131.57 151.35 H 3 Iron 2015 197 140.21 100.18 121.31 161.22 H 4 Pemiscot 2015 283 136.96 100.18 121.47 153.88 H 5 Henry 2015 423 136.35 100.18 123.66 149.98 H 6 Independence 2015 1,993 135.57 100.18 129.62 141.52 H 7 Bates 2015 298 133.61 100.18 118.87 149.67 H 8 St. Louis City 2015 4,208 131.31 100.18 127.34 135.28 H 9 St. Francois 2015 1,015 129.03 100.18 121.09 136.97 H 10 Harrison 2015 159 128.94 100.18 109.68 150.61 H 26 Eastern Jackson County 2015 3,179 117.61 100.18 113.52 121.7 H 27 Ray 2015 343 116.81 100.18 104.77 129.85 H Missouri Inpatient Hospitalizations Profile Indicator: Heart and Circulation - Heart Disease Rank Geography Data Years Count Rate State Rate Lower 95% Confidenc e Limit Upper 95% Confidenc e Limit Significantly Different Missouri 2007 - 2017 19,812 24.98 24.98 24.63 25.33 1 Oregon 2007 - 2017 389 214.2 24.98 193.4 236.53 H 2 Carroll 2007 - 2017 113 65.7 24.98 54.15 78.99 H 3 Iron 2007 - 2017 93 59.87 24.98 48.32 73.34 H 4 Bates 2007 - 2017 148 54.29 24.98 45.9 63.77 H 5 Reynolds 2007 - 2017 57 52.63 24.98 39.86 68.19 H 6 Macon 2007 - 2017 160 52.07 24.98 44.31 60.79 H 7 Pike 2007 - 2017 129 50.4 24.98 42.08 59.89 H 8 Mississippi 2007 - 2017 92 47.88 24.98 38.6 58.72 H 9 South Central Ozark 2007 - 2017 924 46.16 24.98 43.18 49.14 H 10 Ray 2007 - 2017 134 44.12 24.98 36.97 52.25 H 44 Eastern Jackson County 2007 - 2017 873 31.78 24.98 29.67 33.89 H 45 Cass 2007 - 2017 398 31.51 24.98 28.49 34.76 H Missouri Inpatient Hospitalizations Profile Indicator: Congestive Heart Failure Figure 29. Missouri Inpatient Hospitalizations Profile– Indicator: Congestive Heart Failure. Figure 28. Missouri Inpatient Hospitalizations Profile-Indicator: Heart Disease. Eastern Jackson County ranks 26th in the state for heart disease hospitalizations. All Rights Reserved © Business Information Services, LLC Page 34 Figure 30. Estimated 2018 Percentage of population over age 60 in CJCFPD. Page 35 © Business Information Services, LLC All Rights Reserved Figure 31. Estimated 2018 Population over age 60 and number of medical incidents in CJCFPD. There is not necessarily a direct correlation between the distribution of where persons over 60 years old live and the number of medical incidents because of the disproportionate number of incidents attributed to nurs- ing homes. The shading on the map shows the number of persons over 60 years old, the numbers show the number of medical incidents. All Rights Reserved © Business Information Services, LLC Page 36 Missouri Resident Chronic Disease Comparisons Profile Data Years Count Rate State Rate Significantly Different Deaths 2007 - 2017 4,899 175.26 199.32 L Hospitalizations 2011 - 2015 14,630 110.83 109.46 N/S ER Visits 2011 - 2015 17,847 13.91 15.12 L Deaths 2007 - 2017 2,613 92.97 124.16 L Hospitalizations 2011 - 2015 4,187 30.91 32.53 L ER Visits 2011 - 2015 329 0.24 0.57 L Deaths 2007 - 2017 1,019 37.27 43.02 L Hospitalizations 2011 - 2015 3,318 25.3 27.85 L ER Visits 2011 - 2015 882 0.67 0.77 L Deaths 2007 - 2017 4,892 171.74 178.9 L Hospitalizations 2011 - 2015 4,014 29.53 29.93 N/S Deaths 2007 - 2017 426 15.15 16.04 N/S Hospitalizations 2011 - 2015 475 3.61 3.9 N/S Deaths 2007 - 2017 422 15.03 15.82 N/S Deaths 2007 - 2017 1,343 46.96 54.04 L Hospitalizations 2011 - 2015 461 3.43 4.01 L Colorectal Cancer Eastern Jackson County Heart Disease Ischemic Heart Disease Stroke/Other Cerebrovascular Disease All Cancers (Malignant Neoplasms) Colon and Rectum Cancer (SEER) Lung Cancer (SEER) Figure 32. Eastern Jackson County Chronic Disease Comparison Profile. Page 37 © Business Information Services, LLC All Rights Reserved Missouri Resident Chronic Disease Comparisons Profile Data Years Count Rate State Rate Significantly Different Deaths 2007 - 2017 381 13.06 12.54 N/S Hospitalizations 2011 - 2015 157 1.16 1.1 N/S Deaths 2007 - 2017 30 1.03 1.33 N/S Hospitalizations 2011 - 2015 81 0.63 0.45 H Deaths 2007 - 2017 187 6.95 7.52 N/S Hospitalizations 2011 - 2015 243 1.61 1.86 N/S Deaths 2007 - 2017 511 18.19 20.34 L Hospitalizations 2011 - 2015 2,048 15.61 18.78 L ER Visits 2011 - 2015 2,209 1.7 1.96 L Deaths 2007 - 2017 1,346 49.09 50.71 N/S Hospitalizations 2011 - 2015 2,467 18.31 20.64 L ER Visits 2011 - 2015 6,230 4.82 5.54 L Deaths 2007 - 2017 25 0.84 1.1 N/S Hospitalizations 2011 - 2015 1,157 8.8 11.27 L ER Visits 2011 - 2015 5,369 4.26 5.39 L Deaths 2007 - 2017 3,501 123.01 138.93 L Deaths 2007 - 2017 69 2.45 2.94 N/S Hospitalizations 2011 - 2015 6,238 45.05 42.91 H ER Visits 2011 - 2015 11,772 9.24 10.91 L Eastern Jackson County Chronic Obstructive Pulmonary Disease Excluding Asthma Asthma Smoking-Attributable (Estimated) Arthritis/Lupus Breast Cancer Cervical Cancer Prostate Cancer Diabetes Mellitus Figure 32. (cont) Eastern Jackson County Chronic Disease Comparison Profile. All Rights Reserved © Business Information Services, LLC Page 38 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Diseases of the heart: Nonspecific chest pain 276 353 332 305 385 422 518 525 620 717 599 777 725 719 810 8,083 Chronic obstructive pulmonary disease and bronchiectasis 303 352 418 378 391 293 382 486 578 420 382 288 245 369 454 5,739 Non-traumatic joint disorders: Other non-traumatic joint disorders 146 142 199 231 215 225 221 240 305 384 352 364 390 458 520 4,392 Asthma 274 259 259 237 265 278 331 243 232 237 235 325 303 285 245 4,008 Diseases of the heart: Cardiac dysrhythmias 156 138 149 128 159 139 180 175 181 176 187 203 175 158 221 2,525 Epilepsy- convulsions 83 81 104 96 143 98 150 175 171 171 173 181 191 174 180 2,171 Alcohol and substance-related mental disorders: Alcohol-related mental disorders 45 54 51 68 90 89 136 120 129 141 184 203 163 154 181 1,808 Hypertension: Essential hypertension 58 57 71 75 57 82 102 96 104 115 127 138 162 166 134 1,544 Alcohol and substance-related mental disorders: Substance-related mental disorders 19 19 36 35 46 39 51 53 58 87 100 146 138 87 99 1,013 Diabetes: Diabetes mellitus with complications 52 38 44 36 32 41 44 43 47555246506672718 Diabetes: Diabetes mellitus without complication 10 16 26 27 31 37 45 3931484759466159582 Other cardiovascular/circulatory conditions: Phlebitis - thrombophlebitis and thromboembolism 12 23 22 17 26 25 34 48 40 42 38 47 31 35 42 482 Other cardiovascular/circulatory conditions: Hemorrhoids 25 20 19 181532343132363137454047462 Other cardiovascular/circulatory conditions: Other circulatory disease 201317252424293523252636284343411 Diseases of the heart: Cardiac arrest and ventricular fibrillation 212610192530322219142129242414330 Diseases of the heart: Congestive heart failure - nonhypertensive 25 29 15 18 15 16 19 15 13 26 12 28 13 15 15 274 Cerebrovascular disease: Transient cerebral ischemia 21 23 23 13 17 13 18 24 10 22 18 8 22 18 16 266 Cerebrovascular disease: Acute cerebrovascular disease 15 14 10 15 1310202420161516271917251 Diseases of the heart: Coronary atherosclerosis and other heart disease 24 20 19 14 24 22 16 13 7 8 11 12 19 20 19 248 Non-traumatic joint disorders: Osteoarthritis 7 22 7 6 11 7 9 14 14 14 19 20162217205 Liver disease: Other liver diseases 13 7 7 10 5 7 9 11 9 9 16 10 9 19 22 163 Other cardiovascular/circulatory conditions: Other diseases of veins and lymphatics x x x x x x x x x x 17 13 12 9 11 62 Diseases of the heart: Acute myocardial infarction x x x x x x x x x x 7 9 8 5534 Total 1,661 1,755 1,900 1,850 2,075 1,993 2,491 2,533 2,738 2,860 2,752 3,078 2,908 3,024 3,362 36,980 Missouri Resident Chronic Disease Emergency Room Visits for ZIP Codes 64014, 64015 and 64029 Figure 33. Missouri resident chronic disease emergency room visits for ZIP codes within the CJCFPD. 1,661 1,755 1,900 1,850 2,075 1,993 2,491 2,533 2,738 2,860 2,752 3,078 2,908 3,024 3,362 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Total Number of Chronic Diseases Requiring Emergency Room Admission, 2001-2015, in ZIP Codes 64014, 64015 and 64029 Figure 34. Total number of chronic diseases requiring emergency room admission, 2001- 2015, in ZIP codes within the CJCFPD. Page 39 © Business Information Services, LLC All Rights Reserved Figure 36. Regression model of number of incidents compared with the population over 60 years old. There are only three data points that we have to develop this model. 276 353 332 305 385 422 518 525 620 717 599 777 725 719 810303 352 418 378 391 293 382 486 578 420 382 288 245 369 454 146 142 199 231 215 225 221 240 305 384 352 364 390 458 520 274 259 259 237 265 278 331 243 232 237 235 325 303 285 245 156 138 149 128 159 139 180 175 181 176 187 203 175 158 221 0 500 1,000 1,500 2,000 2,500 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Top 5 Chronic Diseases Requiring Emergency Room Admissions, 2001-2015, in ZIP Codes 64014, 64015 and 64029 Diseases of the heart: Nonspecific chest pain Chronic obstructive pulmonary disease and bronchiectasis Non-traumatic joint disorders: Other non-traumatic joint disorders Asthma Diseases of the heart: Cardiac dysrhythmias Figure 35. Top 5 chronic diseases requiring emergency room admissions, 2001-2015 in ZIP codes within CJCFPD. All Rights Reserved © Business Information Services, LLC Page 40 1,182 8,910 2,240 2,290 1,387 7,150 1,650 1,720 1,297 5,040 1,430 1,490 1,301 3,950 1,120 1,180 2,169 4,920 1,380 1,400 1,755 640 240 260 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 2013 2014 2015 2016 Elderly IRS Returns, 2013-2016, for ZIP Codes 64014, 64015 and 64029 $1 under $25,000 $25,000 under $50,000 $50,000 under $75,000 $75,000 under $100,000 $100,000 under $200,000 $200,000 or more Figure 37. Elderly IRS returns, 2013-2016, for ZIP codes within the CJCFPD. There is no explanation why 2014 has such a large number of returns assigned to elderly persons. Page 41 © Business Information Services, LLC All Rights Reserved Figure 38. Total of Social Security Insurance payments, 2003, 2007, 2012 and 2017, for ZIP codes within the CJCFPD. This shows how the number of persons receiving the payments has nearly doubled since 2003 and the payments made to recipients has nearly tripled. 7,205 8,645 11,090 12,925 $6,522,000 $9,139,000 $13,836,000 $18,067,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 2003 2007 2012 2017 Number of Social Security Insurance Payments and Monthly Amounts, 2003, 2007, 2012, 2017, in CJCFP District ZIP Codes Total Number Monthly Benefits All Rights Reserved © Business Information Services, LLC Page 42 Figure 39. Third-party demographic data for the CJCFPD, 2018. STI: PopStats Population Summary %%%% Population 2028 Forecast 57,977 15,776 2,175 75,925 2023 Projection 56,391 15,139 2,138 73,637 2018 Estimate 54,838 14,324 2,119 71,187 2010 Census 52,575 12,854 1,939 66,481 2000 Census 47,488 6,164 2,104 55,116 1990 Census 40,167 2,874 1,948 44,235 Growth 2028-2023 2.81% 4.20% 1.71% 3.11% Growth 2023-2018 2.83% 5.69% 0.94% 3.44% Growth 2018-2010 4.30% 11.43% 9.26% 7.08% Growth 2010-2000 10.71% 108.53% -7.85% 20.62% 2018 Estimated Population by Ethnicity 54,838 14,324 2,119 71,187 White 47,892 87% 13,155 92% 2,053 97% 62,802 88% Black 3,433 6% 326 2% 18 1% 3,907 5% Asian 725 1% 74 1% 10 0% 806 1% Other 2,787 5% 769 5% 38 2% 3,673 5% 2018 Estimated Population Hispanic or Latino 2,596 738 35 3,403 2018 Estimated Total Population by Age 54,838 14,324 2,119 71,187 Age 0 to 4 3,463 6% 1,050 7% 91 4% 4,647 7% Age 5 to 14 6,480 12% 2,124 15% 161 8% 8,865 12% Age 14 to 18 3,195 6% 1,012 7% 89 4% 4,323 6% Age 18 to 22 3,472 6% 892 6% 122 6% 4,478 6% Age 22 to 25 2,293 4% 497 3% 84 4% 2,868 4% Age 25 to 30 3,545 6% 805 6% 123 6% 4,477 6% Age 30 to 35 3,263 6% 866 6% 73 3% 4,239 6% Age 35 to 40 3,579 7% 1,167 8% 75 4% 4,881 7% Age 40 to 45 3,509 6% 1,188 8% 95 4% 4,835 7% Age 45 to 50 3,553 6% 1,048 7% 131 6% 4,747 7% Age 50 to 55 3,544 6% 852 6% 181 9% 4,518 6% Age 55 to 60 3,727 7% 766 5% 228 11% 4,608 6% Age 60 to 65 3,442 6% 631 4% 218 10% 4,189 6% Age 65 to 70 2,988 5% 535 4% 166 8% 3,640 5% Age 70 to 75 2,256 4% 400 3% 129 6% 2,748 4% Age 75 to 80 1,312 2% 245 2% 86 4% 1,611 2% Age 80 to 85 720 1% 143 1% 42 2% 895 1% Age 85 and over 497 1% 102 1% 23 1% 618 1% 2018 Median Age 37.4 34.5 50.4 36.7 2018 Average Age 38.0 34.6 45.1 37.3 2018 Estimated Population Age 25+ by Educational Attainment 35,935 8,748 1,572 46,007 Less than 9th grade 269 1% 127 1% 20 1% 424 1% Some High School, no diploma 1,548 4% 634 7% 42 3% 2,179 5% High School Graduate (or GED) 9,418 26% 2,973 34% 350 22% 12,772 28% Some College, no degree 9,439 26% 2,174 25% 305 19% 12,000 26% Associate Degree 2,920 8% 600 7% 135 9% 3,637 8% Bachelor's Degree 8,120 23% 1,423 16% 452 29% 9,827 21% Master's Degree 3,171 9% 610 7% 192 12% 3,868 8% Professional School Degree 728 2% 129 1% 64 4% 896 2% Doctorate Degree 321 1% 78 1% 10 1% 405 1% Business Information Services, LLC STI: PopStats Population Summary Blue Springs city, MO Grain Valley city, MO Lake Lotawana city, MO CENTRAL JACKSON CO FD Page 43 © Business Information Services, LLC All Rights Reserved Figure 40. Third-party demographic data for the CJCFPD, 2018. STI: PopStats Household Summary %%%% Households 2028 Forecast 21,484 5,641 947 27,973 2023 Projection 20,904 5,412 932 27,142 2018 Estimate 20,348 5,116 923 26,263 2010 Census 19,522 4,566 840 24,570 2000 Census 17,150 2,237 901 20,017 1990 Census 13,601 967 803 15,047 Growth 2028-2023 2.78% 4.23% 1.70% 3.06% Growth 2023-2018 2.73% 5.78% 0.99% 3.35% Growth 2018-2010 4.23% 12.06% 9.82% 6.89% Growth 2010-2000 13.83% 104.10% -6.77% 22.75% Population in Households 2028 Forecast 57,780 15,750 2,180 75,690 2023 Projection 56,191 15,112 2,138 73,401 2018 Estimate 54,637 14,296 2,119 70,951 Average Household Size 2028 Forecast 2.69 2.79 2.30 2.71 2023 Projection 2.69 2.79 2.30 2.70 2018 Estimated 2.69 2.79 2.30 2.70 2018 Estimated Families by Number of Workers in Family 15,203 3,881 674 19,636 No workers 1,735 11% 400 10% 88 13% 2,219 11% 1 worker 4,360 29% 1,037 27% 158 23% 5,552 28% 2 workers 7,228 48% 1,885 49% 323 48% 9,356 48% 3 or more workers 1,880 12% 559 14% 105 16% 2,509 13% 2018 Estimated Housing Units by Tenure 21,440 5,421 1,243 27,713 Vacant Housing Units 1,092 5% 304 6% 320 26% 1,450 5% Occupied Housing Units 20,348 95% 5,116 94% 923 74% 26,263 95% Owner-Occupied 14,605 68% 3,437 63% 809 65% 18,593 67% Renter-Occupied 5,743 27% 1,679 31% 114 9% 7,670 28% 2018 Estimated Per Capita Income 30,049$ 25,451$ 48,197$ 29,129$ Business Information Services, LLC STI: PopStats Household Summary Blue Springs city, MO Grain Valley city, MO Lake Lotawana city, MO CENTRAL JACKSON CO FD All Rights Reserved © Business Information Services, LLC Page 44 Figure 41. Third-party demographic data for the CJCFPD, 2018. Ten Year Projected Population by Age and Sex %%%% Ten Year Projected Total Population 57,977 15,776 2,175 75,925 Age 0 to 4 3,599 6% 952 6% 112 5% 4,684 6% Age 5 to 14 6,239 11% 1,815 12% 175 8% 8,297 11% Age 14 to 18 2,815 5% 914 6% 76 3% 3,845 5% Age 18 to 22 2,949 5% 1,028 7% 73 3% 4,103 5% Age 22 to 25 2,406 4% 767 5% 68 3% 3,264 4% Age 25 to 30 4,120 7% 1,204 8% 135 6% 5,470 7% Age 30 to 35 4,106 7% 1,012 6% 151 7% 5,259 7% Age 35 to 40 3,570 6% 829 5% 129 6% 4,527 6% Age 40 to 45 3,269 6% 892 6% 79 4% 4,274 6% Age 45 to 50 3,568 6% 1,187 8% 78 4% 4,895 6% Age 50 to 55 3,468 6% 1,196 8% 98 4% 4,805 6% Age 55 to 60 3,455 6% 1,038 7% 133 6% 4,637 6% Age 60 to 65 3,381 6% 829 5% 181 8% 4,330 6% Age 65 to 70 3,467 6% 728 5% 220 10% 4,303 6% Age 70 to 75 2,994 5% 561 4% 196 9% 3,655 5% Age 75 to 80 2,323 4% 419 3% 135 6% 2,832 4% Age 80 to 85 1,501 3% 267 2% 87 4% 1,829 2% Age 85 and over 747 1% 140 1% 47 2% 918 1% Median Age 38.9 36.2 50.5 38.4 Average Age 40.2 37.7 46.8 39.7 Ten Year Projected Male Population 28,155 7,773 1,083 36,967 Age 0 to 4 1,853 3% 490 3% 57 3% 2,411 3% Age 5 to 14 3,212 6% 934 6% 90 4% 4,271 6% Age 14 to 18 1,447 2% 467 3% 40 2% 1,974 3% Age 18 to 22 1,486 3% 525 3% 42 2% 2,076 3% Age 22 to 25 1,206 2% 404 3% 37 2% 1,656 2% Age 25 to 30 2,091 4% 639 4% 68 3% 2,802 4% Age 30 to 35 2,107 4% 522 3% 81 4% 2,695 4% Age 35 to 40 1,799 3% 420 3% 71 3% 2,283 3% Age 40 to 45 1,633 3% 415 3% 39 2% 2,100 3% Age 45 to 50 1,733 3% 553 4% 37 2% 2,351 3% Age 50 to 55 1,634 3% 584 4% 48 2% 2,281 3% Age 55 to 60 1,633 3% 513 3% 65 3% 2,213 3% Age 60 to 65 1,592 3% 408 3% 89 4% 2,062 3% Age 65 to 70 1,556 3% 331 2% 105 5% 1,937 3% Age 70 to 75 1,332 2% 241 2% 94 4% 1,616 2% Age 75 to 80 992 2% 180 1% 63 3% 1,209 2% Age 80 to 85 605 1% 108 1% 41 2% 738 1% Age 85 and over 244 0% 40 0% 17 1% 295 0% Male Median Age 36.9 34.1 47.3 36.3 Male Average Age 38.7 36.5 45.6 38.2 Ten Year Projected Female Population 29,822 8,003 1,092 38,958 Age 0 to 4 1,746 3% 462 3% 54 3% 2,273 3% Age 5 to 14 3,027 5% 881 6% 85 4% 4,026 5% Age 14 to 18 1,368 2% 447 3% 36 2% 1,871 2% Age 18 to 22 1,463 3% 502 3% 32 1% 2,027 3% Age 22 to 25 1,200 2% 363 2% 31 1% 1,608 2% Age 25 to 30 2,028 3% 565 4% 67 3% 2,668 4% Age 30 to 35 1,999 3% 490 3% 70 3% 2,564 3% Age 35 to 40 1,771 3% 408 3% 59 3% 2,244 3% Age 40 to 45 1,636 3% 476 3% 40 2% 2,174 3% Age 45 to 50 1,834 3% 635 4% 42 2% 2,545 3% Age 50 to 55 1,835 3% 612 4% 50 2% 2,525 3% Age 55 to 60 1,822 3% 525 3% 68 3% 2,423 3% Age 60 to 65 1,789 3% 420 3% 92 4% 2,268 3% Age 65 to 70 1,911 3% 397 3% 116 5% 2,366 3% Age 70 to 75 1,662 3% 320 2% 103 5% 2,039 3% Age 75 to 80 1,331 2% 239 2% 72 3% 1,622 2% Age 80 to 85 897 2% 159 1% 46 2% 1,091 1% Age 85 and over 503 1% 100 1% 30 1% 623 1% Median Age 40.9 38.5 53.0 40.5 Female Average Age 41.6 38.9 48.0 41.0 Business Information Services, LLC Ten Year Projected Population by Age and Sex Blue Springs city, MO Grain Valley city, MO Lake Lotawana city, MO CENTRAL JACKSON CO FD Page 45 © Business Information Services, LLC All Rights Reserved Figure 42. Third-party demographic data for the CJCFPD, 2018. Current Year Estimated Owner-Occupied Housing Units by Value %%%% Current Year Estimated Owner-Occupied Housing Units by Value 14,605 3,437 809 18,593 Less than $10,000 133 1%51 1%6 1%191 1% $10,000 to $14,999 46 0% 4 0% 0 0% 46 0% $15,000 to $19,999 77 1% 44 1% 5 1% 125 1% $20,000 to $24,999 71 0% 6 0% 0 0% 74 0% $25,000 to $29,999 25 0% 18 1% 4 0% 56 0% $30,000 to $34,999 21 0% 2 0% 0 0% 24 0% $35,000 to $39,999 42 0% 4 0% 1 0% 50 0% $40,000 to $49,999 29 0% 8 0% 3 0% 39 0% $50,000 to $59,999 85 1% 7 0% 3 0% 107 1% $60,000 to $69,999 105 1% 8 0% 3 0% 130 1% $70,000 to $79,999 77 1% 13 0% 0 0% 96 1% $80,000 to $89,999 109 1% 11 0% 0 0% 125 1% $90,000 to $99,999 163 1% 100 3% 3 0% 267 1% $100,000 to $124,999 888 6% 224 7% 1 0% 1,156 6% $125,000 to $149,999 1,679 11% 257 7% 28 3% 1,997 11% $150,000 to $174,999 2,187 15% 475 14% 24 3% 2,724 15% $175,000 to $199,999 2,188 15% 461 13% 14 2% 2,665 14% $200,000 to $249,999 2,744 19% 852 25% 81 10% 3,710 20% $250,000 to $299,999 1,461 10% 423 12% 79 10% 1,966 11% $300,000 to $399,999 1,568 11% 265 8% 136 17% 1,878 10% $400,000 to $499,999 458 3% 87 3% 155 19% 559 3% $500,000 to $749,999 334 2% 96 3% 164 20% 458 2% $750,000 to $1,000,000 82 1% 17 0% 74 9% 108 1% $1,000,000 or more 35 0% 6 0% 25 3% 41 0% Median Housing Unit Value 192,903$ 201,535$ 408,682$ 194,588$ Average Housing Unit Value 220,812$ 217,350$ 482,805$ 220,549$ Business Information Services, LLC Current Year Estimated Owner-Occupied Housing Units by Value Blue Springs city, MO Grain Valley city, MO Lake Lotawana city, MO CENTRAL JACKSON CO FD All Rights Reserved © Business Information Services, LLC Page 46 PAGE DELIBERATELY LEFT BLANK Page 47 © Business Information Services, LLC All Rights Reserved Incident Count Detailed Analysis in the CJCFPD All Rights Reserved © Business Information Services, LLC Page 48 Figures 43-44. Incident distribution for CJCFPD, 2018. Number Percent Number Percent Number Percent Number Percent Number Percent Fire Incidents 165 2.5% 149 2.1% 178 2.3% 154 2.0% 197 2.5% 843 2.3% Explosion, (no fire) Incidents 0 0.0% 10 0.1% 9 0.1% 12 0.2% 6 0.1% 37 0.1% Medical Incidents 4,773 72.9% 5,205 72.8% 5,622 74.2% 5,870 74.5% 5,790 74.1% 27,260 73.7% Special Rescue Incidents 13 0.2% 16 0.2% 11 0.1% 21 0.3% 18 0.2% 79 0.2% Hazardous Incidents 152 2.3% 170 2.4% 142 1.9% 172 2.2% 194 2.5% 830 2.2% Other Emergencies 1,441 22.0% 1,599 22.4% 1,614 21.3% 1,655 21.0% 1,614 20.6% 7,923 21.4% Grand Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% Incident Distribution by Category for Central Jackson County Fire Protection District 2014-2018 Incident Category 2014 2015 2016 2017 2018 Grand Total Percent Fire Incidents 197, 2.5%Explosion (no fire) 6, .1% Medical Incidents 5,790, 74% Special Rescue Incidents 18, .2% Hazardous Incidents 194, 2.5% Other Emergencies 1,614, 20.6% Page 49 © Business Information Services, LLC All Rights Reserved Figure 45. Incident distribution for CJCFPD, 2014-2018, showing density per sq. mile as well as total counts per category. Number Number per sq mile Number Number per sq mile Number Number per sq mile Number Number per sq mile Number Number per sq mile Number Number per sq mile Number Number per sq mile Central Jackson County Area Fire Protection District 52.00 71,188 1,369 843 16.2 37 0.7 27,260 524.2 830 16.0 79 1.5 7,923 152.4 36,972 711.0 Percentage 2.3% 0.1% 73.7% 2.2% 0.2% 21.4% 100.0% Number Number per 1,000 population Number Number per 1,000 population Number Number per 1,000 population Number Number per 1,000 population Number Number per 1,000 population Number Number per 1,000 population Number Number per 1,000 population Central Jackson County Area Fire Protection District 52.00 71,188 1,369 843 11.8 37 0.5 27,260 382.9 830 11.7 79 1.1 7,923 111.3 36,972 519.4 All Incidents 2014-2018 Fire Incidents Medical Incidents Hazmat Incidents Special Rescue Incidents Total IncidentsExplosion (no fire) Incidents Other Emergencies Sq. miles 2018 Census Population Population Density (pop/sq.mi.) All Rights Reserved © Business Information Services, LLC Page 50 Figures 46-51. All incidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2017 had the highest incident count. December had the highest count for a month. The 4th Quarter had the highest inci- dent count. Friday was the highest incident count. Afternoon was the highest inci- dent count. Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Jan 575 8.8% 593 8.3% 571 7.5% 711 9.0% 634 8.1% 3,084 8.3% Feb 488 7.5% 548 7.7% 576 7.6% 651 8.3% 604 7.7% 2,867 7.8% Mar 561 8.6% 583 8.2% 645 8.5% 627 8.0% 655 8.4% 3,071 8.3% Apr 560 8.6% 574 8.0% 658 8.7% 641 8.1% 632 8.1% 3,065 8.3% May 569 8.7% 595 8.3% 580 7.7% 677 8.6% 681 8.7% 3,102 8.4% Jun 508 7.8% 573 8.0% 615 8.1% 637 8.1% 621 7.9% 2,954 8.0% Jul 554 8.5% 594 8.3% 678 8.9% 687 8.7% 618 7.9% 3,131 8.5% Aug 546 8.3% 586 8.2% 689 9.1% 691 8.8% 682 8.7% 3,194 8.6% Sep 557 8.5% 606 8.5% 612 8.1% 642 8.1% 664 8.5% 3,081 8.3% Oct 533 8.1% 653 9.1% 652 8.6% 644 8.2% 655 8.4% 3,137 8.5% Nov 526 8.0% 632 8.8% 608 8.0% 621 7.9% 648 8.3% 3,035 8.2% Dec 567 8.7% 612 8.6% 692 9.1% 655 8.3% 725 9.3% 3,251 8.8% Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent 1st 1,624 24.8% 1,724 24.1% 1,792 25.1% 1,989 25.2% 1,893 24.2% 9,022 24.4% 2nd 1,637 25.0% 1,742 24.4% 1,853 25.9% 1,955 24.8% 1,934 24.7% 9,121 24.7% 3rd 1,657 25.3% 1,786 25.0% 1,979 27.7% 2,020 25.6% 1,964 25.1% 9,406 25.4% 4th 1,626 24.8% 1,897 26.5% 1,952 27.3% 1,920 24.4% 2,028 25.9% 9,423 25.5% Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Sunday 858 13.1% 964 13.5% 1,023 13.5% 1,050 13.3% 997 12.8% 4,892 13.2% Monday 973 14.9% 1,117 15.6% 1,067 14.1% 1,124 14.3% 1,136 14.5% 5,417 14.7% Tuesday 935 14.3% 1,010 14.1% 1,091 14.4% 1,163 14.8% 1,153 14.7% 5,352 14.5% Wednesday 947 14.5% 984 13.8% 1,096 14.5% 1,173 14.9% 1,143 14.6% 5,343 14.5% Thursday 866 13.2% 1,086 15.2% 1,144 15.1% 1,097 13.9% 1,162 14.9% 5,355 14.5% Friday 1,025 15.7% 1,049 14.7% 1,096 14.5% 1,164 14.8% 1,130 14.5% 5,464 14.8% Saturday 940 14.4% 939 13.1% 1,059 14.0% 1,113 14.1% 1,098 14.0% 5,149 13.9% Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Morning 1,080 16.5% 1,186 16.6% 1,224 16.2% 1,288 16.3% 1,265 16.2% 6,043 16.3% Afternoon 2,071 31.6% 2,124 29.7% 2,305 30.4% 2,502 31.7% 2,229 28.5% 11,231 30.4% Evening 1,969 30.1% 2,156 30.2% 2,261 29.8% 2,290 29.0% 2,135 27.3% 10,811 29.2% Night 1,424 21.8% 1,683 23.5% 1,786 23.6% 1,804 22.9% 2,190 28.0% 8,887 24.0% Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% Month 2014 2015 2016 2017 2018 Grand Total Year 2014 2015 2016 2017 2018 Grand Total 36,9727,8197,8847,5767,1496,544 2017 2017 2017 2018 2018 2018 Grand Total Time of Day 2014 2015 2016 Grand Total Quarter 2014 2015 2016 Grand Total Day of Week 2014 2015 2016 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Page 51 © Business Information Services, LLC All Rights Reserved Figure 52. Incident distribution, by hour, for CJCFPD, 2014-2018. 3 PM is the overall peak incident time. 4 AM is the lowest. Number Percent Number Percent Number Percent Number Percent Number Perce nt 12 AM 198 3.0% 203 2.8% 243 3.2% 250 3.2% 215 2.7% 1,109 3.0% 1 AM 214 3.3% 197 2.8% 176 2.3% 208 2.6% 193 2.5% 988 2.7% 2 AM 155 2.4% 174 2.4% 176 2.3% 168 2.1% 165 2.1% 838 2.3% 3 AM 155 2.4% 162 2.3% 163 2.2% 170 2.2% 163 2.1% 813 2.2% 4 AM 130 2.0% 140 2.0% 129 1.7% 142 1.8% 163 2.1% 704 1.9% 5 AM 131 2.0% 142 2.0% 152 2.0% 142 1.8% 151 1.9% 718 1.9% 6 AM 138 2.1% 181 2.5% 169 2.2% 196 2.5% 194 2.5% 878 2.4% 7 AM 189 2.9% 220 3.1% 243 3.2% 289 3.7% 240 3.1% 1,181 3.2% 8 AM 236 3.6% 308 4.3% 285 3.8% 301 3.8% 337 4.3% 1,467 4.0% 9 AM 317 4.8% 296 4.1% 353 4.7% 320 4.1% 356 4.6% 1,642 4.4% 10 AM 314 4.8% 365 5.1% 369 4.9% 417 5.3% 409 5.2% 1,874 5.1% 11 AM 353 5.4% 384 5.4% 407 5.4% 453 5.7% 431 5.5% 2,028 5.5% 12 PM 367 5.6% 393 5.5% 422 5.6% 453 5.7% 464 5.9% 2,099 5.7% 1 PM 370 5.7% 399 5.6% 469 6.2% 479 6.1% 473 6.0% 2,190 5.9% 2 PM 403 6.2% 415 5.8% 417 5.5% 486 6.2% 474 6.1% 2,195 5.9% 3 PM 414 6.3% 419 5.9% 491 6.5% 472 6.0% 440 5.6% 2,236 6.0% 4 PM 367 5.6% 433 6.1% 439 5.8% 449 5.7% 440 5.6% 2,128 5.8% 5 PM 351 5.4% 430 6.0% 404 5.3% 431 5.5% 410 5.2% 2,026 5.5% 6 PM 346 5.3% 374 5.2% 415 5.5% 427 5.4% 457 5.8% 2,019 5.5% 7 PM 360 5.5% 368 5.1% 400 5.3% 409 5.2% 393 5.0% 1,930 5.2% 8 PM 337 5.1% 334 4.7% 355 4.7% 372 4.7% 387 4.9% 1,785 4.8% 9 PM 245 3.7% 319 4.5% 344 4.5% 315 4.0% 328 4.2% 1,551 4.2% 10 PM 223 3.4% 280 3.9% 306 4.0% 291 3.7% 313 4.0% 1,413 3.8% 11 PM 231 3.5% 213 3.0% 249 3.3% 244 3.1% 223 2.9% 1,160 3.1% Total 6,544 100.0% 7,149 100.0% 7,576 100.0% 7,884 100.0% 7,819 100.0% 36,972 100.0% 2018 Grand Total PercentTime2014201520162017 All Rights Reserved © Business Information Services, LLC Page 52 Figure 53. When the incident codes are analyzed closer, we show the breakdown by each category for 2014-2018. Incident Category Incident Number Incident Description 2014 2015 2016 2017 2018 Grand Total Percent of Incident Category Percent of Overall Incidents 100 Fire, other 13 13 1.5% 0.0% 111 Building fires 42 42 34 30 37 185 21.9% 0.5% 112 Fires in structures other than in a building 3 4 1 3 2 13 1.5% 0.0% 113 Cooking fire, confined to container 18 8 11 14 10 61 7.2% 0.2% 114 Chimney or flue fire, confined to chimney or flue 2 1 3 1 1 8 0.9% 0 .0% 115 Incinerator overload or malfunction 2 2 0.2% 0.0% 116 Fuel burner/boiler, delayed ignition or malfunction 1 1 0.1% 0.0% 117 Commericial compactor fire 1 1 0.1% 0.0% 118 Trash or rubbish fire in a structure 1 2 2 12 17 2.0% 0.0% 121 Fire in mobile home 1 1 1 3 0.4% 0.0% 122 Fire in a motor home or camper 1 1 2 0.2% 0.0% 130 Mobile property (vehicle) fire, other 1 6 7 0.8% 0.0% 131 Passenger vehicle fire 16 20 25 15 12 88 10.4% 0.2% 132 Road freight or transport vehicle fire 2 1 3 2 1 9 1.1% 0.0% 136 Self-propelled motor home or recreational vehicle 1 1 0.1% 0.0% 137 Camper or recreational vehicle (RV) fire 1 1 2 0.2% 0.0% 138 Off-road vehicle or heavy equipment fire 1 1 1 1 4 0.5% 0.0% 140 Natural vegetation fire, other 6 4 7 6 17 40 4.7% 0.1% 141 Forest, woods or wildland fire 2 3 2 2 9 1.1% 0.0% 142 Brush, or brush and grass mixture fire 19 12 23 24 18 96 11.4% 0.3% 143 Grass fire 11 19 27 18 26 101 12.0% 0.3% 150 Outside rubbish fire, other 7 6 7 7 7 34 4.0% 0.1% 151 Outside rubbish, trash or waste fire 12 11 17 14 20 74 8.8% 0.2% 153 Construction or demolition landfill fire 1 1 2 0.2% 0.0% 154 Dumpster or other outside trash receptacle fire 3 3 5 5 5 21 2.5% 0.1% 160 Special outside fire, other 8 5 3 4 1 21 2.5% 0.1% 161 Outisde storage fire on residential or commercial property 3 4 3 2 12 1.4% 0.0% 162 Outside equipment fire 4 4 1 2 1 12 1.4% 0.0% 163 Outside gas or vapor combustion explosion without sustained fire 1 1 0.1% 0.0% 170 Cultivated vegetation crop fire, other 1 1 2 0.2% 0.0% 173 Cultivated trees or nursery stock fire 1 1 0.1% 0.0% 165 149 178 154 197 843 100.0% 2.3% 200 Overpressure rupture, explosion, overheat (no fire) 1 1 2 5.4% 0.0% 212 Overpressure rupture of steam boiler 1 1 2.7% 0.0% 221 Overpressure rupture of air of gas pipe or pipeline 1 1 2 4 10.8% 0.0% 243 Fireworks explosion 1 1 2.7% 0.0% 251 Exccessive heat, overheat scorch burns with no ignition 7 7 9 6 29 78.4% 0.1% Explosion Incidents Total 0 10 9 12 6 37 100.0% 0.1% 300 Rescue, emergency medical call (EMS) call, other 82 102 48 99 40 371 1.4% 1.0% 311 Medical / MANPOWER assist, assist EMS crew 16 21 10 35 41 123 0.5% 0 .3% 320 EMS incident other 233 174 93 60 46 606 2.2% 1.6% 321 EMS call, excluding vehicle accident with injury. Patient refuses treatment 4,112 4,568 5,128 5,346 5,302 24,456 89.7% 66.1% 322 Vehicle accident with injuries 179 180 184 208 200 951 3.5% 2.6% 323 Motor vehicle/pedestrian accident (MV Ped) 4 16 14 7 23 64 0.2% 0.2% 324 Motor vehicle accident with no injuries 147 144 145 115 138 689 2.5%1.9% 4,773 5,205 5,622 5,870 5,790 27,260 100.0% 73.7% Fire Incidents Medical Incidents Detailed Incident Distribution for Central Jackson County Fire Protection District January 2014-December 2018 Fire Incidents Total Medical Incidents Total Explosion, (no fire) Incidents Page 53 © Business Information Services, LLC All Rights Reserved Incident Category Incident Number Incident Description 2014 2015 2016 2017 2018 Grand Total Percent of Incident Category Percent of Overall Incidents 331 Lock-in. Includes opening locked vehicles 1 2 2 1 2 8 10.1% 0.0% 340 Search for lost person 1 1 1.3% 0.0% 343 Search for person underground 1 1 1.3% 0.0% 350 Extrication, rescue, other 1 2 3 3.8% 0.0% 351 Extrication of victim(s) from buidling or structure 1 1 1.3% 0.0% 352 Extrication of victim(s) from vehicle 1 2 1 3 3 10 12.7% 0.0% 353 Removal of victim from stalled elevator 5 4 2 6 1 18 22.8% 0.0% 354 Trench/below grade rescue 2 2 2.5% 0.0% 356 High-angle rescue. Incl udes rope rescue off of structure 1 1 1.3% 0.0% 357 Extrication of victim(s) from machinery 1 1 2 2.5% 0.0% 360 Water and ice-related rescue, other 2 2 1 1 6 7.6% 0.0% 361 Swimming/recreational water areas rescue 2 2 2.5% 0.0% 363 Swift water rescue. Includes flash flood conditions 2 2 2.5% 0.0% 371 Electrocution or potential electrocution 1 1 1.3% 0.0% 381 Rescue or EMS standby for hazardous conditions 1 3 4 6 7 21 26.6% 0.1% 13 16 11 21 18 79 100.0% 0.2% 400 Hazardous condition, other 5 5 8 10 4 32 3.9% 0.1% 410 Combustible and flammable gas or liquid spills or leaks 1 1 3 1 1 7 0.8% 0.0% 411 Gasoline or other flammable liquid spill 8 6 10 5 7 36 4.3% 0.1% 412 Gas leak (natural gas or LPG) 39 35 36 45 48 203 24.5% 0.5% 413 Oil or other combustible liquid spill 4 1 2 2 9 1.1% 0.0% 420 Toxic chemical condition, other 2 1 3 0.4% 0.0% 421 Chemical hazard (no spill or leak) 2 2 0.2% 0.0% 422 Chemical spill or leak 1 2 1 1 1 6 0.7% 0.0% 423 Refrigeration leak 1 1 0.1% 0.0% 424 CO incident [Carbon Monoxide] 35 42 34 36 48 195 23.5% 0.5% 440 Electrical wiring/equipment problem, other 16 25 10 11 18 80 9.6% 0.2% 441 Heat from short circuit (wiring) 6 4 3 10 4 27 3.3% 0.1% 442 Overheated motor 5 7 1 5 7 25 3.0% 0.1% 443 Breakdown of light ballast 1 1 2 0.2% 0.0% 444 Power line down 7 12 7 15 12 53 6.4% 0.1% 445 Arcing, shorted electrical equipment 20 19 23 23 23 108 13.0% 0.3% 460 Accident, potential accident, other 2 1 3 0.4% 0.0% 461 Building or structure weakend or collapsed 1 1 1 1 4 0.5% 0.0% 463 Vehicle accident general cleanup 2 2 0.2% 0.0% 471 Explosive, bomb removal. Includes disarming or disposing devices 1 1 0.1% 0.0% 480 Attempted burning, illegal action, other 1 4 3 4 15 27 3.3% 0.1% 481 Attermpt to burn 1 1 1 1 4 0.5% 0.0% 152 170 142 172 194 830 100.0% 2.2% Detailed Incident Distribution for Central Jackson County Fire Protection District January 2014-December 2018 Special Rescue Incidents Total Hazardous Conditions Total Special Rescue Incidents Hazardous Condition Figure 53 (con’t). When the incident codes are analyzed closer, we show the breakdown by each category for 2014-2018. All Rights Reserved © Business Information Services, LLC Page 54 Incident Category Incident Number Incident Description 2014 2015 2016 2017 2018 Grand Total Percent of Incident Category Percent of Overall Incidents 500 Service Call, other 32 39 29 32 28 160 2.0% 0.4% 510 Person in distress, other 118 123 151 166 61 619 7.8% 1.7% 511 Lock-out 2 7 10 4 4 27 0.3% 0.1% 512 Ring or jewelry removal 1 1 1 2 5 0.1% 0.0% 520 Water problem, other 3 1 3 2 1 10 0.1% 0.0% 522 Water or steam leak 2 3 2 2 3 12 0.2% 0.0% 531 Smoke or odor removal 55 42 42 46 23 208 2.6% 0.6% 540 Animal problem or rescue other 1 1 2 4 0.1% 0.0% 541 Animal problem 1 3 3 2 9 0.1% 0.0% 542 Animal rescue 2 4 7 2 5 20 0.3% 0.1% 550 Public service assistance, other 24 28 16 22 51 141 1.8% 0.4% 551 Assist police or other governmental agency 28 30 24 24 36 142 1.8% 0.4% 552 Police matter, includes call to scene that should be handled by PD 8 4 8 5 25 0.3% 0.1% 553 Public service 16 18 33 35 58 160 2.0% 0.4% 554 Assist invalid 238 196 236 241 281 1,192 15.0% 3.2% 555 Defective elevative no occupants 1 2 3 0.0% 0.0% 561 Unauthorized burning 32 30 43 49 53 207 2.6% 0.6% 571 Cover assignment, assistother fire agency such as standby 53 69 60 71 58 311 3.9% 0.8% 600 Good intent call, other 45 48 44 43 39 219 2.8% 0.6% 611 Dispatched and canceled en route 237 403 372 394 450 1,856 23.4% 5.0% 621 Wrong location 1 1 1 3 6 0.1% 0.0% 622 No incident found on arrival at dispatch address 34 45 35 39 20 17 3 2.2% 0.5% 631 Authorized controlled burning 30 28 38 35 22 153 1.9% 0.4% 632 Prescribed fire 1 1 4 1 7 0.1% 0.0% 641 Vicinity alarm (incident in other location) 2 2 0.0% 0.0% 650 Steam, other gas mistaken for smoke 3 8 1 2 3 17 0.2% 0.0% 651 Smoke scare, odor of smoke 27 39 22 21 39 148 1.9% 0.4% 652 Steam, vapor, fog or dust thought to be smoke 4 10 3 5 5 27 0.3% 0.1% 653 Smoke from barbeque or tar kettle 3 2 1 2 3 11 0.1% 0.0% 661 EMS call where injured party has been transported prior to EMS arrival 3 3 3 1 10 0.1% 0.0% 671 Hazmat release investigation w/ no hazmat 18 16 15 12 8 69 0.9% 0.2% 672 Biological hazard investigation with no hazardous condition found 1 1 0.0% 0.0% 700 False alarm or false call, other 89 91 84 91 101 456 5.8% 1.2% 710 Malicious, mischievous false alarm 5 3 1 2 1 12 0.2% 0.0% 711 Municipal alarm system, false alarm 2 1 3 0.0% 0.0% 713 Telephone, malicious false alarm 3 1 3 7 0.1% 0.0% 714 Central station, malicious false alarm 1 1 2 0.0% 0.0% 715 Local alarm system false alarm 1 4 3 4 12 0.2% 0.0% 721 Bomb scare (no bomb)1 1 0.0% 0.0% 730 System malfunction, other 113 66 65 48 7 299 3.8% 0.8% 731 Sprinkler activation, malfunction 1 1 0.0% 733 Smoke detector activation due to malfunction 44 44 0.6% 0.1% 735 Alarm system sounded due to malfunction 43 43 0.5% 0.1% 736 CO detector activation due to malfunction 1 21 22 0.3% 0.1% 740 Unintentional transmission of alarm, other 40 41 66 47 19 213 2.7% 0.6% 741 Sprinkler activation, no fire - unintentional 4 5 2 4 1 16 0.2% 0.0% 742 Extinguishing system activiation 1 1 2 0.0% 0.0% 743 Smoke detector activation, no fire - unintentional 60 49 54 61 21 245 3.1% 0.7% 744 Detector activation, no fire - unintentional 14 14 0.2% 0.0% 745 Alarm system sounded, no fire - unintentional 54 102 92 89 52 389 4.9% 1.1% 746 Carbon Monoxide detector activation, no CO 32 26 37 20 19 134 1.7% 0.4% 751 Biological hazard, malicious false report 2 2 0.0% 0.0% 800 Severe weather and natural disaster 1 1 2 0.0% 0.0% 812 Flood assessment 1 1 0.0% 0.0% 813 Wind storm 2 2 0.0% 0.0% 814 Lighting strike (no fire) 1 1 1 3 0.0% 0.0% 900 Special type of incident, other 10 7 8 7 5 37 0.5% 0.1% 911 Citizen complaint 3 1 1 1 1 7 0.1% 0.0% 1,441 1,599 1,614 1,655 1,614 7,923 100.0% 21.4% Grand Total 6,544 7,149 7,576 7,884 7,819 36,972 100.0% 100.0% Calls Total Detailed Incident Distribution for Central Jackson County Fire Protection District January 2014-December 2018 Other Citizen Assist Calls False Alarm Calls Severe Weather Calls Figure 53 (con’t). When the incident codes are analyzed closer, we show the breakdown by each category for 2014-2018. Page 55 © Business Information Services, LLC All Rights Reserved Figure 54. Density distribution of all incidents, 2014-2018. The hot spots show the concentration of all inci- dents in the district. All Rights Reserved © Business Information Services, LLC Page 56 Figure 55. Density of all incidents in 2018 by Census Block in the CJCFPD. Page 57 © Business Information Services, LLC All Rights Reserved Figure 56. All incidents in 2018 by Census block in the CJCFPD. All Rights Reserved © Business Information Services, LLC Page 58 Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Jan 20 12.1% 12 8.1% 11 6.2% 10 6.5% 18 9.1% 71 8.4% Feb 12 7.3% 10 6.7% 25 14.0% 31 20.1% 17 8.6% 95 11.3% Mar 21 12.7% 26 17.4% 28 15.7% 15 9.7% 24 12.2% 114 13.5% Apr 16 9.7% 6 4.0% 15 8.4% 11 7.1% 20 10.2% 68 8.1% May 16 9.7% 10 6.7% 11 6.2% 13 8.4% 18 9.1% 68 8.1% Jun 9 5.5% 9 6.0% 17 9.6% 13 8.4% 21 10.7% 69 8.2% Jul 22 13.3% 12 8.1% 12 6.7% 13 8.4% 16 8.1% 75 8.9% Aug 7 4.2% 11 7.4% 7 3.9% 7 4.5% 12 6.1% 44 5.2% Sep 7 4.2% 12 8.1% 12 6.7% 7 4.5% 12 6.1% 50 5.9% Oct 14 8.5% 13 8.7% 15 8.4% 7 4.5% 13 6.6% 62 7.4% Nov 13 7.9% 16 10.7% 10 5.6% 10 6.5% 13 6.6% 62 7.4% Dec 8 4.8% 12 8.1% 15 8.4% 17 11.0% 13 6.6% 65 7.7% Total 165 100.0% 149 100.0% 178 100.0% 154 100.0% 197 100.0% 843 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent 1st 53 32.1% 48 32.2% 64 43.0% 56 36.4% 59 29.9% 280 33.2% 2nd 41 24.8% 25 16.8% 43 28.9% 37 24.0% 59 29.9% 205 24.3% 3rd 36 21.8% 35 23.5% 31 20.8% 27 17.5% 40 20.3% 169 20.0% 4th 35 21.2% 41 27.5% 40 26.8% 34 22.1% 39 19.8% 189 22.4% Total 165 100.0% 149 100.0% 178 100.0% 154 100.0% 197 100.0% 843 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Sunday 33 20.0% 36 24.2% 29 16.3% 16 10.4% 26 13.2% 140 16.6% Monday 26 15.8% 21 14.1% 23 12.9% 23 14.9% 21 10.7% 114 13.5% Tuesday 19 11.5% 15 10.1% 21 11.8% 23 14.9% 31 15.7% 109 12.9% Wednesday 19 11.5% 16 10.7% 19 10.7% 28 18.2% 25 12.7% 107 12.7% Thursday 18 10.9% 15 10.1% 28 15.7% 17 11.0% 45 22.8% 123 14.6% Friday 24 14.5% 16 10.7% 27 15.2% 16 10.4% 21 10.7% 104 12.3% Saturday 26 15.8% 30 20.1% 31 17.4% 31 20.1% 28 14.2% 146 17.3% Total 165 100.0% 149 100.0% 178 100.0% 154 100.0% 197 100.0% 843 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Morning 21 12.7% 25 16.8% 23 12.9% 11 7.1% 26 13.2% 106 12.6% Afternoon 51 30.9% 50 33.6% 65 36.5% 66 42.9% 76 38.6% 308 36.5% Evening 74 44.8% 49 32.9% 59 33.1% 57 37.0% 75 38.1% 314 37.2% Night 19 11.5% 25 16.8% 31 17.4% 20 13.0% 20 10.2% 115 13.6% Total 165 100.0% 149 100.0% 178 100.0% 154 100.0% 197 100.0% 843 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 165 149 178 154 197 843Year20142015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 57-62. All fire incidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2018 was the highest fire incident count in recent history. March was the highest month, the first quarter had the most incidents, Saturday was the busiest day, and the evening had the overall most. Page 59 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Percent 12 AM 2 1.2% 8 5.4% 4 2.2% 5 3.2% 3 1.5% 22 2.6% 1 AM 4 2.4% 2 1.3% 8 4.5% 6 3.9% 1 0.5% 21 2.5% 2 AM 4 2.4% 3 2.0% 4 2.2% 2 1.3% 1 0.5% 14 1.7% 3 AM 1 0.6% 2 1.3% 1 0.6% 1 0.6% 2 1.0% 7 0.8% 4 AM 5 3.0% 4 2.7% 6 3.4% 0 0.0% 3 1.5% 18 2.1% 5 AM 4 2.4% 3 2.0% 3 1.7% 2 1.3% 4 2.0% 16 1.9% 6 AM 6 3.6% 7 4.7% 3 1.7% 2 1.3% 5 2.5% 23 2.7% 7 AM 1 0.6% 3 2.0% 2 1.1% 5 3.2% 2 1.0% 13 1.5% 8 AM 3 1.8% 4 2.7% 4 2.2% 1 0.6% 8 4.1% 20 2.4% 9 AM 2 1.2% 4 2.7% 5 2.8% 1 0.6% 4 2.0% 16 1.9% 10 AM 4 2.4% 6 4.0% 4 2.2% 5 3.2% 4 2.0% 23 2.7% 11 AM 5 3.0% 4 2.7% 3 1.7% 6 3.9% 12 6.1% 30 3.6% 12 PM 13 7.9% 5 3.4% 10 5.6% 9 5.8% 13 6.6% 50 5.9% 1 PM 7 4.2% 12 8.1% 19 10.7% 14 9.1% 16 8.1% 68 8.1% 2 PM 14 8.5% 10 6.7% 16 9.0% 14 9.1% 18 9.1% 72 8.5% 3 PM 8 4.8% 13 8.7% 13 7.3% 18 11.7% 13 6.6% 65 7.7% 4 PM 15 9.1% 15 10.1% 13 7.3% 12 7.8% 16 8.1% 71 8.4% 5 PM 9 5.5% 6 4.0% 12 6.7% 13 8.4% 17 8.6% 57 6.8% 6 PM 16 9.7% 9 6.0% 13 7.3% 8 5.2% 14 7.1% 60 7.1% 7 PM 15 9.1% 5 3.4% 5 2.8% 7 4.5% 10 5.1% 42 5.0% 8 PM 10 6.1% 11 7.4% 11 6.2% 7 4.5% 10 5.1% 49 5.8% 9 PM 9 5.5% 3 2.0% 5 2.8% 10 6.5% 8 4.1% 35 4.2% 10 PM 3 1.8% 8 5.4% 10 5.6% 3 1.9% 6 3.0% 30 3.6% 11 PM 5 3.0% 2 1.3% 4 2.2% 3 1.9% 7 3.6% 21 2.5% Grand Total 165 100.0% 149 100.0% 178 100.0% 154 100.0% 197 100.0% 843 100.0% Grand Total PercentTime20142015201620172018 Figure 63. Incident distribution, by hour, for CJCFPD, 2014-2018. 3 PM is the overall peak incident time. 4 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 60 Incident Category Incident Number Incident Description 2014 2015 2016 2017 2018 Grand Total Percent of Incident Category Percent of Overall Incidents 100 Fire, other 13 13 1.5% 0.0% 111 Building fires 42 42 34 30 37 185 21.9% 0.5% 112 Fires in structures other than in a building 3 4 1 3 2 13 1.5% 0.0% 113 Cooking fire, confined to container 18 8 11 14 10 61 7.2% 0.2% 114 Chimney or flue fire, confined to chimney or flue 2 1 3 1 1 8 0.9% 0 .0% 115 Incinerator overload or malfunction 2 2 0.2% 0.0% 116 Fuel burner/boiler, delayed ignition or malfunction 1 1 0.1% 0.0% 117 Commericial compactor fire 1 1 0.1% 0.0% 118 Trash or rubbish fire in a structure 1 2 2 12 17 2.0% 0.0% 121 Fire in mobile home 1 1 1 3 0.4% 0.0% 122 Fire in a motor home or camper 1 1 2 0.2% 0.0% 130 Mobile property (vehicle) fire, other 1 6 7 0.8% 0.0% 131 Passenger vehicle fire 16 20 25 15 12 88 10.4% 0.2% 132 Road freight or transport vehicle fire 2 1 3 2 1 9 1.1% 0.0% 136 Self-propelled motor home or recreational vehicle 1 1 0.1% 0.0% 137 Camper or recreational vehicle (RV) fire 1 1 2 0.2% 0.0% 138 Off-road vehicle or heavy equipment fire 1 1 1 1 4 0.5% 0.0% 140 Natural vegetation fire, other 6 4 7 6 17 40 4.7% 0.1% 141 Forest, woods or wildland fire 2 3 2 2 9 1.1% 0.0% 142 Brush, or brush and grass mixture fire 19 12 23 24 18 96 11.4% 0.3% 143 Grass fire 11 19 27 18 26 101 12.0% 0.3% 150 Outside rubbish fire, other 7 6 7 7 7 34 4.0% 0.1% 151 Outside rubbish, trash or waste fire 12 11 17 14 20 74 8.8% 0.2% 153 Construction or demolition landfill fire 1 1 2 0.2% 0.0% 154 Dumpster or other outside trash receptacle fire 3 3 5 5 5 21 2.5% 0.1% 160 Special outside fire, other 8 5 3 4 1 21 2.5% 0.1% 161 Outisde storage fire on residential or commercial property 3 4 3 2 12 1.4% 0.0% 162 Outside equipment fire 4 4 1 2 1 12 1.4% 0.0% 163 Outside gas or vapor combustion explosion without sustained fire 1 1 0.1% 0.0% 170 Cultivated vegetation crop fire, other 1 1 2 0.2% 0.0% 173 Cultivated trees or nursery stock fire 1 1 0.1% 0.0% 165 149 178 154 197 843 100.0% 2.3% Fire Incidents Detailed Incident Distribution for Central Jackson County Fire Protection District January 2014-December 2018 Fire Incidents Total 29411 E AA Hwy 6 600 NE Coronado Dr 5 3300 NW Jefferson St 4 I 70 & NW 7 Hwy 4 1020 NE Coronado Dr 3 106 SW Eagles Pkwy 3 1115 NE Coronado Dr 3 550 NE Napoleon Dr 3 I 70 & NW Woods Chapel Rd 3 Quarry & SW 24Th St 3 Top 10 Fire Incident LocationsFigures 64-65. Incident distribution, by hour, for CJCFPD, 2014-2018. 3 PM is the overall peak incident time. 4 AM is the lowest. Page 61 © Business Information Services, LLC All Rights Reserved Figure 66. Top 10 fire incident locations in CJCFPD, 2014-2018. All Rights Reserved © Business Information Services, LLC Page 62 Figure 67. Density distribution, by Census block, of all fire incidents in the CJCFPD. Page 63 © Business Information Services, LLC All Rights Reserved Figure 68. Count by Census block of all fire incidents in the CJCFPD. All Rights Reserved © Business Information Services, LLC Page 64 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Jan 401 8.4% 456 8.8% 434 7.7% 542 9.2% 455 7.9% 2,288 8.4% Feb 366 7.7% 389 7.5% 429 7.6% 470 8.0% 449 7.8% 2,103 7.7% Mar 391 8.2% 412 7.9% 467 8.3% 454 7.7% 483 8.3% 2,207 8.1% Apr 417 8.7% 456 8.8% 504 9.0% 475 8.1% 481 8.3% 2,333 8.6% May 411 8.6% 434 8.3% 443 7.9% 509 8.7% 504 8.7% 2,301 8.4% Jun 370 7.8% 399 7.7% 455 8.1% 449 7.6% 457 7.9% 2,130 7.8% Jul 399 8.4% 429 8.2% 511 9.1% 510 8.7% 461 8.0% 2,310 8.5% Aug 410 8.6% 412 7.9% 500 8.9% 536 9.1% 529 9.1% 2,387 8.8% Sep 404 8.5% 448 8.6% 442 7.9% 485 8.3% 507 8.8% 2,286 8.4% Oct 386 8.1% 476 9.1% 503 8.9% 498 8.5% 466 8.0% 2,329 8.5% Nov 373 7.8% 450 8.6% 441 7.8% 485 8.3% 471 8.1% 2,220 8.1% Dec 445 9.3% 444 8.5% 493 8.8% 457 7.8% 527 9.1% 2,366 8.7% Total 4,773 100.0% 5,205 100.0% 5,622 100.0% 5,870 100.0% 5,790 100.0% 27,260 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent 1st 1,158 24.3% 1,257 24.1% 1,330 25.6% 1,466 25.0% 1,387 24.0% 6,598 24.2% 2nd 1,198 25.1% 1,289 24.8% 1,402 26.9% 1,433 24.4% 1,442 24.9% 6,764 24.8% 3rd 1,213 25.4% 1,289 24.8% 1,453 27.9% 1,531 26.1% 1,497 25.9% 6,983 25.6% 4th 1,204 25.2% 1,370 26.3% 1,437 27.6% 1,440 24.5% 1,464 25.3% 6,915 25.4% Total 4,773 100.0% 5,205 100.0% 5,622 100.0% 5,870 100.0% 5,790 100.0% 27,260 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Sunday 630 13.2% 674 12.9% 755 13.4% 788 13.4% 738 12.7% 3,585 13.2% Monday 702 14.7% 798 15.3% 786 14.0% 841 14.3% 847 14.6% 3,974 14.6% Tuesday 683 14.3% 745 14.3% 836 14.9% 854 14.5% 855 14.8% 3,973 14.6% Wednesday 703 14.7% 688 13.2% 818 14.5% 860 14.7% 836 14.4% 3,905 14.3% Thursday 609 12.8% 815 15.7% 837 14.9% 824 14.0% 831 14.4% 3,916 14.4% Friday 754 15.8% 789 15.2% 820 14.6% 891 15.2% 849 14.7% 4,103 15.1% Saturday 692 14.5% 696 13.4% 770 13.7% 812 13.8% 834 14.4% 3,804 14.0% Total 4,773 100.0% 5,205 100.0% 5,622 100.0% 5,870 100.0% 5,790 100.0% 27,260 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Morning 807 16.9% 911 17.5% 990 17.6% 1,046 17.8% 1,096 18.9% 4,850 17.8% Afternoon 1,612 33.8% 1,706 32.8% 1,899 33.8% 2,081 35.5% 2,003 34.6% 9,301 34.1% Evening 1,433 30.0% 1,642 31.5% 1,730 30.8% 1,732 29.5% 1,739 30.0% 8,276 30.4% Night 921 19.3% 946 18.2% 1,003 17.8% 1,011 17.2% 952 16.4% 4,833 17.7% Total 4,773 100.0% 5,205 100.0% 5,622 100.0% 5,870 100.0% 5,790 100.0% 27,260 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 4,773 5,205 5,622 5,870 5,790 27,260Year20142015201620172018 Figures 69-74. All medical incidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2017 had the highest incident count. August had the highest count for a month. The 3rd Quarter had the highest incident count. Friday was the highest incident count. Afternoon was the highest incident count. Page 65 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Percent 12 AM 153 3.2% 155 3.0% 196 3.5% 196 3.3% 161 2.8% 861 3.2% 1 AM 161 3.4% 159 3.1% 131 2.3% 148 2.5% 139 2.4% 738 2.7% 2 AM 126 2.6% 142 2.7% 133 2.4% 125 2.1% 134 2.3% 660 2.4% 3 AM 126 2.6% 126 2.4% 130 2.3% 135 2.3% 126 2.2% 643 2.4% 4 AM 92 1.9% 102 2.0% 89 1.6% 121 2.1% 129 2.2% 533 2.0% 5 AM 96 2.0% 99 1.9% 120 2.1% 109 1.9% 106 1.8% 530 1.9% 6 AM 89 1.9% 122 2.3% 133 2.4% 149 2.5% 156 2.7% 649 2.4% 7 AM 135 2.8% 161 3.1% 182 3.2% 214 3.6% 192 3.3% 884 3.2% 8 AM 175 3.7% 225 4.3% 203 3.6% 226 3.9% 233 4.0% 1,062 3.9% 9 AM 220 4.6% 202 3.9% 263 4.7% 227 3.9% 280 4.8% 1,192 4.4% 10 AM 230 4.8% 249 4.8% 277 4.9% 308 5.2% 300 5.2% 1,364 5.0% 11 AM 250 5.2% 279 5.4% 310 5.5% 352 6.0% 336 5.8% 1,527 5.6% 12 PM 267 5.6% 291 5.6% 299 5.3% 340 5.8% 347 6.0% 1,544 5.7% 1 PM 270 5.7% 300 5.8% 348 6.2% 356 6.1% 346 6.0% 1,620 5.9% 2 PM 301 6.3% 300 5.8%307 5.5% 372 6.3% 348 6.0% 1,628 6.0% 3 PM 294 6.2% 287 5.5% 358 6.4% 353 6.0% 326 5.6% 1,618 5.9% 4 PM 263 5.5% 299 5.7% 314 5.6% 323 5.5% 319 5.5% 1,518 5.6% 5 PM 255 5.3% 308 5.9% 300 5.3% 318 5.4% 294 5.1% 1,475 5.4% 6 PM 241 5.0% 272 5.2% 307 5.5% 305 5.2% 323 5.6% 1,448 5.3% 7 PM 253 5.3% 276 5.3% 294 5.2% 294 5.0% 283 4.9% 1,400 5.1% 8 PM 242 5.1% 254 4.9% 260 4.6% 267 4.5% 277 4.8% 1,300 4.8% 9 PM 179 3.8% 233 4.5% 255 4.5% 225 3.8% 243 4.2% 1,135 4.2% 10 PM 179 3.8% 204 3.9% 230 4.1% 215 3.7% 228 3.9% 1,056 3.9% 11 PM 176 3.7% 160 3.1% 183 3.3% 192 3.3% 164 2.8% 875 3.2% Grand Total 4,773 100.0% 5,205 100.0% 5,622 100.0% 5,870 100.0% 5,790 100.0% 27,260 100.0% Grand Total PercentTime20142015201620172018 Figure 75. Incident distribution, by hour, for CJCFPD, 2014-2018. 2 PM is the overall peak incident time. 5 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 66 Incident Category Incident Number Incident Description 2014 2015 2016 2017 2018 Grand Total Percent of Incident Category Percent of Overall Incidents 300 Rescue, emergency medical call (EMS) call, other 82 102 48 99 40 371 1.4% 1.0% 311 Medical / MANPOWER assist, assist EMS crew 16 21 10 35 41 123 0.5% 0 .3% 320 EMS incident other 233 174 93 60 46 606 2.2% 1.6% 321 EMS call, excluding vehicle accident with injury. Patient refuses treatment 4,112 4,568 5,128 5,346 5,302 24,456 89.7% 66.1% 322 Vehicle accident with injuries 179 180 184 208 200 951 3.5% 2.6% 323 Motor vehicle/pedestrian accident (MV Ped) 4 16 14 7 23 64 0.2% 0.2% 324 Motor vehicle accident with no injuries 147 144 145 115 138 689 2.5%1.9% 4,773 5,205 5,622 5,870 5,790 27,260 100.0% 73.7% Medical Incidents Detailed Incident Distribution for Central Jackson County Fire Protection District January 2014-December 2018 Medical Incidents Total 201 NE R D Mize Rd 3,036 111 NW Mock Ave 1,105 930 NE Duncan Rd 838 201 NW R D Mize Rd 563 1100 SW Smith St 397 550 NE Napoleon Dr 396 3300 NW Jefferson St 377 1701 NW Jefferson St 319 500 NW Vesper St 199 1132 NE 10Th St 189 Top 10 Medical Incident LocationsFigures 76-77. EMS calls where the pa- tient refuses treatment account for 89.7 percent of the medical incidents. 2014- 2018, and 66.1 percent of all incidents. Page 67 © Business Information Services, LLC All Rights Reserved Figure 78. Top 10 medical incident locations in CJCFPD, 2014-2018. All Rights Reserved © Business Information Services, LLC Page 68 Figure 79. Density distribution, by Census block, of all medical incidents in the CJCFPD. Page 69 © Business Information Services, LLC All Rights Reserved Figure 80. Count by Census block of all medical incidents in the CJCFPD. All Rights Reserved © Business Information Services, LLC Page 70 Figure 81. Density of incident type 554 from 2014-2018. This code is for “Assist invalid,” which was a close as we could get to try to map where falls occur. Page 71 © Business Information Services, LLC All Rights Reserved PAGE DELIBERATELY LEFT BLANK All Rights Reserved © Business Information Services, LLC Page 72 PAGE DELIBERATELY LEFT BLANK Page 73 © Business Information Services, LLC All Rights Reserved Response and Drive Time Detailed Analysis in the CJCFPD All Rights Reserved © Business Information Services, LLC Page 74 Page 75 © Business Information Services, LLC All Rights Reserved Figure 82. Current drive time analysis for CJCFPD based on all stations. All Rights Reserved © Business Information Services, LLC Page 76 Figure 83. Current drive time analysis for CJCFPD based on current stations and possible new stations. A service gap analysis was performed (see p. 90-95) and determined that two new stations could improve service areas in the district. Page 77 © Business Information Services, LLC All Rights Reserved Figure 84. Current drive time analysis for CJCFPD Station 1. All Rights Reserved © Business Information Services, LLC Page 78 Figure 85. Current drive time analysis for CJCFPD Station 2. Page 79 © Business Information Services, LLC All Rights Reserved Figure 86. Current drive time analysis for CJCFPD Station 3. All Rights Reserved © Business Information Services, LLC Page 80 Figure 87. Current drive time analysis for CJCFPD Station 4. Page 81 © Business Information Services, LLC All Rights Reserved Figure 88. Current drive time analysis for CJCFPD Station 5. All Rights Reserved © Business Information Services, LLC Page 82 Figure 89. Current drive time analysis for possible CJCFPD New Station 1. Page 83 © Business Information Services, LLC All Rights Reserved Figure 90. Current drive time analysis for possible CJCFPD New Station 2. All Rights Reserved © Business Information Services, LLC Page 84 Figure 91. Distribution of all incidents, by actual response time, 2014-2018, for CJCFPD. Page 85 © Business Information Services, LLC All Rights Reserved Figure 92. Benchmark objectives for urban, suburban and rural populations, based on national fire prevention standards. Incident Area Urban Rural Benchmark 10 Minutes 12 Minutes All Rights Reserved © Business Information Services, LLC Page 86 Figure 93. Percent of all response times meeting benchmarks from 2014-2018 in CJCFPD. Page 87 © Business Information Services, LLC All Rights Reserved Figure 94. Percent of all response times under 10 minutes, 2014-2018 in CJCFPD. All Rights Reserved © Business Information Services, LLC Page 88 Figure 95. Risk elements and assigned scores for the CJCFPD. Page 89 © Business Information Services, LLC All Rights Reserved Figure 96. Fire risk analysis in CJCFPD by Census blocks. All Rights Reserved © Business Information Services, LLC Page 90 Figure 97. Estimated 2018 Service gaps (gold) with the current five stations. Page 91 © Business Information Services, LLC All Rights Reserved Figure 98. Estimated 2018 Service gaps (gold) with possible new stations added. The Roanoke and Hwy 7 site is about 400 yards south of a previous station location. The parcel is currently on the tax rolls for only $840, classified as agricultural. The other site is at the corner of Duncan Road and NW Rust Rd, and is on the tax rolls with a market value of $4,013 for 8.19 acres of agricultural land. Site Selection Area Criteria: - Not within 1 mile of current stations - Near areas with positive population growth - Near areas with higher percentage of population over 60 - Near service gap areas - Improve current drive time coverage to residential areas - Easy access to main artery roads Once the two areas were selected, an agricultural parcel (1. with no improvement value and 2. near a major intersection) was chosen in each area. - Site 1: MO Hwy 7 & NW Roanoke Dr / parcel: 36-330-20-11-00-0-00-000 - Site 2: MO Hwy BB & Duncan Rd / parcel: 37-520-02-14-00-0-00-000 All Rights Reserved © Business Information Services, LLC Page 92 Figure 99. Estimated 2023 Service gaps (gold) with the current five stations. Page 93 © Business Information Services, LLC All Rights Reserved Figure 100. Estimated 2023 Service gaps (gold) with the possible new stations added. All Rights Reserved © Business Information Services, LLC Page 94 Figure 101. Estimated 2028 Service gaps (gold) with the current five stations. Page 95 © Business Information Services, LLC All Rights Reserved Figure 102. Estimated 2028 Service gaps (gold) with the possible new stations added. All Rights Reserved © Business Information Services, LLC Page 96 Figure 103. 2018 Population within 1 mile of the current stations and the possible new stations. Page 97 © Business Information Services, LLC All Rights Reserved Figure 104. 2023 Population within 1 mile with new stations. All Rights Reserved © Business Information Services, LLC Page 98 Figure 105. 2028 Population within 1 mile of the current stations and the possible new stations. The over- lap areas show where multiple stations could service the area. Page 99 © Business Information Services, LLC All Rights Reserved PAGE DELIBERATELY LEFT BLANK All Rights Reserved © Business Information Services, LLC Page 100 Figure 107. MVA vs MDOT traffic counts for the CJCFPD, 2017. (See note below) Figure 106. Motor Vehicle Accidents vs MDOT traffic counts for the CJCFPD, 2017. Data was retrieved from the Missouri Department of Transportation. Records are the average annual daily traffic volume for 2017. I-70 (Between Woods Chapel and 7 Hwy) Average Daily Traffic Peak Hour Peak Traffic Traveling West 48,329 4PM 3,758 (Per Hour) Traveling East 47,023 4PM 3,332 (Per Hour) 7 Hwy (Between I-70 and Duncan Rd) Average Daily Traffic Peak Hour Peak Traffic Traveling South 14,186 5PM 1,104 (Per Hour) Traveling North 14,512 6PM 1,281 (Per Hour) 40 Hwy (Between Woods Chapel and 7 Hwy) Average Daily Traffic Peak Hour Peak Traffic Traveling West 10,837 4PM 843 (Per Hour) Traveling East 11,524 4PM 816 (Per Hour) 139 104 279 664 850 825 837 814 899 940 903 902 1,025 1,104 1,089 913 617 483 364 22934 20 42 94 72 67 69 68 86 94 130 116 136 140 116 102 80 66 42 35 0 20 40 60 80 100 120 140 160 0 200 400 600 800 1,000 1,200 Motor Vehicle Accident Count vs Traffic Count Traffic Count MVA Count Page 101 © Business Information Services, LLC All Rights Reserved Figure 108. Missouri Department of Transportation traffic counts for the CJCFPD, 2017. All Rights Reserved © Business Information Services, LLC Page 102 Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Jan 34 10.3% 15 4.4% 22 6.4% 27 8.2% 20 5.5% 118 6.9% Feb 31 9.4% 41 12.1% 13 3.8% 21 6.4% 30 8.3% 136 8.0% Mar 28 8.5% 30 8.8% 29 8.5% 23 7.0% 27 7.5% 137 8.0% Apr 22 6.7% 38 11.2% 34 9.9% 29 8.8% 39 10.8% 162 9.5% May 26 7.9% 25 7.4% 27 7.9% 41 12.4% 30 8.3% 149 8.7% Jun 27 8.2% 23 6.8% 38 11.1% 36 10.9% 30 8.3% 154 9.0% Jul 23 7.0% 32 9.4% 30 8.7% 24 7.3% 28 7.8% 137 8.0% Aug 31 9.4% 25 7.4% 29 8.5% 29 8.8% 34 9.4% 148 8.7% Sep 28 8.5% 30 8.8% 21 6.1% 31 9.4% 37 10.2% 147 8.6% Oct 34 10.3% 34 10.0% 32 9.3% 22 6.7% 29 8.0% 151 8.9% Nov 19 5.8% 23 6.8% 32 9.3% 22 6.7% 30 8.3% 126 7.4% Dec 27 8.2% 24 7.1% 36 10.5% 25 7.6% 27 7.5% 139 8.2% Total 330 100.0% 340 100.0% 343 100.0% 330 100.0% 361 100.0% 1,704 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent 1st 93 28.2% 86 25.3% 64 18.8% 71 21.5% 77 21.3% 391 22.9% 2nd 75 22.7% 86 25.3% 99 29.1% 106 32.1% 99 27.4% 465 27.3% 3rd 82 24.8% 87 25.6% 80 23.5% 84 25.5% 99 27.4% 432 25.4% 4th 80 24.2% 81 23.8% 100 29.4% 69 20.9% 86 23.8% 416 24.4% Total 330 100.0% 340 100.0% 343 100.0% 330 100.0% 361 100.0% 1,704 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Sunday 31 9.4% 39 11.5% 40 11.7% 53 16.1% 51 14.1% 214 12.6% Monday 51 15.5% 67 19.7% 37 10.8% 29 8.8% 52 14.4% 236 13.8% Tuesday 53 16.1% 40 11.8% 44 12.8% 45 13.6% 52 14.4% 234 13.7% Wednesday 42 12.7% 45 13.2% 65 19.0% 53 16.1% 47 13.0% 252 14.8% Thursday 37 11.2% 59 17.4% 47 13.7% 59 17.9% 49 13.6% 251 14.7% Friday 66 20.0% 44 12.9% 52 15.2% 51 15.5% 57 15.8% 270 15.8% Saturday 50 15.2%46 13.5% 58 16.9% 40 12.1% 53 14.7% 247 14.5% Total 330 100.0% 340 100.0% 343 100.0% 330 100.0% 361 100.0% 1,704 100.0% Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Morning 45 13.6% 65 19.1% 89 25.9% 71 21.5% 57 15.8% 327 19.2% Afternoon 111 33.6% 116 34.1% 100 29.2% 99 30.0% 137 38.0% 563 33.0% Evening 140 42.4% 125 36.8% 127 37.0% 123 37.3% 125 34.6% 640 37.6% Night 34 10.3% 34 10.0% 27 7.9% 37 11.2% 42 11.6% 174 10.2% Total 330 100.0% 340 100.0% 343 100.0% 330 100.0% 361 100.0% 1,704 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 330 340 343 330 361 1,704Year20142015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 109-114. All motor vehicle accidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2018 had the highest incident count. April had the highest count for a month. The 2nd Quarter had the highest incident count. Friday was the highest incident count. Evening was the highest incident count. Page 103 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Perce nt 12 AM 6 1.8% 8 2.4% 5 1.5% 5 1.5% 10 2.8% 34 2.0% 1 AM 6 1.8% 3 0.9% 2 0.6% 6 1.8% 6 1.7% 23 1.3% 2 AM 1 0.3% 6 1.8% 1 0.3% 6 1.8% 1 0.3% 15 0.9% 3 AM 2 0.6% 3 0.9% 8 2.3% 5 1.5% 7 1.9% 25 1.5% 4 AM 4 1.2% 8 2.4% 11 3.2% 2 0.6% 7 1.9% 32 1.9% 5 AM 4 1.2% 6 1.8% 5 1.5% 3 0.9% 2 0.6% 20 1.2% 6 AM 6 1.8% 7 2.1% 13 3.8% 7 2.1% 9 2.5% 42 2.5% 7 AM 13 3.9% 16 4.7% 24 7.0% 26 7.9% 15 4.2% 94 5.5% 8 AM 11 3.3% 15 4.4% 18 5.2% 22 6.7% 6 1.7% 72 4.2% 9 AM 7 2.1% 13 3.8% 18 5.2% 11 3.3% 18 5.0% 67 3.9% 10 AM 15 4.5% 7 2.1% 18 5.2% 13 3.9% 16 4.4% 69 4.0% 11 AM 10 3.0% 21 6.2% 12 3.5% 9 2.7% 16 4.4% 68 4.0% 12 PM 17 5.2% 17 5.0% 16 4.7% 18 5.5% 18 5.0% 86 5.0% 1 PM 20 6.1% 21 6.2% 10 2.9% 23 7.0% 20 5.5% 94 5.5% 2 PM 32 9.7% 25 7.4% 18 5.2% 17 5.2% 38 10.5% 130 7.6% 3 PM 17 5.2% 25 7.4% 26 7.6% 19 5.8% 29 8.0% 116 6.8% 4 PM 34 10.3% 26 7.6% 27 7.9% 21 6.4% 28 7.8% 136 8.0% 5 PM 28 8.5% 31 9.1% 34 9.9% 26 7.9% 21 5.8% 140 8.2% 6 PM 29 8.8% 23 6.8% 18 5.2% 20 6.1% 26 7.2% 116 6.8% 7 PM 25 7.6% 17 5.0% 19 5.5% 21 6.4% 20 5.5% 102 6.0% 8 PM 14 4.2% 15 4.4% 14 4.1% 19 5.8% 18 5.0% 80 4.7% 9 PM 10 3.0% 13 3.8% 15 4.4% 16 4.8% 12 3.3% 66 3.9% 10 PM 13 3.9% 8 2.4% 4 1.2% 9 2.7% 8 2.2% 42 2.5% 11 PM 6 1.8% 6 1.8% 7 2.0% 6 1.8% 10 2.8% 35 2.1% Grand Total 330 100.0% 340 100.0% 343 100.0% 330 100.0% 361 100.0% 1,704 100.0% Grand Total PercentTime20142015201620172018 Figures 115-116. Incident distribution, by hour, for CJCFPD, 2014-2018. 5 PM is the overall peak incident time. 2 AM is the lowest. Name Count I 70 & NW Adams Dairy Pkwy 79 I 70 & NW Woods Chapel Rd 71 I 70 & NW 7 Hwy 70 Adams Dairy & SE 40 Hwy 33 40 & SW Woods Chapel Rd 26 7 & SW Moreland School Rd 25 40 & NW Sni-A-Bar Blvd 25 7 & NW Mock Ave 19 Adams Dairy & NE Coronado Dr 18 7 & NW R D Mize Rd 15 Top 10 MVA Locations 2014-2018 All Rights Reserved © Business Information Services, LLC Page 104 PAGE DELIBERATELY LEFT BLANK Page 105 © Business Information Services, LLC All Rights Reserved Hospital/Senior Facilities in the CJCFPD Incident Count Analysis All Rights Reserved © Business Information Services, LLC Page 106 116 174 266 386 261 2014 2015 2016 2017 2018 St. Mary's Village Yearly Incident Totals 775 803 832 757 567 2014 2015 2016 2017 2018 St. Mary's Hospital Yearly Incident Totals 36 144 119 146 2015 2016 2017 2018 The Parkway Yearly Incident Totals Figures 117-118. Incidents at St. Mary’s Hospital, 2014-2018 and aerial photo. Figures 121-122. Incidents at The Parkway, 2015-2018 and aerial photo. Figures 119-120. Incidents at St. Mary’s Village, 2014-2018 and aerial photo. Page 107 © Business Information Services, LLC All Rights Reserved Facility 2014 2015 2016 2017 2018 Grand Total St. Mary's Hospital 775 803 832 757 567 3,734 St. Mary's Village 116 174 266 386 261 1,203 Shangri La 178 154 198 176 152 858 The Parkway 36 144 119 146 445 Benton House 37 72 99 127 335 Grand Total 1,069 1,204 1,512 1,537 1,253 6,575 37 72 99 127 2015 2016 2017 2018 Benton House Yearly Incident Totals 178 154 198 176 152 2014 2015 2016 2017 2018 Shangri La Yearly Incident Totals Figures 123-124. Incidents at Benton House, 2015-2018 and aerial photo. Figures 125-126. Incidents at Shangri La, 2014-2018 and aerial photo. Figure 127. Incident summary at St. Mary’s Hospital and senior living centers. All Rights Reserved © Business Information Services, LLC Page 108 St. Mary’s Hospital Figure 128. (Left) Incidents by year at St. Mary’s Hospital. Figure 129. (Below Left) Count of re- sponse codes. Figure 130 (Below) Count of type of call. Incident count resulted from data acquired from CJCFPD. Data was constructed to show a sin- gle unit , responding to a single incident, on a sin- gle date. Not Applicable, 2 Emergency, 86 Non-Emergency, 3,530 Emergency Downgraded to Non-Emergency, 5 Non-Emergency Upgraded to Emergency, 2 Canceled, 109 775 803 832 757 567 2014 2015 2016 2017 2018 St. Mary's Hospital Yearly Incident Totals 2014 2015 2016 2017 2018 Grand Total 200 1 1 300 41 45 21 42 4 153 311 2 1 1 4 320 54 26 58 19 15 172 321 659 695 727 677 532 3,290 322 1 2 3 324 1 1 331 2 2 4 412 1 1 500 1 2 3 510 1 1 520 1 1 550 1 1 551 1 1 1 3 554 2 2 4 600 1 1 611 13 25 14 15 8 75 622 1 1 651 1 1 700 1 2 1 4 740 1 2 3 743 3 3 745 1 2 1 4 Total 775 803 832 757 567 3,734 Count of Incident Number by NFIRS CODE Page 109 © Business Information Services, LLC All Rights Reserved Figure 131. Time of incident by alarm time for years 2014-2018. Figures 132-135. Response Time Tables and Units Dispatched by Year. Note (Above): Not all units dispatched actually arrive at incident. Time of Incident by Alarm Time 2014 383 Hours and 12 Minutes 2015 450 Hours and 27 Minutes 2016 556 Hours and 57 Minutes 2017 569 Hours and 2 Minutes 2018 367 Hours and 25 Minutes Total Time Alarm to Arrival 2014 1 Hour and 3 Minutes 2015 35 Minutes 2016 40 Minutes 2017 45 Minutes 2018 40 Minutes Average Arrival to Clear Time 12 AM 142 1 AM 120 2 AM 89 3 AM 95 4 AM 72 5 AM 60 6 AM 67 7 AM 47 8 AM 51 9 AM 79 10 AM 124 11 AM 194 12 PM 226 1 PM 313 2 PM 322 3 PM 350 4 PM 228 5 PM 221 6 PM 175 7 PM 165 8 PM 157 9 PM 136 10 PM 153 11 PM 148 Unit 2014 2015 2016 2017 2018 Total C7 1 1 2 Duty 2 2 E2 4 3 2 3 12 E3 21 22 11 16 14 84 E4 7 8 15 E5 5149 19 L1 2 9 7 7 10 35 L11 1 1 M1 119 66 31 26 16 258 M2 503 399 159 37 18 1,116 M3 165 119 65 38 41 428 M4 4 248 613 213 79 1,157 M5 474 441 915 M6 1 1 SQ1 1 1 T4 1 1 Grand Total 820 879 899 816 633 4,047 Units Dispatched by Year 2014 2015 2016 2017 2018 0 to 2 min 44610 2 to 4 min 47844 4 to 6 min 851034 6 to 8 min 31 17 20 11 6 8 to 10 min 80 25 18 23 20 10 to 12 min 126 60 31 44 55 12 to 14 min 109 90 39 98 77 14 to 16 min 74 96 121 91 67 16 to 18 min 43 79 91 65 61 18 to 20 min 30 46 65 43 25 20 to 25 min 48 88 97 70 51 25 to 30 min 50 49 44 31 27 More than 30 min 168 210 276 260 156 Response Time All Rights Reserved © Business Information Services, LLC Page 110 Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Jan 70 9.0% 84 10.5% 75 9.0% 77 10.2% 46 8.1% 352 9.4% Feb 55 7.1% 64 8.0% 65 7.8% 68 9.0% 41 7.2% 293 7.8% Mar 62 8.0% 74 9.2% 63 7.6% 68 9.0% 44 7.8% 311 8.3% Apr 78 10.1% 69 8.6% 65 7.8% 57 7.5% 59 10.4% 328 8.8% May 55 7.1% 76 9.5% 67 8.1% 71 9.4% 54 9.5% 323 8.7% Jun 68 8.8% 46 5.7% 73 8.8% 60 7.9% 51 9.0% 298 8.0% Jul 67 8.6% 68 8.5% 70 8.4% 53 7.0% 39 6.9% 297 8.0% Aug 61 7.9% 50 6.2% 70 8.4% 61 8.1% 58 10.2% 300 8.0% Sep 63 8.1% 69 8.6% 66 7.9% 53 7.0% 44 7.8% 295 7.9% Oct 62 8.0% 63 7.8% 74 8.9% 73 9.6% 40 7.1% 312 8.4% Nov 67 8.6% 72 9.0% 68 8.2% 58 7.7% 46 8.1% 311 8.3% Dec 67 8.6% 68 8.5% 76 9.1% 58 7.7% 45 7.9% 314 8.4% Total 775 100.0% 803 100.0% 832 100.0% 757 100.0% 567 100.0% 3,734 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent 1st 187 24.1% 222 27.6% 203 25.3% 213 28.1% 131 23.1% 956 25.6% 2nd 201 25.9% 191 23.8% 205 25.5% 188 24.8% 164 28.9% 949 25.4% 3rd 191 24.6% 187 23.3% 206 25.7% 167 22.1% 141 24.9% 892 23.9% 4th 196 25.3% 203 25.3% 218 27.1% 189 25.0% 131 23.1% 937 25.1% Total 775 100.0% 803 100.0% 832 100.0% 757 100.0% 567 100.0% 3,734 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Sunday 89 11.5% 85 10.6% 85 10.2% 59 7.8% 47 8.3% 365 9.8% Monday 113 14.6% 108 13.4% 120 14.4% 108 14.3% 84 14.8% 533 14.3% Tuesday 123 15.9% 134 16.7% 132 15.9% 132 17.4% 91 16.0% 612 16.4% Wednesday 113 14.6% 102 12.7% 130 15.6% 123 16.2% 94 16.6% 562 15.1% Thursday 115 14.8% 132 16.4% 135 16.2% 110 14.5% 94 16.6% 586 15.7% Friday 120 15.5% 146 18.2% 141 16.9% 144 19.0% 87 15.3% 638 17.1% Saturday 102 13.2% 96 12.0% 89 10.7% 81 10.7% 70 12.3% 438 11.7% Total 775 100.0% 803 100.0% 832 100.0% 757 100.0% 567 100.0% 3,734 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Morning 75 9.7% 85 10.6% 64 7.7% 67 8.9% 85 15.0% 376 10.1% Afternoon 304 39.2% 298 37.1% 375 45.1% 340 44.9% 212 37.4% 1,529 40.9% Evening 243 31.4% 243 30.3% 236 28.4% 197 26.0% 163 28.7% 1,082 29.0% Night 153 19.7% 177 22.0% 157 18.9% 153 20.2% 107 18.9% 747 20.0% Total 775 100.0% 803 100.0% 832 100.0% 757 100.0% 567 100.0% 3,734 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 775 803 832 757 567 3,734Year20142015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 136-141. All St. Mary’s incidents for 2014-2018, shown by year, month, quar- ter, day of week and time of day, count and percentages. 2016 was the highest inci- dent count in recent history. January was the highest month, the first quarter had the most incidents, Friday was the busiest day, and the afternoon had the overall most. Page 111 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Perce nt 12 AM 30 3.9% 30 3.7% 38 4.6% 29 3.8% 15 2.6% 142 3.8% 1 AM 28 3.6% 34 4.2% 22 2.6% 19 2.5% 17 3.0% 120 3.2% 2 AM 20 2.6% 21 2.6% 19 2.3% 22 2.9% 7 1.2% 89 2.4% 3 AM 16 2.1% 28 3.5% 17 2.0% 16 2.1% 18 3.2% 95 2.5% 4 AM 14 1.8% 15 1.9% 13 1.6% 17 2.2% 13 2.3% 72 1.9% 5 AM 18 2.3% 15 1.9% 10 1.2% 7 0.9% 10 1.8% 60 1.6% 6 AM 9 1.2% 17 2.1% 13 1.6% 10 1.3% 18 3.2% 67 1.8% 7 AM 6 0.8% 10 1.2% 8 1.0% 11 1.5% 12 2.1% 47 1.3% 8 AM 9 1.2% 14 1.7% 9 1.1% 6 0.8% 13 2.3% 51 1.4% 9 AM 19 2.5% 14 1.7% 11 1.3% 16 2.1% 19 3.4% 79 2.1% 10 AM 29 3.7% 22 2.7% 31 3.7% 27 3.6% 15 2.6% 124 3.3% 11 AM 33 4.3% 37 4.6% 48 5.8% 50 6.6% 26 4.6% 194 5.2% 12 PM 46 5.9% 37 4.6% 49 5.9% 58 7.7% 36 6.3% 226 6.1% 1 PM 51 6.6% 59 7.3% 89 10.7% 77 10.2% 37 6.5% 313 8.4% 2 PM 69 8.9% 63 7.8% 70 8.4% 65 8.6% 55 9.7% 322 8.6% 3 PM 76 9.8% 80 10.0% 88 10.6% 63 8.3% 43 7.6% 350 9.4% 4 PM 56 7.2% 45 5.6% 45 5.4% 42 5.5% 40 7.1% 228 6.1% 5 PM 54 7.0% 37 4.6% 57 6.9% 40 5.3% 33 5.8% 221 5.9% 6 PM 36 4.6% 45 5.6% 41 4.9% 30 4.0% 23 4.1% 175 4.7% 7 PM 32 4.1% 49 6.1% 35 4.2% 27 3.6% 22 3.9% 165 4.4% 8 PM 38 4.9% 34 4.2% 27 3.2% 30 4.0% 28 4.9% 157 4.2% 9 PM 27 3.5% 33 4.1% 31 3.7% 28 3.7% 17 3.0% 136 3.6% 10 PM 26 3.4% 34 4.2% 30 3.6% 36 4.8% 27 4.8%153 4.1% 11 PM 33 4.3% 30 3.7% 31 3.7% 31 4.1% 23 4.1% 148 4.0% Grand Total 775 100.0% 803 100.0% 832 100.0% 757 100.0% 567 100.0% 3,734 100.0% Grand Total PercentTime20142015201620172018 Figure 142. Incident distribution, by hour, for CJCFPD, 2014-2018. 3 PM is the overall peak incident time. 7 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 112 St. Mary’s Village Figure 143. (Left) Incidents by year at St. Mary’s Village. Figure 144. (Below Left) Count of re- sponse codes. Figure 145. (Below) Count of type of call. Incident count resulted from data acquired from CJCFPD. Data was constructed to show a sin- gle unit , responding to a single incident, on a sin- gle date. 116 174 266 386 261 2014 2015 2016 2017 2018 St. Mary's Village Yearly Incident Totals 2014 2015 2016 2017 2018 Total 300 1 2 3 1 7 320 3 11 3 1 1 19 321 102 148 250 367 249 1,116 322 1 1 323 1 1 2 324 1 1 3 5 445 1 1 500 1 1 512 1 1 554 1 1 600 1 1 611 3 8 6 7 8 32 622 1 1 671 1 1 710 1 1 730 1 1 743 2 3 1 6 744 1 1 745 1 1 2 1 5 Total 116 174 266 386 261 1,203 Count of Incident Number by NFIRS CODE Not Applicable, 2 Emergency, 711 Non-Emergency, 441 Emergency Downgraded to Non-Emergency, 2 Canceled, 47 Page 113 © Business Information Services, LLC All Rights Reserved Figure 146. Time of incident by alarm time for years 2014-2018. Figures 147-150. Response Time Tables and Units Dispatched by Year. Note (Above): Not all units dispatched actually arrive at incident. Time of Incident by Alarm Time 2014 27 Hours and 2 Minutes 2015 58 Hours and 48 Minutes 2016 63 Hours and 12 Minutes 2017 88 Hours and 53 Minutes 2018 65 Hours and 44 Minutes Total Time Alarm to Arrival 2014 29 Minutes 2015 27 Minutes 2016 27 Minutes 2017 26 Minutes 2018 30 Minutes Average Arrival to Clear Time Unit 2014 2015 2016 2017 2018 Total C10 1 1 C3 2 1 3 6 C5 1 1 C6 1 1 C7 1 1 1 3 C8 1 1 C9 1 1 Duty 1 1 E1 1 1 2 E2 4 16 35 39 24 118 E3 96 125 207 281 213 922 E33 1 1 E4 2761 16 E5 14354 17 L1 13 18 14 23 16 84 L11 4 4 M1 23 31 46 71 33 204 M2 7 20 23 35 14 99 M3 79 107 193 272 199 850 M4 7 11 13 2 33 M5 14 17 31 M6 1 1 SQ1 17 17 Grand Total 230 332 541 785 526 2,414 Units Dispatched by Year 12 AM 37 1 AM 32 2 AM 30 3 AM 22 4 AM 25 5 AM 29 6 AM 34 7 AM 50 8 AM 54 9 AM 65 10 AM 67 11 AM 78 12 PM 82 1 PM 88 2 PM 58 3 PM 66 4 PM 78 5 PM 57 6 PM 48 7 PM 48 8 PM 36 9 PM 49 10 PM 37 11 PM 33 2014 2015 2016 2017 2018 0 to 2 min 00010 2 to 4 min 13 6 13 17 10 4 to 6 min 85 56 142 175 148 6 to 8 min 69 143 200 300 210 8 to 10 min 29 60 76 140 62 10 to 12 min 314142913 12 to 14 min 1 3 12 10 10 14 to 16 min 03594 16 to 18 min 22421 18 to 20 min 10345 20 to 25 min 31672 25 to 30 min 34300 More than 30 min 37358 Response Time All Rights Reserved © Business Information Services, LLC Page 114 Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Jan 12 10.3% 16 9.2% 19 7.1% 45 11.7% 25 9.6% 117 9.7% Feb 11 9.5% 10 5.7% 20 7.5% 33 8.5% 25 9.6% 99 8.2% Mar 14 12.1% 7 4.0% 27 10.2% 25 6.5% 18 6.9% 91 7.6% Apr 11 9.5% 13 7.5% 25 9.4% 36 9.3% 22 8.4% 107 8.9% May 6 5.2% 13 7.5% 26 9.8% 26 6.7% 27 10.3% 98 8.1% Jun 8 6.9% 11 6.3% 19 7.1% 24 6.2% 18 6.9% 80 6.7% Jul 8 6.9% 15 8.6% 30 11.3% 36 9.3% 24 9.2% 113 9.4% Aug 8 6.9% 17 9.8% 20 7.5% 38 9.8% 22 8.4% 105 8.7% Sep 10 8.6% 12 6.9% 18 6.8% 32 8.3% 18 6.9% 90 7.5% Oct 8 6.9% 14 8.0% 19 7.1% 28 7.3% 20 7.7% 89 7.4% Nov 7 6.0% 23 13.2% 12 4.5% 35 9.1% 26 10.0% 103 8.6% Dec 13 11.2% 23 13.2% 31 11.7% 28 7.3% 16 6.1% 111 9.2% Total 116 100.0% 174 100.0% 266 100.0% 386 100.0% 261 100.0% 1,203 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent 1st 37 31.9% 33 19.0% 66 37.9% 103 26.7% 68 26.1% 307 25.5% 2nd 25 21.6% 37 21.3% 70 40.2% 86 22.3% 67 25.7% 285 23.7% 3rd 26 22.4% 44 25.3% 68 39.1% 106 27.5% 64 24.5% 308 25.6% 4th 28 24.1% 60 34.5% 62 35.6% 91 23.6% 62 23.8% 303 25.2% Total 116 100.0% 174 100.0% 266 100.0% 386 100.0% 261 100.0% 1,203 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Sunday 12 10.3% 20 11.5% 37 13.9% 47 12.2% 41 15.7% 157 13.1% Monday 23 19.8% 18 10.3% 32 12.0% 53 13.7% 38 14.6% 164 13.6% Tuesday 17 14.7% 33 19.0% 37 13.9% 48 12.4% 34 13.0% 169 14.0% Wednesday 15 12.9% 19 10.9% 33 12.4% 47 12.2% 31 11.9% 145 12.1% Thursday 12 10.3% 28 16.1% 48 18.0% 51 13.2% 32 12.3% 171 14.2% Friday 17 14.7% 26 14.9% 37 13.9% 64 16.6% 44 16.9% 188 15.6% Saturday 20 17.2% 30 17.2% 42 15.8% 76 19.7% 41 15.7% 209 17.4% Total 116 100.0% 174 100.0% 266 100.0% 386 100.0% 261 100.0% 1,203 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Morning 32 27.6% 37 21.3% 56 21.1% 81 21.0% 51 19.5% 257 21.4% Afternoon 32 27.6% 61 35.1% 101 38.0% 153 39.6% 92 35.2% 439 36.5% Evening 34 29.3% 60 34.5% 73 27.4% 100 25.9% 86 33.0% 353 29.3% Night 18 15.5% 16 9.2% 36 13.5% 52 13.5% 32 12.3% 154 12.8% Total 116 100.0% 174 100.0% 266 100.0% 386 100.0% 261 100.0% 1,203 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 116 174 266 386 261 1,203Year20142015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 151-156. All St. Mary’s Village incidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2017 was the highest fire incident count in recent history. January was the highest month, the third quarter had the most incidents, Saturday was the busiest day, and the after- noon had the overall most. Page 115 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Perce nt 12 AM 6 5.2% 3 1.7% 9 3.4% 16 4.1% 3 1.1% 37 3.1% 1 AM 4 3.4% 5 2.9% 4 1.5% 12 3.1% 7 2.7% 32 2.7% 2 AM 1 0.9% 2 1.1% 9 3.4% 6 1.6% 12 4.6% 30 2.5% 3 AM 4 3.4% 4 2.3% 5 1.9% 6 1.6% 3 1.1% 22 1.8% 4 AM 5 4.3% 4 2.3% 2 0.8% 6 1.6% 8 3.1% 25 2.1% 5 AM 3 2.6% 3 1.7% 8 3.0% 9 2.3% 6 2.3% 29 2.4% 6 AM 5 4.3% 6 3.4% 8 3.0% 12 3.1% 3 1.1% 34 2.8% 7 AM 6 5.2% 6 3.4% 10 3.8% 17 4.4% 11 4.2% 50 4.2% 8 AM 6 5.2% 8 4.6% 9 3.4% 20 5.2% 11 4.2% 54 4.5% 9 AM 7 6.0% 10 5.7% 19 7.1% 17 4.4% 12 4.6% 65 5.4% 10 AM 6 5.2% 10 5.7% 10 3.8% 29 7.5% 12 4.6% 67 5.6% 11 AM 5 4.3% 12 6.9% 19 7.1% 31 8.0% 11 4.2% 78 6.5% 12 PM 7 6.0% 13 7.5% 22 8.3% 20 5.2% 20 7.7% 82 6.8% 1 PM 7 6.0% 10 5.7% 25 9.4% 27 7.0% 19 7.3% 88 7.3% 2 PM 2 1.7% 10 5.7% 12 4.5% 18 4.7% 16 6.1% 58 4.8% 3 PM 5 4.3% 6 3.4% 13 4.9% 28 7.3% 14 5.4% 66 5.5% 4 PM 3 2.6% 13 7.5% 17 6.4% 26 6.7% 19 7.3% 78 6.5% 5 PM 7 6.0% 13 7.5% 10 3.8% 13 3.4% 14 5.4% 57 4.7% 6 PM 1 0.9% 6 3.4% 15 5.6% 13 3.4% 13 5.0% 48 4.0% 7 PM 10 8.6% 7 4.0% 9 3.4% 12 3.1% 10 3.8% 48 4.0% 8 PM 1 0.9% 6 3.4% 6 2.3% 12 3.1% 11 4.2% 36 3.0% 9 PM 7 6.0% 7 4.0% 9 3.4% 14 3.6% 12 4.6% 49 4.1% 10 PM 5 4.3% 8 4.6% 7 2.6% 10 2.6% 7 2.7% 37 3.1% 11 PM 3 2.6% 2 1.1% 9 3.4% 12 3.1% 7 2.7% 33 2.7% Grand Total 116 100.0% 174 100.0% 266 100.0% 386 100.0% 261 100.0% 1,203 100.0% Grand Total PercentTime20142015201620172018 Figure 157. Incident distribution, by hour, for CJCFPD, 2014-2018. 1 PM is the overall peak incident time. 3 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 116 Shangri La Figure 158. (Left) Incidents by year at Shangri La. Figure 159. (Below Left) Count of response codes. Figure 160. (Below) Count of type of call. Incident count resulted from data acquired from CJCFPD. Data was constructed to show a single unit , re- sponding to a single incident, on a single date. 178 154 198 176 152 2014 2015 2016 2017 2018 Shangri La Yearly Incident Totals 2014 2015 2016 2017 2018 Total 251 1 1 300 2 3 5 311 1 1 320 7 1 8 321 162 149 197 172 145 825 322 1 1 412 1 1 554 1 1 2 600 1 1 611 2 2 3 1 8 700 1 1 710 1 1 735 1 1 740 1 1 743 1 1 Total 178 154 198 176 152 858 Count of Incident Number by NFIRS CODE Emergency, 473 Non-Emergency, 368 Canceled, 17 Page 117 © Business Information Services, LLC All Rights Reserved Figure 161. Time of incident by alarm time for years 2014-2018. Figures 162-165. Response Time Tables and Units Dispatched by Year. Note (Above): Not all units dispatched actually arrive at incident. Time of Incident by Alarm Time12 AM 16 1 AM 15 2 AM 22 3 AM 12 4 AM 21 5 AM 22 6 AM 24 7 AM 27 8 AM 33 9 AM 44 10 AM 40 11 AM 33 12 PM 36 1 PM 39 2 PM 33 3 PM 73 4 PM 75 5 PM 67 6 PM 53 7 PM 57 8 PM 38 9 PM 32 10 PM 30 11 PM 16 2014 38 Hours and 6 Minutes 2015 34 Hours and 45 Minutes 2016 42 Hours and 41 Minutes 2017 38 Hours and 54 Minutes 2018 35 Hours and 19 Minutes Total Time Alarm to Arrival 2014 30 Minutes 2015 28 Minutes 2016 28 Minutes 2017 28 Minutes 2018 29 Minutes Average Arrival to Clear Time Unit 2014 2015 2016 2017 2018 Total C3 2 2 C5 3 1 4 C7 2 2 Duty 1 1 E2 22366 19 E3 161 139 176 145 127 748 E4 1232 8 E5 9 8 14 14 12 57 L1 33477 24 M1 22 15 20 18 15 90 M2 11 10 8 8 3 40 M3 145 129 165 138 123 700 M4 1863 18 M5 1 10 13 24 SQ1 1 4 5 Grand Total 357 310 403 360 312 1,742 Units Dispatched by Year 2014 2015 2016 2017 2018 0 to 2 min 10331 2 to 4 min 29 1 10 10 5 4 to 6 min 151 116 182 129 132 6 to 8 min 91 122 133 121 90 8 to 10 min 26 27 20 31 30 10 to 12 min 18 13 13 29 8 12 to 14 min 74965 14 to 16 min 51102 16 to 18 min 20102 18 to 20 min 23000 20 to 25 min 30010 25 to 30 min 20110 More than 30 min 11112 Response Time All Rights Reserved © Business Information Services, LLC Page 118 Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Jan 6 3.4% 17 11.0% 12 6.1% 12 6.8% 11 7.2% 58 6.8% Feb 8 4.5% 14 9.1% 18 9.1% 25 14.2% 10 6.6% 75 8.7% Mar 19 10.7% 11 7.1% 19 9.6% 19 10.8% 14 9.2% 82 9.6% Apr 28 15.7% 19 12.3% 22 11.1% 10 5.7% 12 7.9% 91 10.6% May 17 9.6% 16 10.4% 13 6.6% 11 6.3% 13 8.6% 70 8.2% Jun 17 9.6% 8 5.2% 19 9.6% 18 10.2% 14 9.2% 76 8.9% Jul 10 5.6% 14 9.1% 20 10.1% 16 9.1% 10 6.6% 70 8.2% Aug 11 6.2% 8 5.2% 14 7.1% 17 9.7% 15 9.9% 65 7.6% Sep 18 10.1% 12 7.8% 13 6.6% 8 4.5% 10 6.6% 61 7.1% Oct 10 5.6% 14 9.1% 19 9.6% 12 6.8% 9 5.9% 64 7.5% Nov 13 7.3% 10 6.5% 15 7.6% 9 5.1% 13 8.6% 60 7.0% Dec 21 11.8% 11 7.1% 14 7.1% 19 10.8% 21 13.8% 86 10.0% Total 178 100.0% 154 100.0% 198 100.0% 176 100.0% 152 100.0% 858 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent 1st 33 18.5% 42 27.3% 49 31.8% 56 31.8% 35 23.0% 215 25.1% 2nd 62 34.8% 43 27.9% 54 35.1% 39 22.2% 39 25.7% 237 27.6% 3rd 39 21.9% 34 22.1% 47 30.5% 41 23.3% 35 23.0% 196 22.8% 4th 44 24.7% 35 22.7% 48 31.2% 40 22.7% 43 28.3% 210 24.5% Total 178 100.0% 154 100.0% 198 100.0% 176 100.0% 152 100.0% 858 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Sunday 28 15.7% 25 16.2% 29 14.6% 22 12.5% 18 11.8% 122 14.2% Monday 24 13.5% 24 15.6% 27 13.6% 25 14.2% 28 18.4% 128 14.9% Tuesday 25 14.0% 23 14.9% 37 18.7% 30 17.0% 26 17.1% 141 16.4% Wednesday 24 13.5% 11 7.1% 27 13.6% 24 13.6% 25 16.4% 111 12.9% Thursday 16 9.0% 24 15.6% 28 14.1% 29 16.5% 23 15.1% 120 14.0% Friday 25 14.0% 20 13.0% 27 13.6% 26 14.8% 23 15.1% 121 14.1% Saturday 36 20.2% 27 17.5% 23 11.6% 20 11.4% 9 5.9% 115 13.4% Total 178 100.0% 154 100.0% 198 100.0% 176 100.0% 152 100.0% 858 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Number Percent Morning 39 21.9% 29 18.8% 25 12.6% 36 20.5% 42 27.6% 171 19.9% Afternoon 47 26.4% 44 28.6% 54 27.3% 55 31.3% 54 35.5% 254 29.6% Evening 63 35.4% 57 37.0% 92 46.5% 67 38.1% 43 28.3% 322 37.5% Night 29 16.3% 24 15.6% 27 13.6% 18 10.2% 13 8.6% 111 12.9% Total 178 100.0% 154 100.0% 198 100.0% 176 100.0% 152 100.0% 858 100.0% Grand Total Time of Day 2014 2015 2016 2017 2018 Grand Total Day of Week 2014 2015 2016 2017 2018 Grand Total Quarter 2014 2015 2016 2017 2018 Grand Total Month 2014 2015 2016 2017 2018 Grand Total 178 154 198 176 152 858Year20142015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 166-171. All Shangri La incidents for 2014-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2016 was the highest incident count in recent history. April was the highest month, the second quarter had the most incidents, Tuesday was the busiest day, and the evening had the over- all most. Page 119 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent Number Perce nt 12 AM 5 2.8% 5 3.2% 3 1.5% 2 1.1% 1 0.7% 16 1.9% 1 AM 6 3.4% 1 0.6% 3 1.5% 2 1.1% 3 2.0% 15 1.7% 2 AM 6 3.4% 4 2.6% 7 3.5% 2 1.1% 3 2.0% 22 2.6% 3 AM 3 1.7% 3 1.9% 3 1.5% 2 1.1% 1 0.7% 12 1.4% 4 AM 7 3.9% 2 1.3% 0 0.0% 6 3.4% 6 3.9% 21 2.4% 5 AM 4 2.2% 6 3.9% 4 2.0% 5 2.8% 3 2.0% 22 2.6% 6 AM 2 1.1% 4 2.6% 4 2.0% 7 4.0% 7 4.6% 24 2.8% 7 AM 8 4.5% 3 1.9% 4 2.0% 6 3.4% 6 3.9% 27 3.1% 8 AM 8 4.5% 6 3.9% 5 2.5% 7 4.0% 7 4.6% 33 3.8% 9 AM 10 5.6% 8 5.2% 8 4.0% 5 2.8% 13 8.6% 44 5.1% 10 AM 8 4.5% 7 4.5% 5 2.5% 9 5.1% 11 7.2% 40 4.7% 11 AM 2 1.1% 6 3.9% 6 3.0% 6 3.4% 13 8.6% 33 3.8% 12 PM 4 2.2% 6 3.9% 10 5.1% 7 4.0% 9 5.9% 36 4.2% 1 PM 6 3.4% 8 5.2% 12 6.1% 8 4.5% 5 3.3% 39 4.5% 2 PM 8 4.5% 6 3.9% 3 1.5% 12 6.8% 4 2.6% 33 3.8% 3 PM 19 10.7% 11 7.1% 18 9.1% 13 7.4% 12 7.9% 73 8.5% 4 PM 10 5.6% 16 10.4% 23 11.6% 19 10.8% 7 4.6% 75 8.7% 5 PM 16 9.0% 12 7.8% 18 9.1% 13 7.4% 8 5.3% 67 7.8% 6 PM 7 3.9% 7 4.5% 22 11.1% 11 6.3% 6 3.9% 53 6.2% 7 PM 15 8.4% 8 5.2% 13 6.6% 12 6.8% 9 5.9% 57 6.6% 8 PM 8 4.5% 6 3.9% 9 4.5% 7 4.0% 8 5.3% 38 4.4% 9 PM 7 3.9% 8 5.2% 7 3.5% 5 2.8% 5 3.3% 32 3.7% 10 PM 7 3.9% 7 4.5% 7 3.5% 6 3.4% 3 2.0% 30 3.5% 11 PM 2 1.1% 4 2.6% 4 2.0% 4 2.3% 2 1.3% 16 1.9% Grand Total 178 100.0% 154 100.0% 198 100.0% 176 100.0% 152 100.0% 858 100.0% Grand Total PercentTime20142015201620172018 Figure 172. Incident distribution, by hour, for CJCFPD, 2014-2018. 4 PM is the overall peak incident time. 3 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 120 The Parkway Figure 173. (Left) Incidents by year at The Parkway. Figure 174. (Below Left) Count of response codes. Figure 175. (Below) Count of type of call. Incident count resulted from data acquired from CJCFPD. Data was constructed to show a single unit , responding to a single incident, on a single date. 36 144 119 146 2015 2016 2017 2018 The Parkway Yearly Incident Totals 2015 2016 2017 2018 Total 100 1 1 143 2 2 300 1 1 2 4 320 2 1 1 4 321 23 132 112 121 388 412 1 1 500 1 1 510 1 2 1 4 520 1 1 550 1 2 3 554 5 2 1 14 22 600 1 1 611 2 2 2 6 622 1 1 730 1 1 1 3 744 1 1 745 1 1 2 Total 36 144 119 146 445 Count of Incident Number by NFIRS CODE Emergency, 283 Non-Emergency, 149 Canceled, 13 Page 121 © Business Information Services, LLC All Rights Reserved Figure 176. Time of incident by alarm time for years 2015-2018. Figures 177-178. Response Time Tables and Units Dispatched by Year. Note (Above): Not all units dispatched actually arrive at incident. Time of Incident by Alarm Time12 AM 8 1 AM 13 2 AM 10 3 AM 4 4 AM 13 5 AM 9 6 AM 18 7 AM 24 8 AM 27 9 AM 26 10 AM 20 11 AM 34 12 PM 32 1 PM 25 2 PM 22 3 PM 17 4 PM 35 5 PM 18 6 PM 20 7 PM 16 8 PM 11 9 PM 20 10 PM 15 11 PM 8 2015 8 Hours and 7 Minutes 2016 31 Hours and 52 Minutes 2017 27 Hours and 32 Minutes 2018 32 Hours and 7 Minutes Total Time Alarm to Arrival 2015 28 Minutes 2016 28 Minutes 2017 31 Minutes 2018 27 Minutes Average Arrival to Clear Time Unit 2015 2016 2017 2018 Total B5 2 2 C3 1 1 C5 1 1 C7213 E1 1 1 E2 3 5 2 4 14 E3 26 118 91 123 358 E4 2 1 1 4 E5 3 9 4 7 23 L1 4 14 15 15 48 M1 2 22 17 17 58 M2 1 8 5 3 17 M3 26 105 87 97 315 M4 1 6 1 6 14 M5 6 8 14 M6 1 1 SQ1 10 10 Grand Total 68 292 241 283 884 Units Dispatched by Year 2015 2016 2017 2018 0 to 2 min 1001 2 to 4 min 0274 4 to 6 min 10 79 51 84 6 to 8 min 29 131 104 127 8 to 10 min 19 49 45 47 10 to 12 min 19141 12 to 14 min 1143 14 to 16 min 0010 16 to 18 min 0010 18 to 20 min 0201 20 to 25 min 0000 25 to 30 min 0000 More than 30 min 1001 Response Time All Rights Reserved © Business Information Services, LLC Page 122 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Number Percent Number Percent Number Percent Number Percent Number Perce nt Jan 0 0.0% 8 5.6% 12 10.1% 12 8.2% 32 7.2% Feb 0 0.0% 13 9.0% 10 8.4% 9 6.2% 32 7.2% Mar 0 0.0% 9 6.3% 8 6.7% 12 8.2% 29 6.5% Apr 0 0.0% 7 4.9% 8 6.7% 8 5.5% 23 5.2% May 0 0.0% 12 8.3% 9 7.6% 12 8.2% 33 7.4% Jun 0 0.0% 12 8.3% 4 3.4% 8 5.5% 24 5.4% Jul 1 2.8% 16 11.1% 10 8.4% 14 9.6% 41 9.2% Aug 5 13.9% 20 13.9% 11 9.2% 16 11.0% 52 11.7% Sep 6 16.7% 15 10.4% 13 10.9% 19 13.0% 53 11.9% Oct 7 19.4% 10 6.9% 12 10.1% 11 7.5% 40 9.0% Nov 8 22.2% 12 8.3% 14 11.8% 6 4.1% 40 9.0% Dec 9 25.0% 10 6.9% 8 6.7% 19 13.0% 46 10.3% Total 36 100.0% 144 100.0% 119 100.0% 146 100.0% 445 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt 1st 0 0.0% 30 83.3% 30 25.2% 33 22.6% 93 20.9% 2nd 0 0.0% 31 86.1% 21 17.6% 28 19.2% 80 18.0% 3rd 12 33.3% 51 141.7% 34 28.6% 49 33.6% 146 32.8% 4th 24 66.7% 32 88.9% 34 28.6% 36 24.7% 126 28.3% Total 36 100.0% 144 100.0% 119 100.0% 146 100.0% 445 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Sunday 6 16.7% 26 18.1% 20 16.8% 18 12.3% 70 15.7% Monday 6 16.7% 26 18.1% 11 9.2% 17 11.6% 60 13.5% Tuesday 2 5.6% 20 13.9% 20 16.8% 28 19.2% 70 15.7% Wednesday 8 22.2% 12 8.3% 18 15.1% 23 15.8% 61 13.7% Thursday 3 8.3% 21 14.6% 17 14.3% 20 13.7% 61 13.7% Friday 5 13.9% 21 14.6% 18 15.1% 24 16.4% 68 15.3% Saturday 6 16.7% 18 12.5% 15 12.6% 16 11.0% 55 12.4% Total 36 100.0% 144 100.0% 119 100.0% 146 100.0% 445 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Morning 12 33.3% 28 19.4% 36 30.3% 41 28.1% 117 26.3% Afternoon 15 41.7% 51 35.4% 30 25.2% 54 37.0% 150 33.7% Evening 3 8.3% 50 34.7% 33 27.7% 34 23.3% 120 27.0% Night 6 16.7% 15 10.4% 20 16.8% 17 11.6% 58 13.0% Total 36 100.0% 144 100.0% 119 100.0% 146 100.0% 445 100.0% Year 2015 2016 2017 Grand Total 36 144 119 146 445 2018 Grand Total Quarter 2015 2016 2017 2018 Grand Total Month 2015 2016 2017 2018 Grand Total Time of Day 2015 2016 2017 2018 Grand Total Day of Week 2015 2016 2017 2018 Figures 179-184. All Parkway incidents for 2015-2018, shown by year, month, quar- ter, day of week and time of day, count and percentages. 2018 was the highest inci- dent count in recent history. September was the highest month, the third quarter had the most incidents, Sunday and Tuesday were the busiest days, and the after- noon had the overall most. Page 123 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent 12 AM 1 2.8% 1 0.7% 5 4.2% 1 0.7% 8 1.8% 1 AM 1 2.8% 4 2.8% 4 3.4% 4 2.7% 13 2.9% 2 AM 2 5.6% 3 2.1% 3 2.5% 2 1.4% 10 2.2% 3 AM 0 0.0% 0 0.0% 0 0.0% 4 2.7% 4 0.9% 4 AM 2 5.6% 1 0.7% 6 5.0% 4 2.7% 13 2.9% 5 AM 1 2.8% 4 2.8% 2 1.7% 2 1.4% 9 2.0% 6 AM 4 11.1% 4 2.8% 4 3.4% 6 4.1% 18 4.0% 7 AM 1 2.8% 2 1.4% 10 8.4% 11 7.5% 24 5.4% 8 AM 3 8.3% 10 6.9% 4 3.4% 10 6.8% 27 6.1% 9 AM 1 2.8% 7 4.9% 10 8.4% 8 5.5% 26 5.8% 10 AM 2 5.6% 8 5.6% 3 2.5% 7 4.8% 20 4.5% 11 AM 4 11.1% 11 7.6% 9 7.6% 10 6.8% 34 7.6% 12 PM 3 8.3% 10 6.9% 5 4.2% 14 9.6% 32 7.2% 1 PM 3 8.3% 12 8.3% 3 2.5% 7 4.8% 25 5.6% 2 PM 3 8.3% 4 2.8% 5 4.2% 10 6.8% 22 4.9% 3 PM 0 0.0% 6 4.2% 5 4.2% 6 4.1% 17 3.8% 4 PM 2 5.6% 15 10.4% 7 5.9% 11 7.5% 35 7.9% 5 PM 0 0.0% 7 4.9% 4 3.4% 7 4.8% 18 4.0% 6 PM 0 0.0% 11 7.6% 6 5.0% 3 2.1% 20 4.5% 7 PM 0 0.0% 4 2.8% 6 5.0% 6 4.1% 16 3.6% 8 PM 0 0.0% 4 2.8% 6 5.0% 1 0.7% 11 2.5% 9 PM 1 2.8% 9 6.3% 4 3.4% 6 4.1% 20 4.5% 10 PM 1 2.8% 5 3.5% 6 5.0% 3 2.1% 15 3.4% 11 PM 1 2.8% 2 1.4% 2 1.7% 3 2.1% 8 1.8% Grand Total 36 100.0% 144 100.0% 119 100.0% 146 100.0% 445 100.0% Grand Total PercentTime2015201620172018 Figure 185. Incident distribution, by hour, for CJCFPD, 2015-2018. 4 PM is the overall peak incident time. 3 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 124 Benton House Figure 186. (Left) Incidents by year at Benton House. Figure 187. (Below Left) Count of response codes. Figure 188. (Below) Count of type of call. Incident count resulted from data acquired from CJCFPD. Data was constructed to show a single unit , responding to a single incident, on a single date. 37 72 99 127 2015 2016 2017 2018 Benton House Yearly Incident Totals 2015 2016 2017 2018 Total 100 1 1 251 1 1 300 1 1 1 3 311 2 2 320 1 1 2 321 31 68 94 120 313 322 1 1 440 1 1 442 1 1 2 445 1 1 460 1 1 611 1 1 2 651 1 1 700 1 1 730 1 1 745 1 1 2 Total 37 72 99 127 335 Count of Incident Number by NFIRS CODE Emergency, 233 Non-Emergency, 98 Canceled, 4 Page 125 © Business Information Services, LLC All Rights Reserved Figure 189. Time of incident by alarm time for years 2015-2018. Figures 190-193. Response Time Tables and Units Dispatched by Year. Note (Above): Not all units dispatched actually arrive at incident. 12 AM 6 1 AM 7 2 AM 8 3 AM 5 4 AM 11 5 AM 7 6 AM 9 7 AM 19 8 AM 17 9 AM 18 10 AM 26 11 AM 19 12 PM 23 1 PM 12 2 PM 24 3 PM 23 4 PM 22 5 PM 9 6 PM 10 7 PM 12 8 PM 15 9 PM 9 10 PM 15 11 PM 9 Time of Incident by Alarm Time 2015 12 Hours and 55 Minutes 2016 19 Hours and 56 Minutes 2017 27 Hours and 34 Minutes 2018 34 Hours and 34 Minutes Total Time Alarm to Arrival 2015 28 Minutes 2016 30 Minutes 2017 30 Minutes 2018 27 Minutes Average Arrival to Clear Time Unit 2015 2016 2017 2018 Total 211 C3 1 1 2 C5 1 1 C7 1 1 Duty 2 2 E2 29 63 83 102 277 E3 8 12 14 28 62 E4 11226 E5 2 1 3 6 L1 353516 M1 226717 M2 26 61 81 100 268 M3 6 11 18 20 55 M4 1 2 1 4 M5 1 3 4 SQ1 1 1 Grand Total 78 159 212 274 723 Units Dispatched by Year 2015 2016 2017 2018 0 to 2 min 0000 2 to 4 min 0110 4 to 6 min 48927 6 to 8 min 32 59 88 134 8 to 10 min 26 57 73 80 10 to 12 min 9 9 10 13 12 to 14 min 2316 14 to 16 min 0120 16 to 18 min 0100 18 to 20 min 0100 20 to 25 min 0201 25 to 30 min 0011 More than 30 min 1020 Response Time All Rights Reserved © Business Information Services, LLC Page 126 Number Percent Number Percent Number Percent Number Percent Number Perce nt Jan 0 0.0% 6 8.3% 8 8.1% 11 8.7% 25 7.5% Feb 0 0.0% 3 4.2% 7 7.1% 7 5.5% 17 5.1% Mar 1 2.7% 6 8.3% 3 3.0% 17 13.4% 27 8.1% Apr 0 0.0% 9 12.5% 8 8.1% 10 7.9% 27 8.1% May 0 0.0% 4 5.6% 6 6.1% 11 8.7% 21 6.3% Jun 0 0.0% 6 8.3% 3 3.0% 5 3.9% 14 4.2% Jul 1 2.7% 10 13.9% 7 7.1% 9 7.1% 27 8.1% Aug 7 18.9% 4 5.6% 6 6.1% 11 8.7% 28 8.4% Sep 1 2.7% 8 11.1% 16 16.2% 6 4.7% 31 9.3% Oct 7 18.9% 5 6.9% 10 10.1% 11 8.7% 33 9.9% Nov 12 32.4% 6 8.3% 13 13.1% 12 9.4% 43 12.8% Dec 8 21.6% 5 6.9% 12 12.1% 17 13.4% 42 12.5% Total 37 100.0% 72 100.0% 99 100.0% 127 100.0% 335 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt 1st 1 2.7% 15 40.5% 18 18.2% 35 27.6% 69 20.6% 2nd 0 0.0% 19 51.4% 17 17.2% 26 20.5% 62 18.5% 3rd 9 24.3% 22 59.5% 29 29.3% 26 20.5% 86 25.7% 4th 27 73.0% 16 43.2% 35 35.4% 40 31.5% 118 35.2% Total 37 100.0% 72 100.0% 99 100.0% 127 100.0% 335 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Sunday 3 8.1% 11 15.3% 13 13.1% 13 10.2% 40 11.9% Monday 4 10.8% 12 16.7% 5 5.1% 13 10.2% 34 10.1% Tuesday 5 13.5% 14 19.4% 18 18.2% 21 16.5% 58 17.3% Wednesday 4 10.8% 11 15.3% 18 18.2% 11 8.7% 44 13.1% Thursday 11 29.7% 9 12.5% 6 6.1% 23 18.1% 49 14.6% Friday 6 16.2% 9 12.5% 18 18.2% 21 16.5% 54 16.1% Saturday 4 10.8% 6 8.3% 21 21.2% 25 19.7% 56 16.7% Total 37 100.0% 72 100.0% 99 100.0% 127 100.0% 335 100.0% Number Percent Number Percent Number Percent Number Percent Number Perce nt Morning 9 24.3% 14 19.4% 23 23.2% 35 27.6% 81 24.2% Afternoon 11 29.7% 28 38.9% 36 36.4% 52 40.9% 127 37.9% Evening 7 18.9% 16 22.2% 30 30.3% 24 18.9% 77 23.0% Night 10 27.0% 14 19.4% 10 10.1% 16 12.6% 50 14.9% Total 37 100.0% 72 100.0% 99 100.0% 127 100.0% 335 100.0% Grand Total Time of Day 2015 2016 2017 2018 Grand Total Day of Week 2015 2016 2017 2018 Grand Total Quarter 2015 2016 2017 2018 Grand Total Month 2015 2016 2017 2018 Grand Total 37 72 99 127 335Year2015201620172018 Time of Day Morning 4AM-10AM Afternoon 10AM-4PM Evening 4PM-10PM Night 10PM-4AM Figures 194-199. All Benton House incidents for 2015-2018, shown by year, month, quarter, day of week and time of day, count and percentages. 2018 was the highest incident count in recent history. November was the highest month, the fourth quar- ter had the most incidents, Tuesday was the busiest day, and the afternon had the overall most. Page 127 © Business Information Services, LLC All Rights Reserved Number Percent Number Percent Number Percent Number Percent 12 AM 1 2.7% 1 1.4% 1 1.0% 3 2.4% 6 1.8% 1 AM 2 5.4% 2 2.8% 1 1.0% 2 1.6% 7 2.1% 2 AM 3 8.1% 3 4.2% 1 1.0% 1 0.8% 8 2.4% 3 AM 1 2.7% 1 1.4% 2 2.0% 1 0.8% 5 1.5% 4 AM 0 0.0% 3 4.2% 5 5.1% 3 2.4% 11 3.3% 5 AM 0 0.0% 1 1.4% 1 1.0% 5 3.9% 7 2.1% 6 AM 2 5.4% 1 1.4% 2 2.0% 4 3.1% 9 2.7% 7 AM 0 0.0% 3 4.2% 5 5.1% 11 8.7% 19 5.7% 8 AM 6 16.2% 3 4.2% 3 3.0% 5 3.9% 17 5.1% 9 AM 1 2.7% 3 4.2% 7 7.1% 7 5.5% 18 5.4% 10 AM 4 10.8% 5 6.9% 3 3.0% 14 11.0% 26 7.8% 11 AM 0 0.0% 5 6.9% 5 5.1% 9 7.1% 19 5.7% 12 PM 2 5.4% 5 6.9% 8 8.1% 8 6.3% 23 6.9% 1 PM 0 0.0% 3 4.2% 6 6.1% 3 2.4% 12 3.6% 2 PM 2 5.4% 4 5.6% 10 10.1% 8 6.3% 24 7.2% 3 PM 3 8.1% 6 8.3% 4 4.0% 10 7.9% 23 6.9% 4 PM 4 10.8% 3 4.2% 11 11.1% 4 3.1% 22 6.6% 5 PM 0 0.0% 2 2.8% 4 4.0% 3 2.4% 9 2.7% 6 PM 2 5.4% 1 1.4% 4 4.0% 3 2.4% 10 3.0% 7 PM 0 0.0% 2 2.8% 2 2.0% 8 6.3% 12 3.6% 8 PM 1 2.7% 6 8.3% 7 7.1% 1 0.8% 15 4.5% 9 PM 0 0.0% 2 2.8% 2 2.0% 5 3.9% 9 2.7% 10 PM 3 8.1% 4 5.6% 3 3.0% 5 3.9% 15 4.5% 11 PM 0 0.0% 3 4.2% 2 2.0% 4 3.1% 9 2.7% Grand Total 37 100.0% 72 100.0% 99 100.0% 127 100.0% 335 100.0% Grand Total PercentTime2015201620172018 Figure 200. Incident distribution, by hour, for CJCFPD, 2015-2018. 10 AM is the overall peak incident time. 3 AM is the lowest. All Rights Reserved © Business Information Services, LLC Page 128 PAGE DELIBERATELY LEFT BLANK Page 129 © Business Information Services, LLC All Rights Reserved CJCFPD Facilities and Equipment Detailed Analysis All Rights Reserved © Business Information Services, LLC Page 130 1000 W. US 40 Hwy Blue Springs, Missouri Built in 1970 Unit Dispatches in 2018 Ladder-1 1,926 Med-1 1,667 Ladder-11 1 3417 NW Kingsridge Dr. Blue Springs, MO 64015 Built in 1985 Unit Dispatches in 2018 Engine-2 1 Med-2 1,126 Reserve Engine-22 1 Air/Light Truck & Boat 1 0 805 NE Jefferson St. Blue Springs, MO 64015 Built in 1985 Unit Dispatches in 2018 Engine-3 2.376 Med-3 1,737 Reserve Engine -33 0 Hazmat 1 0 700 SW Eagles Pkwy Grain Valley, MO 64029 Built in 1996 Unit Dispatches in 2018 Engine-4 1,320 Med-4 1,074 Brush-4 31 Tanker-4 33 2790 SE Adam’s Dairy Pkwy Blue Springs, MO 64014 Built in 2004 Unit Dispatches in 2018 Engine-5 1,048 Med-5 1,147 Brush-5 79 Tanker-5 24 Station #1 Station #2 Station #3 Station #4 Station #5 Page 131 © Business Information Services, LLC All Rights Reserved Figure 201. Comparison between the CJCFPD and the O’Fallon, Missouri and Olathe, Kansas fire protec- tion districts. When the CJCFPD is compared with two similar departments, a couple of factors leap out. For one, Olathe has a population twice that of CJCFD, but only 61 percent more incidents. Secondly, Olathe has made building inspections a way to generate about one-third of their revenues. CJCFD OFALLON OLATHE District Area Sq Miles 52 67 62.6 Estimated Population 71,187 85,000 141,116 Population Density 1,369 1,269 2,254 Number of Fire Stations 5 5 8 Apparatus 11 11 Total Incidents 7,819 5,396 12,628 Fire Incidents 197 183 288 EMS Incidents 5,790 3,213 8,485 Non-Fire Incidents 218 473 3,855 Property Tax Rate 1.1566 0.9144 24.406 Total Revenues $18,338,354 $13,171,355 $21,689,328 Total Expenses $9,826,412 $21,689,328 Fire loss $1,426,245 $6,847,967 $3,749,246 Property Saved $9,131,415 $158,583,123 $141,878,579 Property Protected $10,557,661 $165,431,090 $145,627,825 Percent Saved 86.49% 95.90% 97.00% Firefighters on duty (daily) 25 21 28 Total Firefighters 63 141 Training Hours (Total) 14,070 13,418 21,592 Training Hours (per Firefighter) 123.4 200 167 Building Inspections 703 1,690 16,073 Fees Collected from Building Inspections $91,566 $6,627,245 Survival Percentage of Cardiac Arrest Patients NA 69.0% Smoke Detectors Installed 43 3,045 130 People trained in CPR 102 179 2,000 2018 All Rights Reserved © Business Information Services, LLC Page 132 2014 2015 2016 2017 2018 0 to 2 min 25 19 32 18 17 2 to 4 min 237 120 165 180 169 4 to 6 min 963 789 827 973 845 6 to 8 min 812 1,023 1,133 988 1,035 8 to 10 min 523 563 603 523 549 10 to 12 min 280 235 236 189 196 12 to 14 min 117 85 81 73 106 14 to 16 min 56 36 32 36 42 16 to 18 min 36 21 22 16 31 18 to 20 min 23 13 12 12 15 20 to 25 min 52 11 18 19 29 25 to 30 min 33 9 5 4 6 More than 30 min 36 33 27 48 15 Total Records 3,193 2,957 3,193 3,079 3,055 Response Time 2014 454 Hours and 23 Minutes 2015 410 Hours and 30 Minutes 2016 418 Hours 2017 799 Hours and 20 Minutes 2018 390 Hours and 29 Minutes Total Time Alarm to Arrival 2014 32 Minutes 2015 28 Minutes 2016 28 Minutes 2017 28 Minutes 2018 30 Minutes Average Arrival to Clear Time 3,741 3,493 3,705 3,578 3,594 2014 2015 2016 2017 2018 Dispatch Counts Figure 202. (Top Left) Response time table. Figure 203. (Top Right) Total time alarm to arrival. Figure 204. (Above) Average arrival to clear time. Figure 205. (Above) Dispatch counts by year. Figure 206. (Left) Units dispatched by year. Page 133 © Business Information Services, LLC All Rights Reserved 2014 2015 2016 2017 2018 0 to 2 min 23 25 18 27 13 2 to 4 min 176 118 105 132 114 4 to 6 min 476 515 521 581 548 6 to 8 min 553 695 760 818 765 8 to 10 min 318 437 458 464 437 10 to 12 min 223 201 177 153 140 12 to 14 min 151 123 80 65 60 14 to 16 min 83 89 49 19 39 16 to 18 min 59 48 30 17 23 18 to 20 min 36 29 21 10 12 20 to 25 min 61 57 38 20 12 25 to 30 min 47 36 17 8 9 More than 30 min 119 111 66 37 12 Total Records 2,325 2,484 2,340 2,351 2,184 Response Time 2014 464 Hours and 34 Minutes 2015 581 Hours and 38 Minutes 2016 415 Hours 15 Minutes 2017 413 Hours 48 Minutes 2018 295 Hours and 57 Minutes Total Time Alarm to Arrival 2014 37 Minutes 2015 32 Minutes 2016 30 Minutes 2017 28 Minutes 2018 27 Minutes Average Arrival to Clear Time 2,619 2,909 2,787 2,807 2,592 2014 2015 2016 2017 2018 Dispatch Counts Figure 207. (Top Above) Response time table. Figure 208. (Top Right) Total time alarm to arrival. Figure 209. (Right) Average arrival to clear time. Figure 210. (Right) Dispatch counts by year. Figure 211. (Above) Units dis- patched by year. All Rights Reserved © Business Information Services, LLC Page 134 2014 2015 2016 2017 2018 0 to 2 min 25 9 11 25 15 2 to 4 min 146 62 77 102 80 4 to 6 min 823 623 866 769 839 6 to 8 min 1,038 1,240 1,293 1,285 1,332 8 to 10 min 603 861 763 819 770 10 to 12 min 277 320 279 331 258 12 to 14 min 129 150 112 111 105 14 to 16 min 75 52 59 50 49 16 to 18 min 41 37 19 17 27 18 to 20 min 33 15 16 8 11 20 to 25 min 56 18 21 20 21 25 to 30 min 22 13 6 6 7 More than 30 min 70 45 20 23 20 Response Time 2014 568 Hours and 24 Minutes 2015 569 Hours and 34 Minutes 2016 478 Hours and 56 Minutes 2017 528 Hours and 49 Minutes 2018 468 Hours and 41 Minutes Total Time Alarm to Arrival 2014 30 Minutes 2015 27 Minutes 2016 26 Minutes 2017 26 Minutes 2018 28 Minutes Average Arrival to Clear Time 3,755 3,999 4,103 4,258 4,113 2014 2015 2016 2017 2018 Dispatch Counts Figure 212. (Top Left) Response time table. Figure 213. (Top Right) Total time alarm to arrival. Figure 214. (Above) Average arrival to clear time. Figure 215. (Above) Dispatch counts by year. Figure 216. (Left) Units dispatched by year. Page 135 © Business Information Services, LLC All Rights Reserved 2014 2015 2016 2017 2018 0 to 2 min 11 10 22 9 14 2 to 4 min 75 73 105 107 72 4 to 6 min 240 360 501 447 473 6 to 8 min 328 508 572 664 632 8 to 10 min 170 313 332 368 405 10 to 12 min 75 142 142 132 209 12 to 14 min 50 75 100 84 96 14 to 16 min 22 60 129 52 53 16 to 18 min 13 60 102 41 47 18 to 20 min 13 36 65 30 41 20 to 25 min 16 53 93 41 32 25 to 30 min 10 26 36 14 26 More than 30 min 9 67 195 88 62 Total Records 1,032 1,783 2,394 2,077 2,162 Response Time 2014 163 Hours and 45 Minutes 2015 342 Hours and 29 Minutes 2016 652 Hours and 56 Minutes 2017 519 Hours and 37 Minutes 2018 394 Hours and 36 Minutes Total Time Alarm to Arrival 2014 20 Minutes 2015 25 Minutes 2016 34 Minutes 2017 30 Minutes 2018 33 Minutes Average Arrival to Clear Time 1,165 1,974 2,681 2,332 2,458 2014 2015 2016 2017 2018 Dispatch Counts Figure 217. (Top Above) Response time table. Figure 218. (Top Right) Total time alarm to arrival. Figure 219. (Right) Average arrival to clear time. Figure 220. (Right) Dispatch counts by year. Figure 221. (Above) Units dis- patched by year. All Rights Reserved © Business Information Services, LLC Page 136 2014 2015 2016 2017 2018 0 to 2 min 7281825 2 to 4 min 24 11 26 32 40 4 to 6 min 136 128 152 207 224 6 to 8 min 180 205 203 360 435 8 to 10 min 134 146 142 280 319 10 to 12 min 71 77 61 141 196 12 to 14 min 32 29 33 108 127 14 to 16 min 10 13 3 87 81 16 to 18 min 7 12 7 49 78 18 to 20 min 3212731 20 to 25 min 8306157 25 to 30 min 7232326 More than 30 min 7 0 4 154 149 Total Records 626 630 643 1,547 1,788 Response Time 2014 103 Hours and 59 Minutes 2015 87 Hours 2016 107 Hours and 10 Minutes 2017 633 Hours and 22 Minutes 2018 505 Hours and 28 Minutes Total Time Alarm to Arrival 2014 20 Minutes 2015 22 Minutes 2016 21 Minutes 2017 37 Minutes 2018 38 Minutes Average Arrival to Clear Time 817 853 920 1,899 2,298 2014 2015 2016 2017 2018 Dispatch Counts Figure 222. (Top Left) Response time table. Figure 223. (Top Right) Total time alarm to arrival. Figure 224. (Above) Average arrival to clear time. Figure 225. (Above) Dispatch counts by year. Figure 226. (Left) Units dispatched by year. Page 137 © Business Information Services, LLC All Rights Reserved PAGE DELIBERATELY LEFT BLANK All Rights Reserved © Business Information Services, LLC Page 138 B-VEHICLES 2014 2015 2016 2017 2018 Total B-4 43 14 4 1 31 93 B-5 66 9 21 20 79 195 C-VEHICLES 2014 2015 2016 2017 2018 Total C2 16 6 1 23 C3 141 161 174 142 618 C4 26 2 1 29 C5 145 112 144 162 563 C6 34 6 10 5 55 C7 168 195 199 183 745 C8 24 5 1 30 C9 154 17 5 5 181 C10 7 37 28 50 122 E-VEHICLES 2014 2015 2016 2017 2018 Total E-2 1,146 1,427 1,454 1,607 1,465 7,099 E-3 1,870 2,210 2,247 2,429 2,376 11,132 E-4 1,072 1,098 1,194 1,213 1,320 5,897 E-5 733 836 889 939 1,048 4,445 E-22 14 2 1 17 E-33 4 4 L-VEHICLES 2014 2015 2016 2017 2018 Total L-1 1,656 1,733 1,872 1,865 1,926 9,052 L-11 28112133 M-VEHICLES 2014 2015 2016 2017 2018 Total M-1 2,057 1,759 1,832 1,711 1,667 9,026 M-2 1,458 1,480 1,333 1,200 1,126 6,597 M-3 1,885 1,789 1,854 1,824 1,737 9,089 M-4 28 842 1,468 1,105 1,074 4,517 M-5 1 3 4 927 1,147 2,082 M-6 1 4 5 T-VEHICLES 2014 2015 2016 2017 2018 Total T-4 2220151333103 T-5 17 5 6 13 24 65 Figure 227. Total dispatch count by unit and year at the CJCFPD, as of 2018. Page 139 © Business Information Services, LLC All Rights Reserved Data acquired from file “2019 demo export APP” CARES VEHICLES 2014 2015 2016 2017 2018 Total CARES 4 3 7 CARES1 4 3 8 15 MISCELLANEOUS 2014 2015 2016 2017 2018 Total AIR/LIGHT AND BOAT 1 1 CAGE 1 1 COMM 1 COMM2 Duty 328 328 E1 10 5 15 HR1 1 1 HAZMAT1 2 1 3 SQ1 178 1 99 3 281 2 17 17 4 22 8 44 9 88 10 68 68 R2 1 1 2 R4 11 R3 1 1 S8 22611 12 I1 22 uty2 11 (blank)88 #VALUE!11 PRV1 5412 12 PRV2 4 1 5 PRV3 4 3 4 11 PRV4 1 1 Totals 2014 2015 2016 2017 2018 Grand Total Grand Total 13,007 13,770 14,783 15,544 15,512 72,616 Figure 227 (con’t). Total dispatch count by unit and year at the CJCFPD, as of 2018. All Rights Reserved © Business Information Services, LLC Page 140 Business Information Services, LLC is a Missouri-registered Limited Liability Corporation, owned by Preston Smith of Blue Springs, Missouri. Smith has an undergraduate journalism degree from the University of Missouri and a Master’s in Public Administration from the University of Missouri-Kansas City, with a specialization in statistics and quantitative analysis. Certified GIS analyst Sarah Rose developed the maps and the geospatial analysis for this study. Data analyst Jason Smith prepared the tables, charts, graphs and initial report structure. Smith consults with school districts around the country and has prepared more than 200 demographic analysis studies for school districts and completed 300 total projects for school districts. Preston Smith, pvsmith@sbcglobal.net 816-224-3498 www.businessinformationservices.biz